A mind mapping-based
literature review (MMBLR) on e-procurement with exploration on the academic
interest and value involved
Joseph Kim-keung Ho
Independent Trainer
Hong Kong, China
Abstract: Literature review involves heeding the academic
interest and value of the academic literature studied. Naturally, paying
attention to academic interest and value is also vital for mind mapping-based
literature review (MMBLR). This article presents an account of MMBLR on
e-procurement with reference to the notions of academic interest and value. It
illustrates how an MMBLR is conducted. Besides, its literature review findings
should be of academic and pedagogical value to those who study the subjects of
e-procurement, research methods and managerial intellectual learning (MIL).
Key words: academic interest, academic value, e-procurement, literature review,
managerial intellectual learning (MIL), mind map, mind mapping-based literature
review (MMBLR), thematic analysis
Please cite the article as: Ho, J.K.K. 2016. “A mind mapping-based
literature review (MMBLR) on e-procurement with exploration on the academic
interest and value involved” Joseph KK Ho
e-resource blog August 28 (url address: http://josephho33.blogspot.hk/2016/08/a-mind-mapping-basedliterature-review.html).
Introduction
Mind mapping-based
literature review (MMBLR) is a recently launched academic topic by the writer (Literature on literature review Facebook
page; Literature on mind mapping
Facebook page). Via MMBLR on various business and non-business topics,
conceptual development can be and has been made on it. This paper is another
exercise on MMBLR. The chosen topic for literature review in this paper is
e-procurement. One study aim in this case is to produce literature review
findings on e-procurement that have academic and pedagogical values. Unique to
this study is the discussion on the concepts of academic interest and academic
value as related to MMBLR. Since the MMBLR topic is a part of the broader
research subject of managerial intellectual learning (MIL) (Managerial intellectual learning Facebook
page), this study also contributes to the MIL subject theoretically. The
next section examines the notions of academic interest and academic value
before proceeding to the MMBLR on e-procurement.
Academic interest and value in the e-procurement field as revealed from
the literature review
In literature review,
including the mind mapping-based one conducted in this paper, one major review task
is the assessment of academic interest and value of the academic literature. Learning
academic
interest is about finding out (i) the sorts of research questions the
academic community is asking, (ii) the main theoretical perspectives, research
methods and theories academicians are employing in investigation, (iii) the issues
and concepts academicians are debating about, and (iv) the main viewpoints and
observations academicians have made and are interested in sharing with others.
Knowing the academic interest of the academic community via the literature
review informs a researcher to formulate a research topic that academicians are
interested in (i.e. existence of academic interest). Of course, it is possible
that a researcher could come up with a research topic that has not been thought
of by the academic community, thus very novel. Nevertheless, even in this case,
a researcher needs to (i) point out how original his/her research topic is by
referring to the existing academic interest of the academic community and (ii)
convince academicians why they should be interested in his/her novel idea(s).
As to academic value, it is about the quality of an academic work,
e.g., an academic article. Aspects to consider in academic value assessment of
a piece of academic work include: (i) purpose of the article, (ii) type of
journal in which it is published, (iii) article organization and content, (iv)
publisher bias, (v) article publication date, (vi) bibliography shown in the
article, (vii) identity of the article writer, and (viii) appropriateness of
the article to its field (University of California Santa Cruz, 2016; Columbia
College, 2016). In terms of quality management terms, academic interest is
about “design quality” of an academic work which appeals to the academic
community. As to academic value, it is derived from the conformance/
implementation quality of an academic work. To achieve high academic value, an
academic work needs to show in its content high quality of (i) literature
review, (ii) research methods, (iii) academic writing style, and (iv) line of
reasoning. Academic value and academic interest are related, as indicated by the
following four propositions formulated by the writer with regard to a piece of
academic work:
Proposition 1: Higher academic value contributes to higher academic interest: An academic work that
has higher academic value, e.g., good academic quality, heightens the interest
of the academic community on the topic covered by it and the academic work
itself.
Proposition 2: Higher academic interest contributes to higher academic value: An academic work that (i)
examines a topic of great interest to the academic community and (ii) is
original, also tends to be considered to possess higher academic value.
Proposition 3: Higher practical value[1]
contributes to higher academic
interest: An academic work that offers innovative, pragmatic and effective
solutions to practitioners with clear supportive empirical evidence tends to
catch the attention of the academic community more and raises their research
interest on it.
