Abstract
Purpose
To provide a contingent framework for the classification and selection of e‐marketplaces has been developed.
Design/methodology/approach
The framework is developed from a review of relevant literature and examined through conducting case studies, two of which are reported in the paper.
Findings
A number of e‐business classification models are proposed. The key model dimensions considered are the nature of the products/services to be traded, the ownership/formation of the marketplace and the level of functionality/relationships exhibited by the trading exchange. The strategic role of an e‐marketplace is also identified as being dynamic in nature over the product/market lifecycle and the ongoing development of information systems and technologies.
Research limitations/implications
The paper considers the power, relationship and behavioural aspects associated with the formation of e‐marketplaces but this is not the specific focus of the work undertaken.
Practical implications
The cases demonstrated that supporting future products customisation strategies using e‐marketplaces appeared to be only possible if sufficient confidence and expertise is developed within the companies and their supply chain, and also the fear of disruption and disintegration of the chain is overcome.
Originality/value
The paper combines a strategically important concept with empirical and practical considerations.