Proposal Draft - VXX11.1 19july2024

A B2B ONLINE MARKETPLACE FRAMEWORK FOR SMES IN AFRICAN
ENTERPRISE SUPPLIER DEVELOPMENT PROGRAMMES

TABLE OF CONTENTS
CHAPTER 1: INTRODUCTION.............................................................................................................5
1.1 Background...............................................................................................................................5
1.2 Problem Statement...................................................................................................................5
1.3 Purpose Statement....................................................................................................................6
1.4. Research Questions.........................................................................................................................7
1.5. Significance of study.......................................................................................................................8
1.6 Limitations of the study...................................................................................................................8
1.7 Chapter Summary...........................................................................................................................8
CHAPTER 2: LITERATURE REVIEW...............................................................................................................9
2.1 Introduction.....................................................................................................................................9
2.2 Systematic Literature Review.........................................................................................................9
2.3 South African Economy................................................................................................................18
2.4 Role of SMEs in Economic Growth..............................................................................................20
2.5 Role of ESD programmes in supporting SMEs for Economic Growth......................................22
2.6 Online Marketplace.......................................................................................................................22
2.7 B2B Online Marketplace...............................................................................................................23
2.8 Chapter summary..........................................................................................................................23
4
CHAPTER 1: INTRODUCTION
1.1 Background
The economic performance of South Africa, notwithstanding its substantial natural resources
and potential for upward growth, has exhibited underperformance in recent years, attributable
to an array of structural impediments and economic setbacks. Research indicates that
addressing these determinants through all-encompassing policy reforms and specifically aimed
interventions is pivotal for rejuvenating the South African economy (Aron et al., 2009; Botha et
al., 2021; Hollander et al., 2024; Mlachila & Moeletsi, 2019; Nomafu et al., 2023; Rogerson,
2016; Soni, 2014).
1.2 Problem Statement

According to the report Department of Small Business Development (DSBD) (2023, February
17), South Africa faces significant challenges in developing and growing small and medium-sized
enterprises (SMEs), with many businesses still failing within their initial years of operation
(Tshwete, 2024). These difficulties are due to challenging economic and trade circumstances
worsened by the COVID-19 pandemic. For example, in the fourth quarter of 2023, the
household poverty rate remained higher than 30%, and the unemployment rate was 31.1%
(Statistics South Africa (Statssa), 2023, Q4). This presents a significant challenge for the
country. Still, the National Development Plan Vision 2030 recognizes the importance of the SME
segment of the economy and aims to create 90% of new jobs through SMEs by 2030 (National
Planning Commission (NPC), 2011, November 11). Innovative technologies have made digital
transformation essential for businesses, especially SMEs. Online Marketplaces are a valuable
tool to rapidly expand customer and supplier bases, create value, and generate revenue. They
keep businesses competitive and responsive to changing market demands. By embracing digital
transformation, SMEs can ensure their long-term viability and success (Achieng & Malatji, 2022;
Dhirasasna & Sahin, 2019; Katsamakas, 2022; Katsamakas et al., 2022; Salah & Ayyash, 2024;
Sibiya et al., 2023). Progressing forward, enterprises should leverage the capabilities of online
marketplaces to optimize their operations, capitalize on new opportunities, and flourish in the
digital economy (Lee & Han, 2021).
5
This study views a B2B online marketplace as a digital transaction platform (Hänninen, 2020)
defined as “intermediaries or online marketplaces that make it possible for people and
organizations to share information or to buy, sell, or access a variety of goods and services”
(Cusumano et al., 2019, p. 19). Furthermore, these digital transaction platforms operate in
ecosystems defined as complex networks of interdependent firms that collectively benefit from
network effects based on co-operation and competition between such firm (Beltagui et al.,
2020; Bogers et al., 2019; Kapoor et al., 2021).
Most management and information systems literature about online marketplaces concentrates
on B2C platforms while paying minimal consideration to B2B platforms (Anderson et al., 2022;
Latinovic & Chatterjee, 2024; Madanaguli et al., 2023). Transferring B2C concepts, methods,
and procedures to B2B holds excellent potential for expanding and understanding B2B platform
emergence and orchestration (Arnold, 2024). To contribute in closing this research gap, Arnold
(2024) then proposes the exploration of how B2B platforms navigate the tension between
innovation and relationship preservation as an area of future research. Exploring the factors
affecting the performance of B2B digital platforms remains vital for this understudied global
topic (Shree et al., 2021; Thitimajshima et al., 2018; Wang et al., 2012).
1.3 Purpose Statement