Proposition 4: Higher practical interest[2]
contributes to higher academic interest:
An academic work that catches substantial interest of the practitioner
community due to its coverage of a hot issue or application area in the world of
practice also tends to raise the academic interest of the academic community to
research on this work.
The four propositions are
suggestive and need further investigation. [This paper’s primary focus is not
on practical value and practical interest; thus, these two
concepts are not further discussed here.] A prime objective of a literature
review is to study academic literature with high academic value and interest to
inform formulation of a research topic and, subsequently, writing of a research
work that has high academic value and interest (besides, preferably, high
practical value and interest). This prime literature review objective applies
to the thematic analysis and the complementary mind mapping-based literature
review as carried out here. The paper now moves on to the next task of thematic
analysis on e-procurement.
A thematic analysis of e-procurement with reference to the academic interest
and value in the e-procurement field
By studying the academic
literature on e-procurement (see also the Literature
on procurement Facebook page), the writer comes up with seven main themes;
these themes are associated with clusters of e-procurement ideas (labelled as
points). The exercise is by nature a thematic analysis on the e-procurement
academic literature. The findings are as follows:
Theme 1: Definitions of
e-procurement
Point
1.1.
“…E-procurement is any technology designated to
facilitate the acquisition of goods by a commercial or government organization
over the Internet…” (Redick, 2004);
Point 1.2.
“…. In its most basic definition,
e-procurement is the streamlining of corporate purchasing processes by
eliminating traditional paper-based documents such as purchase orders and
requisitions forms….” (Teo, Lin and Lai, 2009);
Point
1.3.
“…electronic procurement
(e-procurement) is the application of electronic commerce in procurement. It
involves the use of various forms of information technology (IT), such as
e-mail (electronic mail), EDI (Electronic Data Interchange), and e-marketplace
(electronic marketplace), to automate and streamline the procurement process in
business organizations…., improving efficiency and transparency and thereby
reducing the costs of operation within and between businesses….” (Chan and Lee, 2002);
Theme
2: Before-internet procurement technologies
Point
2.1.
“….traditional procurement is a paper-based process that
often is characterized by fragmented purchasing, off-contract buying, and lack
of control over expenditures…” (Redick,
2004);
Point
2.2.
“….The
concept is not new. In the 1980s and early 1990s, many companies used
electronic data interchange technology to transmit information such as purchase
orders, invoices, material releases, and shipping notices electronically. EDI
involves the direct transfer of information using special, predetermined
formats. To use this technology you have to be tied to traditional
client/server technology….” (Attaran
and Attaran, 2002);
Point
2.3.
“….Traditional
EDI is expensive, because of the proprietary networks required. In addition,
EDI has stringent syntax requirements that necessitate a custom integration
between each pair of trading partners. The Internet has made the difference in
that there is a standard, reliable, and secure universal communication system
that companies can use to transact business, instead of a set of expensive,
complicated links and proprietary networks….” (Rajkumar, 2001);
Point
2.4.
“…Proprietary platform procurement systems tend to be customized to the needs of
individual firms. These buyers and suppliers have incentives to specify the
software and hardware infrastructure requirements to best match their own
procurement or supply services infrastructure capabilities. Prior to the
Internet, such systems were offered via secure dedicated lines and private
networks, and tended to connect a buyer to a preferred group of suppliers.
Traditional EDI systems are the most recognizable example…” (Kauffman
and Mohtadi, 2004);
Theme 3: E-procurement
tools
Point
3.1.
“….E-procurement is not one single application
but consists of many different tools; ……. The list is as follows: e-sourcing,
e-tendering, e-informing, e-reverse auctions, e-MRO, Web-based enterprise
resource planning (ERP) and e-collaboration….” (Knudsen, 2003);
Point
3.2.
“…..E-procurement technologies are focused on
automating workflows, consolidating and leveraging organizational spending
power, and identifying new sourcing opportunities through the Internet….” (Redick, 2004);
Point
3.3.
“…Technologies such as digital signatures are becoming well
established making it safer to procure over the Internet….” (Redick, 2004);
Point
3.4.
“…There
are various purchasing software technologies. The following are the most
important: E-procurement (buyer software), E-catalog, auctions, and
marketplaces — also known as net markets/exchanges software. However,
companies’ solutions many times straddle more than one of these options…” (Rajkumar, 2001);
Point 3.5.
