Academic Research on Collaborative Commerce

• Toward a unified view of electronic commerce, electronic business, and collaborative commerce: A knowledge management approach, Holsapple, C. W., & Singh, M. (2000). Knowledge and Process Management, 7(3), 151-164. E-commerce is essential for a successful business nowadays. It has been defined many times in diversified ways. It has varied notions, such as c-commerce (Collaborative Commerce) and e-business (Electronic Business). The authors discuss the 5 fold e-commerce taxonomy. They present an integrated definition covering all the concepts of e-business. However, a limitation is yet to be. To overcome it, they elaborate that e-business is based on electronic knowledge (e-knowledge. Then, there is the processing and management of this knowledge. It is beneficial in building a unified, common and organized base for running e-organizations.
• Factors affecting the adoption level of c-commerce: An empirical study, Chong, A. Y. L., Lin, B., Ooi, K. B., & Raman, M. (2009). Journal of Computer Information Systems, 50(2), 13-22. This paper evaluates the determinants of c-commerce (Collaborative Commerce) and focuses on the e-organizations, particularly, in Malaysia. The authors distributed a questionnaire to four hundred organizations. The data analysis was conducted with the help of correlation and regression. The findings are that the factors affecting the decisions of organizations about c-commerce were information sharing, external environment and organization readiness, out of which the former was the strongest factor. There was no effect of innovation attributes on it. This paper is an extension of all previously related researches. The authors suggest moving forward from traditional adoption techniques. 
• Theoretical foundations for collaborative commerce research and practice, Hartono, E., & Holsapple, C. (2004). Information systems and e-business management, 2(1), 1-30. C-commerce (Collaborative Commerce) is related to the electronic sources of building collaborative relationships in the distributed contributors performing several joint activities. C-commerce still needs to be developed and requires to satisfy many open questions regarding its basics and practice. This research is a theoretical base to investigate its nature and outcome. It is relatively a detailed theoretical framework specifying important factors and relations for practitioners to understand in setting up a c-commerce initiative. This framework is equally beneficial for the researchers to understand how to design research studies of c-commerce.
• Empowering collaborative commerce with Web services enabled business process management systems, Chen, M., Zhang, D., & Zhou, L. (2007). Decision Support Systems, 43(2), 530-546. C-commerce builds strong relationships between the trading partners of companies by integrating cross-enterprise and complex processes regulated by business rules, workflows and logic. For complicated process coordination, BPM (Business Process Management) is the main component of c-commerce solutions. Traditional solutions are not highly capable of integrating external applications with limited interoperability. Today, web services provide effective ways of improving interoperability in various apps over internet protocols. The authors analyse the web services and BPM with respect to c-commerce and show an architecture to explain it. They develop a dynamic e-procurement software application and guide about its implementation.
• Enterprise Information Portals in support of business process, design teams and collaborative commerce performance, Chang, H. H., & Wang, I. C. (2011). International Journal of Information Management, 31(2), 171-182. This paper examines the effect of Enterprise Information Portals (EIPs) on c-commerce, specifically in the automobile industry. It guides on how the collaborative teams can integrate external and internal business processes. The authors formulate a research model and test it with the help of a questionnaire in Taiwan motor company. The results show that EIPs enable a company to realize the advantages of c-commerce and how it can be improved. The authors suggest that it is up t the managers to reinforce significant factors of design team quality, process integration and knowledge management tools to be successful in c-commerce.
• Collaborative commerce and knowledge management, Thuraisingham, B., Gupta, A., Bertino, E., & Ferrari, E. (2002). 9(1), 43-53. This article explains the emerging concept of C-commerce (Collaborative Commerce). It is basically a combination of e-commerce, collaboration and knowledge management to perform transactions and advanced activities inside and outside organizations. The authors present models and design their federated architectures. They examine the role of business implications and knowledge management in the context of c-commerce. Lastly, they give their suggestions and directions for getting success in c-commerce.
• Collaborative commerce for non-technical industries: is it worth the investment?, Centola, C., Myer, C. J., Raisinghani, M. S., & Virgil, D. (2004). International journal of information management, 24(5), 433-440. This paper provides insights on the importance of c-commerce (Collaborative Commerce) adoption for apparently a non-technical industry. As an example, the authors take a home construction retail industry into consideration. In the last ten years, it has developed much because of projects related to home improvement and outwardly, it does not need a strong technical existence. Though many factors indicate the reliance on technology as a source to run a successful business. However, this case is about those industrial concerns that may not invest in technology. So, this paper focuses on thinking of people and decision making about c-commerce. The authors also provide insights from field interviews and other research. 
• Collaborative commerce through web-based information integration technologies, Smith, A. D. (2006). International Journal of Innovation and Learning, 4(2), 127-144. WBII (Web-Based Information Integration) helps us in sharing information over the internet, specifically, in the applications of Business to Business (B2B) and Business to Consumer (B2C). It enables employees to form an integrated system from several areas, including finance, catalogue, merchandising, online, retail, distribution, and training, etc. C-commerce is going to be a necessity. Executives lay stress on ways for individuals and institutions to cooperate and fulfil common objectives. The author describes it in 3 phases, i.e. with applications, case studies and strategies to explain the main points of the presented model. 
• A role-driven component-oriented methodology for developing collaborative commerce systems, Park, H., Suh, W., & Lee, H. (2004). Information and Software Technology, 46(12), 819-837. To stand in the competition, businesses are compelled to create a C-commerce (Collaborative Commerce) environment. It requires multiple stakeholders to make a number of collaborative interactions. This paper presents a model RCOM (Role Driven Component Oriented Methodology). It contains 4 phases; (1) collaboration analysis (2) component analysis (3) component design and (4) implementation. The roles are helpful in applying business functions. The components help in generating reusable artefacts in a systematic manner. So, RCOM makes the process of system development better. The authors present a real-life case to show the practical benefits of this methodology. 
• A managerial perspective on electronic commerce development in Malaysia, Le, T. T., & Koh, A. C. (2002). Electronic commerce research, 2(1-2), 7-29. This paper examines the e-commerce development in Malaysia. The authors review the e-commerce readiness of the nation. They conduct surveys in local companies, SMEs (Small & Medium Enterprises), management, performance and their web presence. Consequently, e-commerce is a formative process in Malaysia. They are being influenced by e-commerce advanced business operations. The most reluctant and undeveloped sector is the manufacturing SMEs. Their government can remove the barriers to the development of e-commerce. Private sectors especially lack e-commerce applications. They can overcome the barriers using management foresight and entrepreneurial talents.
• Successful implementation of collaborative product commerce: An organizational fit perspective, Hung, S. Y., Chang, S. I., Yen, D. C., Kang, T. C., & Kuo, C. P. (2011). Decision Support Systems, 50(2), 501-510. Companies are moving from fighting battles individually to collaborative competition. However, there are limited empirical studies to follow a practical strategy for implementing C-Commerce (Collaborative Commerce). This paper provides information to enterprises in Taiwan on how to implement CPC (Collaborative Product Commerce). The results show that the successful application of the CPC system must bring into consideration the fit between the facilitative cooperation processes and the CPC. Need is to consider interdependence and build the inter-organisational trust since it influences the implementation of CPC.