This study employs a mixed method based on the pragmatism philosophy and an inductive
approach anchored on the Socio-Technical Systems theory (Trist, 1981). Socio-Technical
Systems theory holds that an organization's design and performance can only be understood by
considering the social and technological components as interrelated elements of a complex
system (Appelbaum, 1997; Eason, 2014; Gumede & Tladi, 2023; Hughes et al., 2017; Sony &
Naik, 2020). It will examine the socio-technical factors impacting the adoption and diffusion of
B2B Online Marketplaces by SMEs, focusing on enterprise supplier development programs and
the interplay of all stakeholders within the digital platform ecosystem of an online marketplace.
6
o Part A: A systematic literature review to consolidate the socio-technical factors (endogenous
and exogenous) and relevant theories from previous studies, i.e., the STS theory,
Institutional theory, and the TOE framework.
o Part B: Ranking-type Delphi study with B2B OM stakeholders/ experts. Any additional
factors identified during workshops will be added. The participants will then rank the factors
using a 5-point Likert scale.
o Part C: Key socio-technical factor dynamics will be mapped using a causal-loop diagram tool
to analyze the cause-and-effect relationships among the factors.
o Part D: The factors will then be utilized in designing a conceptual framework using a Viable
Systems Model classifying the factors under Environment (E), Management (M), and
Operation (O) aligning to the VSM theory (Beer, 1979). The framework will be reviewed with
critical stakeholders for validation through a focus group.
o Part E: The conceptual framework developed in Part D will also be discussed with key
stakeholders in a few other countries outside of South Africa through interviews to further
evaluate the framework and theory and ensure it incorporates key regional socio-technical
factors.
Understanding these aspects will help policymakers, industry stakeholders, and SMEs adopt
B2B online marketplaces and support SME growth and innovation through the Government’s
ESD program (Commission, 2022). The collaboration between businesses, government entities,
and industry associations is critical in ensuring sustainable business growth and economic
empowerment (GIBS Entrepreneurship Development Academy (GIBS EDA), 2024).
1.4. Research Questions
Main Question
How do B2B Online Marketplace systems impact SMEs in an Enterprise Supplier Development
Program?
7
How can critical systems thinking be applied in B2B Online Marketplace platforms for SMEs to
study the socio-technical elements in a sophisticated digital transaction ecosystem?
Sub Questions
Research SQ 1: What socio-technical factors influence SMEs’ adoption of B2B OM?
Research SQ 2: How do critical socio-technical factors influence cause-and-effect relationships
in SMEs’ adoption of B2B OM?
Research SQ 3: To what extent does collaboration model adoption impact B2B OM adoption by
SMEs for ESD programs?
How can service businesses develop and sustain customer engagement through effective
interactions via virtual platforms in B2B markets?
How can B2B Online Platform operators develop and sustain platform engagement through
effective interactions via virtual platforms in B2B markets (conceptual framework).
1.5. Significance of study

Please add
1.6 Limitations of the study

Please add
1.7 Chapter Summary

Please add
8
CHAPTER 2: LITERATURE REVIEW
2.1 Introduction
Delving into a literature review functions as an initial stage in the research procedure,
permitting researchers to spot voids in current knowledge, merge pertinent findings, and create
a theoretical basis for their inquiry. By critically examining prior studies and scholarly
contributions, researchers are able to garner beneficial insights into the subject, identify
patterns, detect literature gaps, and refine their research queries or suppositions. As
emphasized in the referenced works (Idris and Azahari (2024) (Zainudin et al., 2020), the
amalgamation of varied outlooks and results from previous research aids in a more profound
grasp of phenomena. In carrying out a literature review, an essential task is recognizing gaps in
the current knowledge base within a specific field of study. Furthermore, a comprehensive
review of literature is of substantial importance in determining research outcomes. As shown
by (Ramey-Collier et al., 2023), detailed literature reviews yield key insights into existing gaps in
knowledge and provide pivotal evidence-based practices potentially enhancing research output
quality.
2.2 Systematic Literature Review

2.2.1 Methodology
In the undertaking of a Systematic Literature Review (SLR), the procedure holds substantial
importance in investigative pursuits, especially within genetic studies and the innovation
domain. Pertaining to literacy in genetics, having a lucid definition along with a conceptual
paradigm is essential for steering interventions and gauging measurements that foster health
and well-being in the era following genomic advancements (Hidayati Maghfiroh et al., 2023).
Likewise, relative to innovation framing, the SLR approach aids in amalgamating varied
theoretical perspectives and crafting a cohesive conceptual framework, thereby augmenting
comprehension of innovation outcomes (Reynolds et al., 2023). Such understandings
underscore the pertinence of methodically performing SLRs to progress knowledge, elucidate
definitions, and tackle inconsistencies in scholarly investigations. Through systematic literature
perusal, investigators can group primary constructs, discern underlying mechanisms, and
9
pinpoint stage-specific variances, thereby contributing to the theoretical enrichment and
functional employment of SLRs across assorted disciplines. Systematic literature reviews enable
researchers to draw upon diverse perspectives and evidence, thereby enhancing the overall
credibility and validity of the study findings (Somarriba Arechavala et al., 2022). In this study, a
systematic literature review following (Tranfield et al., 2003) was used to gain a thorough
understanding of B2B online marketplaces.
2.2.2 Selection Criteria