“….….. A systematic study of the
subject "procurement of cloud solutions in value networks" is
intended to identify potentials and issues for designing effective value
networks to support the acquisition of cloud solutions…” (Schrödl
and Bensch, 2013);
Point
3.6.
“….Current E-procurement products have less
functionality than traditional purchasing products or purchasing modules of ERP
systems.…… E-procurement products are still in the early stage of their
evolution and the functionality will continue to improve. Current E-procurement
products mainly support noncoded/nonstock MRO materials only…” (Rajkumar, 2001);
Point
3.7.
“…..There has been a significant growth in
e-procurement products recently. Vendors are responding to the market, and the
demand for robust e-procurement apps is heating up…” (Attaran and Attaran, 2002);
Point
3.8.
“….Buyer software enables users to automate
transactions and focus on the buying organization’s activities, such as order
placement, catalog management, payment, reporting, and so on. Most of these
systems currently handle MRO products….” (Rajkumar,
2001);
Theme 4: Underlying
business trends and management thinking on procurement
Point
4.1.
“….very few procurement strategies, if any, can
be said to have their roots in entrepreneurial discoveries. However, in recent
years the inherent nature of competition has changed, relying more now on
constant technological innovation and rapid entrance into new markets ….. Thus,
the need for procurement strategies to involve these qualities becomes
urgent….” (Knudsen, 2003);
Point 4.2.
“….…..Procurement, a primary determinant for the organization’s
relationship with suppliers…., corresponds to one of the three key generic
business competencies, which are: 1) the demand management competence…. 2) the
transformation competence or the ability of turning supply inputs into more
valuable outputs through a value adding process; and 3) the procurement and
supply management….” (Soares-Aguiar and Palma-dos-Reis, 2008);
Point 4.3.
“….In a global
enterprise environment, companies have to utilize the various B2B information
technologies/systems such as EDI, Internet, WWW, ERP and E-procurement to
standardize and automate business processes…” (Gunasekaran,
McGaughey, Ngai and Rai, 2009);
Point
4.4.
“….The move to e-procurement provides a unique
opportunity for supply managers for two reasons. First, the application of
technology to boost competitiveness and profitability is on the agenda of any
forward-thinking CEO. Second, the application of technology to supply
management, where firms spend most operating dollars, is focusing more
top-management attention on that issue….” (Presutti
Jr., 2003);
Point 4.5.
“…..In the process of
industrial purchasing, a series of sequential and differentiated phases may be
identified in which participants (in terms of size and composition) may vary
depending on the nature and needs of each phase…” (Garrido-Samaniego,
Gutièrrez-Arranz and José-Cabezudo, 2010);
Point
4.6.
“….E-procurement is more than putting purchasing
decisions online, its functions also include linking suppliers and buyers into
the purchasing network and rethinking of business processes such as
transactions…” (Yen and Ng, 2003);
Point
4.7.
“…Being a broader scope than “purchasing,”
procurement involves strategic activities such as sourcing, negotiating with
suppliers, and coordination with R&D….” (Yen and Ng, 2003);
Point
4.8.
“….the use of open information systems can
provide greater levels of information to buyers, thereby opening up greater competitiveness
between providers.…” (Redick, 2004);
Point 4.9.
“….Within the topic of technology adoption, there is a model
available to predict firms’ intention to adopt financial electronic data
interchange (FEDI) systems using institutional theory as a lens to understand
the factors that explain their adoption…” (Soares-Aguiar and
Palma-dos-Reis, 2008);
Point
4.10.
“…This
increasing emphasis on supply management, rather than on the more traditional
‘‘purchasing,’’ requires that the professional supply manager move beyond the
typical transaction focus of purchasing …” (Presutti
Jr., 2003);
Point
4.11.
“….the
diffusion of e-procurement at the state and local levels has been slow and
incremental, and argues that many traditional procurement principles should be
reconsidered….” (Moon, 2005);
Point 4.12.
“….In an ISM/Forrester Research Report
(2001–2003), seven out of ten firms in the US market were reported to have
engaged in online procurement of strategic items and critical services (namely
those products and services that are closely linked to the firm's production or
service delivery)…” (Teo, Lin and Lai, 2009);
Theme 5: E-procurement
project justifications and impacts
Theme 5.1: Project
justifications
Point
5.1.
