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Synopsis
Diplomarbeit, die am 21.02.2003 erfolgreich an einer Internationale Wirtschaftshochschule in Deutschland im Fachbereich Betriebswirtschaftslehre eingereicht wurde. Abstract: Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet new challenges with innovative forms of collaboration. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. At the example of Eastman Chemical Corporation, this paper analyzes the possibilities of creating a completely revised interfirm collaboration network. Table of Contents: |Index of figures|III |Index of tables|IV |List of abbreviations|V 1.|Introduction|1 1.1|Statement of purpose|1 1.2|Research focus and goal|2 1.3|Outline|2 2.|The case of Eastman Chemical Company|3 2.1|Company background|3 2.2|Overview of corporate e-business portfolio|3 2.3|Backbone of current IT infrastructure|4 2.4|Strategic focus in the chemical industry|6 3.|Comparison and extension of collaboration forms|7 3.1|Organizational responses to current challenges|7 3.2|B2B collaboration models|8 3.2.1|Traditional view of collaboration|8 3.2.2|Selected non-equity interfirm relations|9 3.2.3|Selected equity interfirm relations|9 3.2.4|Strategic outsourcing of non-core activities|10 3.2.5|From portals and catalogues to e-marketplaces|11 3.3|Review of collaboration models|14 4.|Creating a framework for dynamic collaboration|17 4.1|Current cha...
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Diplomarbeit, die am 21.02.2003 erfolgreich an einer Internationale Wirtschaftshochschule in Deutschland im Fachbereich Betriebswirtschaftslehre eingereicht wurde. Abstract: Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet new challenges with innovative forms of collaboration. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. At the example of Eastman Chemical Corporation, this paper analyzes the possibilities of creating a completely revised interfirm collaboration network. Table of Contents: |Index of figures|III |Index of tables|IV |List of abbreviations|V 1.|Introduction|1 1.1|Statement of purpose|1 1.2|Research focus and goal|2 1.3|Outline|2 2.|The case of Eastman Chemical Company|3 2.1|Company background|3 2.2|Overview of corporate e-business portfolio|3 2.3|Backbone of current IT infrastructure|4 2.4|Strategic focus in the chemical industry|6 3.|Comparison and extension of collaboration forms|7 3.1|Organizational responses to current challenges|7 3.2|B2B collaboration models|8 3.2.1|Traditional view of collaboration|8 3.2.2|Selected non-equity interfirm relations|9 3.2.3|Selected equity interfirm relations|9 3.2.4|Strategic outsourcing of non-core activities|10 3.2.5|From portals and catalogues to e-marketplaces|11 3.3|Review of collaboration models|14 4.|Creating a framework for dynamic collaboration|17 4.1|Current cha...
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Revising concepts for interfirm collaboration: A case-based approach (German Edition)
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Revising concepts for interfirm collaboration
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Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Diplomarbeit aus dem Jahr 2003 im Fachbereich BWL - Marketing, Unternehmenskommunikation, CRM, Marktforschung, Social Media, Note: 1,3, European Business School - Internationale Universität Schloß Reichartshausen Oestrich-Winkel (Betriebswirtschaftslehre), Sprache: Deutsch, Abstract: Inhaltsangabe:Abstract:Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet new challenges with innovative forms of collaboration. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. At the example of Eastman Chemical Corporation, this paper analyzes the possibilities of creating a completely revised interfirm collaboration network.Inhaltsverzeichnis:Table of Contents:Index of figuresIIIIndex of tablesIVList of abbreviationsV1.Introduction11.1Statement of purpose11.2Research focus and goal21.3Outline22.The case of Eastman Chemical Company32.1Company background32.2Overview of corporate e-business portfolio32.3Backbone of current IT infrastructure42.4Strategic focus in the chemical industry63.Comparison and extension of collaboration forms73.1Organizational responses to current challenges73.2B2B collaboration models83.2.1Traditional view of collaboration83.2.2Selected non-equity interfirm relations93.2.3Selected equity interfirm relations93.2.4Strategic outsourcing of non-core activities103.2.5From portals and catalogues to e-marketplaces113.3Review of collaboration models144.Creating a framework for dynamic collaboration174.1Current challenges and unsolved problems174.2Meta-market framework requirements184.2.1Ensuring security and privacy184.2.2Adapting and standardizing online laws194.2.3Enhancing trust204.2.4XML-enabled web semantics214.2.5Extending on UDDI as global directory