The study used inclusion and exclusion criteria to select research articles for review and provide
strong conclusions (Akter & Wamba, 2016; Shree et al., 2021; Soltani & Navimipour, 2016).
The criteria for inclusion were: First, research should concentrate on B2B online marketplaces.
This was accomplished by analysing article titles, keywords, and abstracts. Second, only articles
from 2010 to May 2024 were considered which is similar to the suggested time-frames from
review based studies (Paul & Criado, 2020; Shree et al., 2021; Sila, 2015). All irrelevant articles
including duplicates, dissertations, textbooks, unpublished working papers and conference
proceedings papers were excluded through a manual review process to ensure focus on empirical
studies (Kushwah et al., 2019; Roth, 2007; Shree et al., 2021; Sila, 2015).
2.2.3 Selection Protocol

The systematic review began with a Google Scholar search for peer-reviewed articles on B2B,
online marketplace, SME, digital transformation, and critical success factors (CSFs). Only papers
published after 2010 were searched. The same steps were taken with Scopus, Emerald,
ProQuest, Springer, Taylor & Francis and EBSCO , among others. The process followed is similar
to previous studies (Baliga et al., 2021; Shree et al., 2021; Sila, 2015).
2.2.4 Selection of Relevant Studies

The initial search resulted in 1138 articles from the database. Based on the criteria above, 949
articles were excluded. An additional 21 non-duplicate studies were identified through the
WITS library database. A total of 210 studies were considered in the screening stage. In this
stage the title, abstract, and keywords were considered for relevance. This resulted in 104
10
eligible studies with an additional 6 articles identified through a review of citations. After
conducting a full text review a total number of 94 studies were considered for this study. The
process followed during this exercise is illustrated in figure 1.
Figure 1. Selection of studies
2.2.5 Description of Studies

This section summarises the research on B2B online marketplace adoption trends. A detailed
analysis of 94 papers was conducted, categorising them by publishing trend, citations, journals,
research techniques, geographic breadth, and industrial focus. In accordance with the study
procedure, a descriptive summary of selected publications was created aligned to the procedure
adopted by (Peters et al., 2015; Shree et al., 2021).
11
2.2.6 Publication Timeline
The number of studies down in this domain has nearly doubled on an average basis annually
post the covid-19 period with 8 articles published so far in 2024 (fig.2) mainly due to the
challenges faced in B2B firm-customer interactions due to the pandemic induced restrictions
(Bond III et al., 2020).
Figure 2. Publication of studies timeline
In terms of number of citations (Li et al., 2018) study on digital transformation by SMEs came
out the highest followed by (Täuscher & Laudien, 2018) and (Sila, 2013) being the third highest.
Table 1. Top 5 citations
12
2.2.7 Theories Covered in Studies
Multiple studies have attempted to uncover the motives, forms and critical success factors for
B2B Online Marketplace adoption by SMEs. The adoption of the B2B Online Marketplace can
be examined using a number of theoretical perspectives and frameworks including socio-
technical theory (Trist, 1981), technology-organization-environment framework (Tornatzky et
al., 1990), institutional theory (Meyer & Rowan, 1977), diffusion of innovation theory (Rogers et
al., 2014) , resource-based view theory (Barney, 1991), technology acceptance model (Davis et
al., 1989), and the unified theory of acceptance and use of technology (Venkatesh et al., 2003).
Please add a diagram to showcase any linkages between these seven theories/frameworks and
add more theories/framework if needed for a more holistic picture on relevant theories related to
B2B Online Marketplace acceptance for this study.
2.2.7.1 Socio-Technical Theory

Please add summary of theory and relevance to B2B Online Marketplace for SMEs. Highlight the
critical success factors in the theory/framework. ST theory is the anchor theory for this study so
further elaboration on the holistic approach of this theory is key. If you can expand on
relevance of the theory vs other used theories and frameworks like TAM, UTAUT and TOE.
Empirical studies corroborate that entities embracing socio-technical theory in their digital
transformation schemas exhibit a higher propensity for attaining their projected objectives and
sustaining prolonged success (Oppl & Stary, 2019). As explained by (Buka, 2023), the evolution
of economies mandates profound comprehension of institutional, legislative, and industrial
relations, in tandem with organizational changes that align with the shifting standards and
norms of digitalization.
2.2.7.2 Technology-Organization-Environment (TOE) Framework

critical success factors in the theory/framework.
13
2.2.7.3 Institutional Theory
2.2.7.4 Diffusion of Innovation (DoI) Theory