In the context of e-government,
“….….The costs for e-procurement can be ….: (1) technical
complexity – privacy, security, standardization and so forth; (2) legal issues
such as Web information as a public notice, digital signatures for procurement
documents; (3) method of payment for potential initial developmental costs and
operating costs; (4) maintaining relationships with online vendors and
application service providers; and (5) the digital divide for small and
minority owned businesses…..” (Redick,
2004);
Point
5.2.
“….The
problem with assessing the value associated with e-procurement has been
addressed by researchers and practitioners, but a clear methodology to
determine the benefits related to e-procurement adoption is still missing,
especially for IT…” (Ronchi, Brun, Golini and Fan,
2010);
Point
5.3.
“….…larger firms may be more
willing to invest in proprietary systems solutions, while smaller firms with
less capital may be reluctant to adopt proprietary e-procurement technology…” (Kauffman
and Mohtadi, 2004);
Point
5.4.
“….value of e-procurement
adoption is defined …. as benefits from its implementation over costs.
E-procurement adoption is justified only when the former are large enough to
cover the latter. Benefits from using e-procurement include enhancing
effectiveness and improving efficiency …. whereas costs comprises of initial
investment and ongoing expenses of e-procurement implementation…” (Chan and Lee, 2002);
Point
5.5.
“….Making
a business case for e-procurement requires that the supply manager understand
the concept of economic value added (EVA), considered a comprehensive financial
measure of value creation…” (Presutti Jr.,
2003);
Point
5.6.
“….in
this period of worldwide economic crisis, to base the decision of an important
investment simply on gut feelings. Now even the smallest investment (e.g., an
e-procurement connection with a supplier) should be based on a sound business
plan…” (Ronchi, Brun, Golini and Fan,
2010);
Point
5.7.
“……. For a firm to realize the
maximum value-creating benefits from an e-procurement strategy, the purchasing
process must be evaluated to determine if it needs to be reengineered….” (Presutti Jr., 2003);
Point
5.8.
“…Proponents
of e-procurement argue that it helps governments save money and provides a more
accountable, more effective, and faster way to manage procurement…” (Moon,
2005);
Point
5.9.
In the context of e-government,
“….… The positive aspects of e-procurement generally cited in the literature
include the following: (1) lowered transaction costs; (2) faster ordering; (3)
greater vendor choice; (4) more efficient and standardized procurement
processes; (5) more control over procurement spending (e.g., less maverick
buying) and employee compliance; (6) more accessible Internet alternatives for
buyers; and (7) less paperwork from fewer repetitive administrative
procedures….” (Redick, 2004);
Point
5.10.
“….To SME, a small percentage
saving in procurement expenses can impact the profit margin considerably….” (Chan and Lee, 2002);
Point
5.11.
“…managers should think about the following
issues before investing in online procurement software: In-house experts…..Employee education ….. Content management….Integration…. Content rationalization…. Downsizing….. Better
communication ….” (Attaran and Attaran, 2002);
Theme 5.2: Impacts
Point 5.12.
“….EPSs
[electronic procurement systems] lead to changes at different levels: at the
organizational level, in the information systems department, on the
organizational culture, and at the financial level…” (Soares-Aguiar
and Palma-dos-Reis, 2008);
Point
5.13.
“….…The
impact of EC in the procurement process is classified into buyer and seller,
which is further divided into individual and inter-organizational categories…”
(Yen and Ng, 2003);
Point
5.14.
“…The availability and generally low cost of information and
technology provided by Internet-based purchasing create absolutely different
economics characterized by the following: • Low barriers for market entrance…•
Price transparency…. • Better opportunities to avoid “maverick buying” and to
use preferred supplier networks…• Better balance of power between sellers and
buyers” (Ageshin,
2001);
Point
5.15.
“…The use of the Internet to deliver all
government services is a significant barrier because of the digital divide ….
Small business owners …. feel that they are disadvantaged in the e-procurement
process because of their lack of technical expertise and education on the
government’s multiple procurement Websites….” (Redick, 2004);
Theme 6: E-procurement
implementation considerations and process
Theme 6.1: Implementation
considerations
Point
6.1.
In the context of e-government,
“…Implementing e-procurement requires strong policy leadership and a managerial
willingness to innovate, both of which are continuing challenges for many
states….” (Moon, 2005);
Point
6.2.
