The rapid growth of online auctions underscores the need to analyze the mechanism of online auctions and to establish a theoretical research framework based on the business models adopted by successful organizations. While the theoretical and empirical research bases for traditional auctions are well established, current understanding of online auctions is still very limited. A broad conceptual model is developed that can form the basis for future research in online auctions. A review of prior research and use systems theory and empirical analysis is presented to identify the potential antecedents to online auction success. Then dimensions of the input, process, and output factors are discussed to develop the conceptual model. The conceptual model provides an impetus and direction for future research into online auctions, taking advantage of existing tradition but also forming the basis for the development and testing of research hypotheses that will expand the frontiers of knowledge in online auctions.
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1 September 2004
Research Article|
September 01 2004
A conceptual research framework for analyzing online auctions in a B2B environment
Diane H. Parente;
Diane H. Parente
Assistant Professor, in the School of Business, Pennsylvania State University, Erie, Pennsylvania, USA
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Ray Venkataraman;
Ray Venkataraman
Associate Professor of Management, in the School of Business, Pennsylvania State University, Erie, Pennsylvania, USA
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John Fizel;
John Fizel
Professor of Economics, in the School of Business, Pennsylvania State University, Erie, Pennsylvania, USA
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Ido Millet
Ido Millet
Associate Professor of MIS, in the School of Business, Pennsylvania State University, Erie, Pennsylvania, USA
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Publisher: Emerald Publishing
Online ISSN: 1758-6852
Print ISSN: 1359-8546
© Emerald Group Publishing Limited
2004
Supply Chain Management: An International Journal (2004) 9 (4): 287–294.
Citation
Parente DH, Venkataraman R, Fizel J, Millet I (2004), "A conceptual research framework for analyzing online auctions in a B2B environment". Supply Chain Management: An International Journal, Vol. 9 No. 4 pp. 287–294, doi: https://doi.org/10.1108/13598540410550037
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