2.2.7.5 Resource Based View (RBV) Theory

2.2.7.6 Technology Acceptance Model (TAM1,2 and 3)

2.2.7.7 Unified Theory of Acceptance and Use of Technology (UTAUT 1,2 and 3)
14
2.2.8 Critical Success Factors Theories in Studies
Endogenous Factors
2.2.8.1 Access to capital funds and finance

Please add summary of this factor and its impact on B2B Online marketplace adoption by SMEs.
Please include citations.
2.2.8.2 Price for services

15
2.2.8.3 Cybersecurity
2.2.8.4 User experience on platform

2.2.8.5 Digital/ effective authentication

2.2.8.6 Supply chain management

2.2.8.7 Technology business support

2.2.8.8 Technology stack maintenance and cost

2.2.8.9 Reporting and management insights

16
2.2.8.10 Seamless payment capability
2.2.8.11 Onboarding experience (suppliers, buyers and platform collaborators) and Access to
capital funds
2.2.8.12 Staff training & skills development

2.2.8.13 Data protection and governance

2.2.8.14 Content (catalogue) quality assurance and monitoring

2.2.8.15 Cost of technology and operations

Exogenous Factors
2.2.8.16 Government regulations
17
2.2.8.17 Digital transformation

Also cover under this topic the below and its impact on B2B Online Marketplace and adoption
by SMEs:
- Generative AI
- Big data analytics
- Digital identity
2.2.8.18 Competitive pressures

2.2.8.19 Infrastructure support

2.2.8.20 ESD programme support

2.3 South African Economy

Any country’s national welfare is closely dependent upon its international competitiveness and
growth. In contrast, the level of economic growth in South Africa over the last few decades has
been shallow. For instance, in its report, World Bank (2014) categorically revised the economic
growth outlook of South Africa to 2.7%, which was 3.2% as per the earlier forecast. Similarly,
the economic outlook of South Africa projected by the national treasury project for 2022 was
18
2.1%. Thus, the poor economic outlook of South Africa affirms that the country consistently has
a low level of economic growth. As a result, South Africa has lower economic growth despite
the national development plan for 2030. However, it is essential to note that the South African
economy is the second largest in Africa and the most industrialised, technologically advanced,
and diversified economy in the African continent.
The economy of South Africa can be regarded as an upper-middle-income economy. The

country’s gross domestic product, or GDP, rapidly increased after twelve years of international
sanctions in 1996. The estimated population of South Africa in 2022 is 60.14 million, whereas
nominal GDP is $435.55 billion and PPP GDP is $1.25 trillion, with the ranks of 36 th and 33rd,
respectively (IMF, 2022a). The international monetary fund IMF provided the world economic
outlook in 2020, forecasting GDP growth for developed and developing countries. The
estimated GDP growth of South Africa in 2020 was -8, and for 2021 it was 3.5 (IMF, 2020).
Similarly, the growth forecast by the world economic outlook in April 2022 for South Africa is
1.9 in 2022 and 1.4 in 2023 (IMF, 2022b), a significant reduction from the forecast of previous
years. The poor economic outlook of South Africa has internal and external problems (Sheefeni,
2022). The internal problems are predominantly macroeconomic issues such as sluggish
economic growth, consistently growing inflation and a high unemployment rate. In contrast,
the external problems are due to global issues such as the Covid19 pandemic and the Russia-
Ukraine Conflict (Sheefeni, 2022), which are out of South Africa’s control.
Thus, to combat unemployment and inequality, the South African government launched its first
national development plan in 2012. To develop the plan, NDP considered different parameters,
such as the perspectives of individuals, communities, businesses, and government agencies.
The cumulative efforts of every society member have contributed immensely to developing a
clear direction for South Africa and developing a list of goals that can be achieved to ensure a
positive and sustainable future for the South African people and economy (Auriacombe and
Meyer, 2020). However, despite the NDP 2030, the South African economic variables and the
goals indicate a negative outlook.
19
The South African Reserve Bank SARB developed a vision with nine specific goals aligned with
NDP 2030 to address some challenges. SARB Vision 2025 proposed unprecedented changes
through the national payment system to support financial inclusion, financial stability and
security, regional integration, transparency and public accountability, cost-effectiveness,
interoperability, clear and transparent regulatory and governance framework, flexibility, and
adaptability (SARB, 2018). For instance, about 80% of South Africans have bank accounts,
whereas most consumers use cash-based transactions. This method of transaction is risky and
costly for business owners. Also, it prevents small and micro businesses from entering the
formal economy. Thus, to enable growth in the payment sectors, South African regulators and
the government, in association with the central bank, had to develop a plan for an open and
competitive market.
The SARB talks in detail about financial inclusion and eliminating the digital divide by drawing
more people into the formal economy. However, digital payment products and services must
better serve informal sectors such as SMMEs to achieve efficient financial inclusion and close
the digital divide (Ozow, 2022). South Africa has about 2,404,564 at the end of Q3 of 2021,
including 677,786 formal SMMEs and 1,641,859 informal SMMEs (Seda, 2021). The total
number of SMMEs increased by 1.7% compared to Q3 of 2020. However, the number of
employees in SMMEs is reduced by 3% providing jobs to 9,758,313 (Seda, 2021). The financial
performance of the SMME segment is exceptional despite the job losses as the total turnover
increased by 15.7% y-o-y, which is rapid compared to larger enterprises (Seda, 2021). These
statistics indicate that SMMEs are significant in the South African economy. Thus, the financial
inclusion of SMMEs is essential for the success of NDP 2030 and SARB vision 2025.
2.4 Role of SMEs in Economic Growth