“…..Unknown vendors make
procurement officers hesitant to give up their cumbersome paper-based process
conducted with longtime and trusted suppliers….” (Redick, 2004);
Point
6.3.
“….One of the greatest impediments to e-procurement’s fast
adoption is a gap between the expectations of the two sides of the transaction
- suppliers and buyers - about the way B2B marketplaces should affect them….” (Ageshin, 2001);
Point 6.4.
“….some of the main impediments [on
e-procurement adoption]… Technology uncertainty…. Process change … Cultural change… Logistical infrastructure not in place….. Value…” (Tatsis,
Mena, Van Wassenhove and Whicker, 2006);
Point
6.5.
“….The management issue here is
how to train personnel to use online procurement tools and to retrain those
workers displaced because of e-procurement…” (Redick, 2004);
Point
6.6.
“…part of the problem is that
in most organizations the procurement process is still seen as tactical rather
than strategic, as a cost rather than a benefit to the organization. …” (Redick, 2004);
Point
6.7.
“…It is not clear which e-procurement solution providers
(and whose standards) will survive, and which will not. Multiple standards in
the industry are already causing confusion and increasing purchasing cost,
which undermines the cost savings…” (Ageshin, 2001);
Point 6.8.
“…Perhaps
some organizations do not have the capacity to implement EPSs [electronic
procurement systems] and perhaps others simply do not know that competitors are
extracting value from the EPSs…” (Soares-Aguiar and
Palma-dos-Reis, 2008);
Point
6.9.
“….….By making e-procurement part of the ERP
package, purchasing departments have found that funding technology is no longer
something they have to shoulder on their own …… Instead, it’s an enterprise
issue ….” (Redick, 2004);
Point
6.10.
“….a firm with greater power
could influence its trading partners to adopt EDI, where power is determined by
its dependence on the other party. On the other hand, trust encourages a firm
to expand the amount of information sharing through EDI….” (Chan and Lee, 2002);
Point
6.11.
“….moving toward e-procurement from traditional paper-based
processes also brings great challenges to procurement officers. They need new
technical and managerial skills…….” (Redick,
2004);
Point
6.12.
“….Significant planning is needed to achieve
the savings promised by E-procurement. Enterprises must focus on certain key
critical success factors…. Define an
E-Procurement Strategy….. Reengineer the Procurement Processes….. Involve Key
Stakeholders…. Focus on Segments …. Identify Useful Measures ….. Manage
Expectations ….” (Rajkumar,
2001);
Point 6.13.
“…The extent
to which SME owners and managers actually believe E-procurement can positively
impact future performance will influence their predisposition toward
adoption….” (Gunasekaran, McGaughey, Ngai and Rai, 2009);
Point 6.14.
“…E-procurement
adoption poses a great many challenges for small to medium sized companies. One
serious impediment to adoption is the lack of awareness of E-procurement and
its implications for organizational performance….” (Gunasekaran,
McGaughey, Ngai and Rai, 2009);
Point 6.15.
“…... less than 20% of tender documentation is
sent out and received through e-tendering, suggesting that implementation of
e-procurement targets set by the government is proving unpopular in UK
construction ….” (Eadie,
Perera and Heaney, 2010);
Theme 6.2: Process of
implementation
Point
6.16.
On the stage of growth
e-procurement for e-government, Redick
(2004) proposes: “….The first stage is information
dissemination.… The second stage is two-way communication.……. The third stage
is the transactional stage.…… The fourth stage is where all procurement
services and functions are integrated….”;
Theme 7: E-procurement
practices and models
Point
7.1.
“….e-procurement continues to
enhance the breakdown of traditional silos and to shift management’s focus
toward horizontal processes and the empowerment of individual employees, a
movement into stage four of the e-procurement growth model…” (Redick, 2004);
Point
7.2.
“….Most
E-procurement activities of companies are currently centered on nonproduction -
mostly maintenance, repair, and operating supplies (MRO) goods. MRO goods
spending accounts for as much as 60 percent of total expenditures for some
companies….” (Rajkumar, 2001);
Point
7.3.
“…..……Online procurement is best suited for
commodity type products ….. Online buying is not well suited for more costly
and complex items …. since the various alternatives and multiple configurations
of those items often require personal contact with vendors….” (Redick, 2004);
Point 7.4.