services234.2.6Extending on Web Services for standardized communication244.3Feasibility appreciation of a new collaboration model255.Introducing the dynamic collaboration network model275.1Operational deployment and integration of a MetaHub275.1.1Connectivity and implementation processes275.1.2Initiation and funding295.1.3Structuring transactions and negotiations305.2Extending towards a dynamic collaboration network315.2.1Specialization as key to success315.2.2Implementation325.3Market applicability336.Benefits and potential of networked collaboration366.1Macroeconomic analysis366.1.1Network theory366.1.2Resulting direct and indirect market effects366.2Microeconomic analysis386.2.1Pareto optima in the evolutionary game theory386.2.2Resulting direct and indirect market effects386.3Evaluation of the investigation407.Application of the model427.1E-business structure of the chemical industry427.2ECC's e-business leadership437.3Forecasting the impact458.Conclusion and outlook478.1Summary of findings478.2Further research488.3Future perspective49Appendix51References53 76 pp. Deutsch. Seller Inventory # 9783838668031
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Taschenbuch. Condition: Neu. nach der Bestellung gedruckt Neuware - Printed after ordering - Diplomarbeit aus dem Jahr 2003 im Fachbereich BWL - Marketing, Unternehmenskommunikation, CRM, Marktforschung, Social Media, Note: 1,3, European Business School - Internationale Universität Schloß Reichartshausen Oestrich-Winkel (Betriebswirtschaftslehre), Sprache: Deutsch, Abstract: Inhaltsangabe:Abstract:Technical advances and strategic reconsiderations in the Business-to-Business (B2B) market have led companies to meet new challenges with innovative forms of collaboration. Since 1999, industrial organizations have separately attempted to enable common interfirm trade with the help of online trading platforms and e-marketplaces. In most industries, the use of these platforms has been reduced to low numbers of intra-industry transactions between first-movers and strategic visionaries. Despite their damped optimism, companies' readiness has progressed along with the market potential. Tackling the initial weaknesses, an integrative B2B trading network that is based on true interoperability and openness is now well-positioned to exploit this increased potential. At the example of Eastman Chemical Corporation, this paper analyzes the possibilities of creating a completely revised interfirm collaboration network.Inhaltsverzeichnis:Table of Contents:Index of figuresIIIIndex of tablesIVList of abbreviationsV1.Introduction11.1Statement of purpose11.2Research focus and goal21.3Outline22.The case of Eastman Chemical Company32.1Company background32.2Overview of corporate e-business portfolio32.3Backbone of current IT infrastructure42.4Strategic focus in the chemical industry63.Comparison and extension of collaboration forms73.1Organizational responses to current challenges73.2B2B collaboration models83.2.1Traditional view of collaboration83.2.2Selected non-equity interfirm relations93.2.3Selected equity interfirm relations93.2.4Strategic outsourcing of non-core activities103.2.5From portals and catalogues to e-marketplaces113.3Review of collaboration models144.Creating a framework for dynamic collaboration174.1Current challenges and unsolved problems174.2Meta-market framework requirements184.2.1Ensuring security and privacy184.2.2Adapting and standardizing online laws194.2.3Enhancing trust204.2.4XML-enabled web semantics214.2.5Extending on UDDI as global directory services234.2.6Extending on Web Services for standardized communication244.3Feasibility appreciation of a new collaboration model255.Introducing the dynamic collaboration network model275.1Operational deployment and integration of a MetaHub275.1.1Connectivity and implementation processes275.1.2Initiation and funding295.1.3Structuring transactions and negotiations305.2Extending towards a dynamic collaboration network315.2.1Specialization as key to success315.2.2Implementation325.3Market applicability336.Benefits and potential of networked collaboration366.1Macroeconomic analysis366.1.1Network theory366.1.2Resulting direct and indirect market effects366.2Microeconomic analysis386.2.1Pareto optima in the evolutionary game theory386.2.2Resulting direct and indirect market effects386.3Evaluation of the investigation407.Application of the model427.1E-business structure of the chemical industry427.2ECC's e-business leadership437.3Forecasting the impact458.Conclusion and outlook478.1Summary of findings478.2Further research488.3Future perspective49Appendix51References53. Seller Inventory # 9783838668031
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Revising concepts for interfirm collaboration: A case-based approach (German Edition)
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