The socio-economic contribution of SMMEs is significant such as creating employment and
reducing poverty in the country. In Organization for economic cooperation and development,
OECD countries are the dominant force, and thus they are the primary sources of employment,
20
accounting for three fourth of the jobs on average. Similarly, SMMEs are the primary
contributors to creating value, generating about 55% of the added value on average (Mwale,
2020). The contribution of SMMEs in emerging economies is close to 45% of the total job
creation and 33% of the total GDP. However, while considering the contribution of the informal
business, the SMMEs rank the highest as it contributes to half of the total job creation and GDP.
However, the governments of many countries are facing obstacles such as low growth rates,
poor trade and investment, and increasing inequality (OECD, 2016). This situation often
adversely impacts consumer satisfaction and globalisation initiatives. Governments worldwide
have recognised the issues and begun the development of SMMEs to promote growth by
creating an environment which is easy to adapt to and thrive. These initiatives further help in
helping overall economic growth and global inclusiveness. SMMEs have globally proven that
they can play a significant role in achieving sustainable development goals through encouraging
sustainable and inclusive economic growth categorised by creating jobs, industrialisation and
innovation while reducing income inequalities (OECD, 2016).
India is a good example where the government has been using measures to help and promote
SMMEs. The data shows that SMMEs employ about 69 million people in India, and their
contribution is increasing the GDP by 11.5% annually (Mwale, 2020). This annual growth in GDP
is much faster than the total GDP growth of the country. India has the Ministry of Micro, Small,
and Medium Enterprises, established in 2007, but the efforts of the Indian government to assist
SMMEs date back to 1999. The government’s contribution through developing and
implementing the policies and goals can help SMMEs, such as providing access to credit,
supporting technology modernisation, and providing training and educational opportunities to
SMMEs owners and managers (Mwale, 2020).
The South African government began promoting small businesses actively in 1995 to boost
economic growth to grow competitiveness, income distribution, and employment generation
(Mmbengeni, Mavhungu and John, 2021). Thus, the rise of SMMEs has been simplified in the
country as they have been identified as an effective role player in economical development
21
(Barry and Sebone, 2009). Mahembe and Chiumya (2011) outline the importance of SMMEs in
economic development, such as creating employment opportunities, increasing production
volume and export, and improving innovation and entrepreneurial skills. In 2010, about 91% of
the formal businesses were SMMEs contributing approximately 55% to the GDP and providing
employment to about 61% (Abor and Quartey, 2010). These historical statistics also indicate the
importance of SMMEs in the country’s economic development, forcing the government to
identify it as a significant sector (Mahembe and Chiumya, 2011).
However, despite the importance of the SMMEs sector in driving economic growth and social
contribution, the sector primarily faces several challenges, such as funding and poor
management skills leading to poor training and education. Thus, the SMME sector also faces a
high result of failure, and the country has one of the lowest rates of SMME survival in the world
(Samuel, Paul and Naasegnibe, 2014). This argument is backed by the reduced number of
SMMEs in South Africa in Q3 of 2021, discussed earlier. Another challenge SMMEs faces is the
financial crisis which is significantly impacting the firms as it reduces the capability of SMMEs to
develop. This situation is leading to a high number of bankruptcies.
2.5 Role of ESD programmes in supporting SMEs for Economic Growth

