Understanding Digital Markets: Review and Assessment

By Michael D. Smith, Joseph P. Bailey, Erik Brynjolfsson. 2001

603 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4f73866b47dcc7a1d87987914e720b8c91de858f

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In Management Science and Operations Research

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In Strategy and Management

Citations in the corpus

Price Dispersion on the Internet: Good Firms and Bad Firms (2001, neutral): “Learn more at http://www.escholarship.org/help_copyright.html#reuse”
Information Technology Competencies, Organizational Agility, and Firm Performance: Enabling and Facilitating Roles (2013, methodology): “To test our conceptualization, we use the context of B-to-B electronic marketplaces, in which IT infrastructure and IT capabilities effectively facilitate strategic and tactical operations (e.g., Kaplan and Sawhney 2000, Smith et al. 2000).”
Physical Distribution Service Quality In Internet Retailing: Service Pricing, Transaction Attributes, and Firm Attributes (2004, background): “Given this information asymmetry disadvantage, and following information-economics theory dating back to Stigler (1961) and applied to Internet retailing (Smith et al., 2000), buyers may be justifiably reluctant to transact with online sellers.”
Can price dispersion in online markets be explained by differences in e-tailer service quality? (2002, background): “Smith, Bailey, and Brynjolfsson (2000) point out that providing product information increases shopping convenience and can be a useful strategic tool for e-tailers to attract web traffic and consequently induce purchase.”
Price Dispersion in the Small and in the Large: Evidence from an Internet Price Comparison Site (2004, positive): “The primary limitation of our data is that we were unable to obtain data on the actual quantities of goods purchased at the observed prices.(19) Classical Bertrand models predict that all consumers will purchase from the low-priced firm while clearinghouse models predict that a positive fraction of ”
Economics and Electronic Commerce: Survey and Directions for Research (2001, background): “, who offer an extensive overview of digital markets and the literature that informs our current understanding of them [340].”
Online trust: a stakeholder perspective, concepts, implications, and future directions (2002, background): “Other potential drivers of online trust include site longevity, selection of items, online community, links to and from other sites, search engine on the site, and privacy (Smith et al., 2000).”
The Effectiveness of Online Shopping Characteristics and Well-Designed Websites on Satisfaction (2012, background): “A great deal of research has been carried out to understand the motivations of consumers to choose among online retailers as well as the retailer factors driving customer satisfaction (e.g., Devaraj et al. 2002; Jiang and Rosenbloom 2005; Kim et al. 2009; Kotha et al. 2004; Lee and Overby 2004; Pan ”
Pricing strategies of low-cost airlines: The Ryanair case study (2009, background): “This paper deals with the pricing policies of low-cost carriers, offering a detailed analysis of Ryanair, the main developer of the low-cost model in Europe.”
The Market Valuation of Internet Channel Additions (2002, background): “…dealing over the Internet, consumers may be willing to pay a price premium to purchase a product from a large, well-known firm, because its reputation may signal reliability of delivery, security of information, dependability of return policy, and so forth (Smith, Bailey, and Brynjolfsson 2001).”
The Digital Economy: what is new and what is not? (2004, neutral): “Several studies of the efficiency effects of the Internet (see, e.g., Smith et al., 2000 ) show that the main effects in the markets are to make it easier for buyers and sellers to compare prices, to cut out the middlemen between firms and customers, and to reduce transaction costs and”
Managing Online Auctions: Current Business and Research Issues (2003, background): “These new B2B marketplaces create opportunities for firms to reinvent core procurement processes and by reducing transaction and search costs (Smith et al. 2000) also blur the boundaries between firms and change the structure of alliances that existed in the past.”