“….…At a higher level of maturity, the firm can also use the EPS
[electronic procurement systems] to electronically conduct auctions or to run a
B2B exchange in which its internal users and suppliers can bid and trade
goods….” (Soares-Aguiar and Palma-dos-Reis, 2008);
Point 7.5.
“….Horizontally, EPSs [electronic procurement systems] may support
three procurement areas: procurement transaction support, procurement
management, and market making. Vertically, EPSs may support the demand side,
the supply side, and interorganizational modules….” (Soares-Aguiar
and Palma-dos-Reis, 2008);
Point 7.6.
“….The extant literature on e-procurement has
focused mainly on large economies and technology oriented industries…” (Tatsis, Mena, Van Wassenhove and
Whicker, 2006);
Point
7.7.
“…different
marketplace forms coexist although they represent different stages of
e-procurement evolution. ….” (Ageshin,
2001);
Point
7.8.
“….…We distinguish among three kinds of B2B
e-procurement systems platforms. Proprietary
platform procurement systems involve
traditional electronic data interchange (EDI) technologies. Open platform procurement systems are associated with e-market Web
technologies. Hybrid platforms involve elements of both….” (Kauffman
and Mohtadi, 2004);
Point
7.9.
“….There are significant differences in the
involvement of the functional areas at each phase of the e-procurement
process…” (Garrido-Samaniego, Gutièrrez-Arranz and José-Cabezudo, 2010);
The seven main themes and associated points indicate the prevailing
academic interest on e-procurement;
the quality of the academic references used in the thematic analysis, e.g., the
content and dates of publication, go some way to establish the academic value of this anaylysis
exercise. With the thematic analysis findings now obtained, the paper is in a
position to conduct a mind mapping-based literature review (MMBLR) on
e-procurement as the next step of analysis.
A
mind mapping-based literature review (MMBLR) on e-procurement
By assimilating the seven
main themes and associated ideas (called points) from the thematic analysis on
the e-procurement literature into a mind map, the writer is going to render an
image on the knowledge structure on e-procurement. This is shown in Figure 1.
The mind map (re: Figure 1)
posits the core topic of study, namely e-procurement at the centre as a blob;
seven main branches are attached to it, corresponding to the seven main themes
as identified in the previous section. Two main branches fork into sub-branches.
They are (i) E-procurement project justifications and impacts and (ii)
E-procurement implementation considerations and process. The nodes at the end
of the smallest branches are labelled with key phrases taken from the points
from the thematic analysis. For
examples, the “cultural change” node on the “implementation considerations”
sub-branch is associated with point 6.4, and the “EVA” node on the “project
justifications” sub-branch is based on point 5.5. The mind mapping exercise
works as a complementary diagramming-based literature review with the thematic
approach on literature review. The mapping exercise fosters concept exploration
and memorization in an engaging and entertaining way to study e-procurement
(see also the Literature on literature review
Facebook page and the Literature on
mind mapping Facebook page).
Concluding remarks
The MMBLR on e-procurement
reveals a rather rich image on the existing knowledge structure on
e-procurement in the academic literature. There are guidelines to gauge the academic
value of academic works covered in an MMBLR. The references utilized
and the organized literature review findings attest to the academic value of this article
on MMBLR on e-procurement itself. At the same time, the main academic
interest of the academic community on e-procurement can also be made
explicit via the thematic analysis, which has identified the main themes and
associated points on it. The academic interest of this article itself
is relatively low as it does not offer much original thinking on both e-procurement
and mind mapping.
The bibliography provides a
useful reading list of academic journal articles on e-procurement. Overall,
this study on MMBLR and e-procurement should have some academic and pedagogical
values to those who are interested in the subjects of Research Methods,
e-procurement, mind mapping and managerial intellectual learning (MIL).
Bibliography
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2. Attaran, M. and S. Attaran.
2002. “Catch the Wave of e-procurement” Industrial
Management 44(3) May/June: 16+.
3. Chan, J.K.Y. and M.K.O. Lee.
2002. “SME E-Procurement Adoption in Hong Kong – The Role of Power, Trust and Value”
Proceedings of the 36th Hawaii International Conference
on System Sciences
(HICSS’03), IEEE.
4. Columbia College. 2016. “Evaluating the
Credibility of Your Sources” Columbia
College Academics (url address: https://www.college.columbia.edu/academics/integrity-sourcecredibility) [visited at August 26, 2016].