Please add general approach for Enterprise Supplier development programmes globally and then
end of with specifics on the South Africa programmes for SMEs.
NB: specifically in developing countries
2.6 Online Marketplace

Please add
- Definition of online marketplace
- History of online marketplace to date
- Types of online marketplace i.e. B2B, B2C, C2C,G2B, G2C,…. etc.
- Implications for the future of online marketplace
22
2.7 B2B Online Marketplace
Please add
- Definition of B2B online marketplace
- History of B2B online marketplace to date
- Highlight the importance of B2B online marketplace in the broader
online marketplace space globally and also opportunities for
developing countries and lastly zooming into South Africa.
- Implications for the future of B2B online marketplace in general, for
developing countries and then specifically for South Africa. Eg.
Opportunities for collaboration between government and industry to
develop a government sponsored B2B online marketplace for SMEs as
part of governments drive for ESD programme as a private-public
partnership initiative.
2.8 Chapter summary

Conclude chapter 2
23
References
Achieng, M. S., & Malatji, M. (2022). Digital transformation of small and medium enterprises in
sub-Saharan Africa: A scoping review. Journal for Transdisciplinary Research in
Southern Africa, 18(1), 1-13.
Akter, S., & Wamba, S. F. (2016). Big data analytics in E-commerce: a systematic review and
agenda for future research. Electronic Markets, 26, 173-194.
Anderson, E. G., Lopez, J., & Parker, G. G. (2022). Leveraging value creation to drive the
growth of B2B platforms. Production and Operations Management, 31(12), 4501-4514.
Appelbaum, S. H. (1997). Socio‐technical systems theory: an intervention strategy for
organizational development. Management Decision, 35(6), 452-463.
Arnold, L. (2024). Navigating the Dynamics of Digital B2B Platform Ecosystem Emergence and
Orchestration University of Bayreuth]. Germany.
Aron, J., Kahn, B., & Kingdon, G. (2009). South African economic policy under democracy:
overview and prospects. South African economic policy under democracy, 1-27.
Baliga, A. J., Chawla, V., Ganesh, L., & Sivakumaran, B. (2021). Service failure and recovery in
B2B markets–a morphological analysis. Journal of business research, 131, 763-781.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management,
17(1), 99-120.
Beltagui, A., Rosli, A., & Candi, M. (2020). Exaptation in a digital innovation ecosystem: The
disruptive impacts of 3D printing. Research policy, 49(1), 103833.
Bogers, M., Sims, J., & West, J. (2019). What Is an Ecosystem? Incorporating 25 Years of
Ecosystem Research. Academy of Management Proceedings,
Bond III, E. U., de Jong, A., Eggert, A., Houston, M. B., Kleinaltenkamp, M., Kohli, A. K.,
Ritter, T., & Ulaga, W. (2020). The future of B2B customer solutions in a post-COVID-
19 economy: Managerial issues and an agenda for academic inquiry. In (Vol. 23, pp. 401-
408): SAGE Publications Sage CA: Los Angeles, CA.
Botha, A., Smulders, S. A., Combrink, H. A., & Meiring, J. (2021). Challenges, barriers and
policy development for South African SMMEs–does size matter? Development Southern
Africa, 38(2), 153-174.
Buka, S. (2023). New tendencies in the digital transformation of the world economy. Bulletin of
the Innovative University of Eurasia.
Commission, B.-B. (2022). Determining The Effective Implementation Of Enterprise And
Supplier Development (ESD) Funds. Pretoria, South Africa: B-BBEE Commission
Retrieved from
https://www.bbbeecommission.co.za/wp-content/uploads/2022/11/Determining-the-
Effective-Implemetation-of-Enterprise-and-Supplier-Developmemt-Funds-
Report_compressed.pdf
Cusumano, M. A., Gawer, A., & Yoffie, D. B. (2019). The business of platforms: Strategy in the
age of digital competition, innovation, and power (Vol. 320).
Davis, F. D., Bagozzi, R., & Warshaw, P. (1989). Technology acceptance model. J Manag Sci,
35(8), 982-1003.
24
Department of Small Business Development (DSBD). (2023, February 17). National Integrated
Small Enterprise Development (NISED) Strategic Framework (Masterplan) South Africa:
Government Gazette
Dhirasasna, N., & Sahin, O. (2019). A multi-methodology approach to creating a causal loop
diagram. Systems, 7(3), 42.
Eason, K. (2014). Afterword: The past, present and future of sociotechnical systems theory.
Applied Ergonomics, 45(2), 213-220.
GIBS Entrepreneurship Development Academy (GIBS EDA). (2024). ESD Handbook 2023/24.
South Africa Means Business.
Gumede, N., & Tladi, B. (2023). Socio-technical systems: using actor-network theory to make
the social more tangible in a technical space. South African Journal of Industrial
Engineering, 34(3), 140-155.
Hänninen, M. (2020). Review of studies on digital transaction platforms in marketing journals.
The International Review of Retail, Distribution and Consumer Research, 30(2), 164-
192.
Hidayati Maghfiroh, S. Z., Mahanal, S., & Susanto, H. (2023). Definition and conceptual model
of genetics literacy: a systematic literature review. International Journal of Public
Health, 12(2), 554-567.
Hollander, H., Havemann, R., & Steenkamp, D. (2024). The macroeconomics of establishing a
basic income grant in South Africa. South African Journal of Economics, 92(1), 57-68.
Hughes, H. P., Clegg, C. W., Bolton, L. E., & Machon, L. C. (2017). Systems scenarios: a tool
for facilitating the socio-technical design of work systems. Ergonomics, 60(10), 1319-
1335.
Idris, N. Z., & Azahari, M. H. (2024). The Impact of Information Technology on Middle School
Student Engagement. International Journal of Research in Education Humanities and
Commerce, Volume 05(Issue 02 "March - April 2024").
Kapoor, K., Bigdeli, A. Z., Dwivedi, Y. K., Schroeder, A., Beltagui, A., & Baines, T. (2021). A
socio-technical view of platform ecosystems: Systematic review and research agenda.
Journal of business research, 128, 94-108.
Katsamakas, E. (2022). Digital transformation and sustainable business models. In (Vol. 14, pp.
6414): MDPI.
Katsamakas, E., Miliaresis, K., & Pavlov, O. V. (2022). Digital platforms for the common good:
Social innovation for active citizenship and ESG. Sustainability, 14(2), 639.
Kushwah, S., Dhir, A., Sagar, M., & Gupta, B. (2019). Determinants of organic food
consumption. A systematic literature review on motives and barriers. Appetite, 143,
104402.
Latinovic, Z., & Chatterjee, S. C. (2024). Value co-creation: Balancing B2B platform value and
potential reverse-value effects. Journal of business research, 175, 114518.
Lee, J., & Han, S. H. (2021). Future of Service Post-COVID-19 Pandemic, Volume 2. Springer.
Li, L., Su, F., Zhang, W., & Mao, J. Y. (2018). Digital transformation by SME entrepreneurs: A
capability perspective. Information Systems Journal, 28(6), 1129-1157.
Madanaguli, A., Parida, V., Sjödin, D., & Oghazi, P. (2023). Literature review on industrial
digital platforms: A business model perspective and suggestions for future research.
Technological Forecasting and Social Change, 194, 122606.
Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as myth and
ceremony. American journal of sociology, 83(2), 340-363.
25
Mlachila, M. M., & Moeletsi, T. (2019). Struggling to make the grade: A review of the causes
and consequences of the weak outcomes of South Africa’s education system.
National Planning Commission (NPC). (2011, November 11). National Development Plan 2030:
Our future make it work. Pretoria Retrieved from
http://www.nationalplanningcommission.org.za/assets/Documents/ndp-2030-our-future-
make-it-work.pdf
Nomafu, Z., van Vuuren, J., & Davies, C. E. (2023). How high-growth entities’ knowledge of
small, medium and micro-enterprise policy framework impacts business performance.
Acta Commercii-Independent Research Journal in the Management Sciences, 23(1),
1131.
Oppl, S., & Stary, C. (2019). Designing digital work: Concepts and methods for human-centered
digitization. Springer Nature.
Paul, J., & Criado, A. R. (2020). The art of writing literature review: What do we know and what
do we need to know? International business review, 29(4), 101717.
Peters, M. D., Godfrey, C. M., Khalil, H., McInerney, P., Parker, D., & Soares, C. B. (2015).
Guidance for conducting systematic scoping reviews. JBI Evidence Implementation,
13(3), 141-146.
Ramey-Collier, K., Jackson, M., Malloy, A., McMillan, C., Scraders-Pyatt, A., & Wheeler, S. M.
(2023). Doula care: a review of outcomes and impact on birth experience. Obstetrical &
Gynecological Survey, 78(2), 124-127.
Reynolds, O., O'Dochartaigh, A., Secchi, E., Marshall, D., & Prothero, A. (2023). Framing
innovation success, failure, and transformation: A systematic literature review. Journal
of Product Innovation Management.
Rogers, E. M., Singhal, A., & Quinlan, M. M. (2014). Diffusion of innovations. In An integrated