5. Eadie, R., S.
Perera and G. Heaney. 2010. “Identification of E-Procurement Drivers and
Barriers for UK Construction Organisations and Ranking of these from the
Perspective of Quantity Surveyors” Journal
of Information Technology in Construction 15. ISSN 1874-4753: 23-43.
6.
Garrido-Samaniego,
M.J., A.M. Gutièrrez-Arranz and R.S. José-Cabezudo. 2010. “Assessing the impact
of e-procurement on the structure of the buying centre” International Journal of Information Management 30: 135-143.
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Gunasekaran, A., R.E. McGaughey, E.W.T. Ngai and B.K. Rai. 2009.
“E-Procurement adoption in the Southcoast SMEs” International Journal of Production Economics 122, Elsevier:
161-175.
8. Kauffman, R.J. and H. Mohtadi. 2004.
“Proprietary and Open Systems Adoption in E-Procurement: A Risk-Augmented
Transaction Cost Perspective” Journal of
Management Information Systems 21(1) Summer: 137-166.
9. Knudsen, D. 2003. “Aligning corporate
strategy, procurement strategy and e-procurement tools” International Journal of Physical Distribution & Logistics
Management 33(8), Emerald: 720-734.
10. Literature
on literature review Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/literature.literaturereview/).
11. Literature
on mind mapping Facebook page, maintained by Joseph, K.K. Ho (url address:
https://www.facebook.com/literature.mind.mapping/).
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on procurement Facebook page, maintained by Joseph, K.K. Ho (url address:
https://www.facebook.com/Literature-on-procurement-1183861155006531/).
13. Managerial
intellectual learning Facebook page, maintained by Joseph, K.K. Ho (url address: https://www.facebook.com/managerial.intellectual.learning/).
14. Moon,
M.J. 2005. “E-procurement management in state governments: diffusion of
e-procurement practices and its determinants” Journal of Public Procurement 5(1): 54-72.
15. Presutti Jr., W.D. 2003. “Supply management
and e-procurement: creating value added in the supply chain” Industrial Marketing Management 32,
North-Holland: 219-226.
16. Rajkumar, T.M. 2001. “E-procurement:
business and technical issues” Information
Systems Management 18(4), Fall: 1-9.
17. Redick, C.G. 2004. “The growth of
e-procurement in American state governments: a model and empirical evidence” Journal of Public Procurement 4(2):
151-176 (url address: http://ippa.org/jopp/download/vol4/issue-2/GrowthofE_Procurement_Reddick.pdf) [visited at August 25, 2016].
18. Ronchi, S., A. Brun, R. Golini and X. Fan.
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131-140.
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Schrödl, H. and S. Bensch. 2013. “E-Procurement of Cloud-based
Information Systems – a Product-Service System Approach” Thirty Fourth International Conference on Information Systems,
Milan (url address: https://www.semanticscholar.org/paper/E-Procurement-of-Cloud-based-Information-Systems-a-Schr%C3%B6dl-Bensch/634f0c7f45fd565c9d4f9d7b257862898d8dd1f6/pdf)
[visited at August 25, 2016].
20.
Soares-Aguiar, A. and A. Palma-dos-Reis. 2008. “Why do Firms
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food and drink industry: Drivers and impediments” Journal of Purchasing and Supply Management 12, Elsevier: 63-74.
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Teo, T.S.H., S. Lin and K.H. Lai.
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23. University of California Santa Cruz. 2016. “Evaluate
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address: http://library.ucsc.edu/help/research/evaluate-the-quality-and-credibility-of-your-sources) [visited at August 26, 2016].
24. Yen, B.P.C. and E.O.S. Ng. 2003. “The Impact
of Electronic Commerce on Procurement” Journal
of Organizational Computing and Electronic Commerce 133(3 & 4): 167-189.
[1]
Practical value is created when a piece of academic work offers concrete,
comprehensible and pragmatic recommendations and solutions to the practitioner
community. The work, in this case, offers knowledge of high actionable value to
practitioners. In this case, the practitioner community values the
conformance/implementation quality of an academic work from the practitioner
community’s standpoint.
[2] Practical
interest is generated when an academic work addresses a topic of great
interest to the practitioner community. The topic could be related to certain hot
issues and applications in the world of certain practices, e.g., production management
or marketing management for a particular industry.