approach to communication theory and research (pp. 432-448). Routledge.
https://doi.org/10.4324/9780203887011
Rogerson, C. M. (2016). South Africa’s informal economy: Reframing debates in national
policy. Local Economy, 31(1-2), 172-186.
Roth, A. V. (2007). Applications of empirical science in manufacturing and service operations.
Manufacturing & Service Operations Management, 9(4), 353-367.
Salah, O. H., & Ayyash, M. M. (2024). E-commerce adoption by SMEs and its effect on
marketing performance: An extended of TOE framework with ai integration, innovation
culture, and customer tech-savviness. Journal of Open Innovation: Technology, Market,
and Complexity, 10(1), 100183.
Shree, D., Singh, R. K., Paul, J., Hao, A., & Xu, S. (2021). Digital platforms for business-to-
business markets: A systematic review and future research agenda. Journal of business
research, 137, 354-365.
Sibiya, A., van der Westhuizen, J., & Sibiya, B. (2023). Challenges Experienced by SMMEs and
Interventions by the South African National and Provincial Government: A Literature
Review. African Journal of Inter/Multidisciplinary Studies, 5(1), 1-11.
Sila, I. (2013). Factors affecting the adoption of B2B e-commerce technologies. Electronic
Commerce Research, 13, 199-236.
Sila, I. (2015). The state of empirical research on the adoption and diffusion of business-to-
business e-commerce. International Journal of Electronic Business, 12(3), 258-301.
26
Soltani, Z., & Navimipour, N. J. (2016). Customer relationship management mechanisms: A
systematic review of the state of the art literature and recommendations for future
research. Computers in Human Behavior, 61, 667-688.
Somarriba Arechavala, N., Zarzosa Espina, P., & López Pastor, A. T. (2022). The importance of
the neighbourhood environment and social capital for happiness in a vulnerable district:
The case of the Pajarillos District in Spain. Journal of happiness studies, 23(5), 1941-
1965.
Soni, P. (2014). Entrepreneurship policy in South Africa. Arabian Journal of Business and
Management Review, 3(10), 29-43.
Sony, M., & Naik, S. (2020). Industry 4.0 integration with socio-technical systems theory: A
systematic review and proposed theoretical model. Technology in Society, 61, 101248.
Statistics South Africa (Statssa). (2023, Q4). Quarterly Labour Force Survey (QLFS). Pretoria
Retrieved from https://www.statssa.gov.za/publications/P0211/Presentation%20QLFS
%20Q4%202023.pdf
Täuscher, K., & Laudien, S. M. (2018). Understanding platform business models: A mixed
methods study of marketplaces. European Management Journal, 36(3), 319-329.
Thitimajshima, W., Esichaikul, V., & Krairit, D. (2018). A framework to identify factors
affecting the performance of third-party B2B e-marketplaces: A seller’s perspective.
Electronic Markets, 28, 129-147.
Tornatzky, L. G., Fleischer, M., & Chakrabarti, A. K. (1990). The processes of technological
innovation. Lexington Books. https://lccn.loc.gov/89029695
Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐
informed management knowledge by means of systematic review. British Journal of
Management, 14(3), 207-222.
Trist, E. (1981). The evolution of socio-technical systems (Vol. 2). Ontario Quality of Working
Life Centre.
Tshwete, L. (2024). Strategies for Sustaining Small and Medium-sized Enterprises in the ICT
Industry: A Qualitative Case Study in South Africa.
Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of
information technology: Toward a unified view. MIS Quarterly, 425-478.
Wang, S., Mao, J.-Y., & Archer, N. (2012). On the performance of B2B e-markets: An analysis
of organizational capabilities and market opportunities. Electronic commerce Research
and applications, 11(1), 59-74.
Zainudin, Z. N., Rong, L. W., Nor, A. M., Yusop, Y. M., & Othman, W. N. W. (2020). The
relationship of Holland theory in career decision making: A systematic review of
literature. Journal of critical reviews, 7(9), 884-892.
27

Proposal Draft - VXX11.1 19july2024

Uploaded by

Copyright:

Available Formats

Proposal Draft - VXX11.1 19july2024

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Proposal Draft - VXX11.1 19july2024

Uploaded by

Copyright:

Available Formats

A B2B ONLINE MARKETPLACE FRAMEWORK FOR SMES IN AFRICAN

ENTERPRISE SUPPLIER DEVELOPMENT PROGRAMMES

1.2 Problem Statement

1.3 Purpose Statement

1.4. Research Questions

1.5. Significance of study

1.6 Limitations of the study

1.7 Chapter Summary

2.2 Systematic Literature Review

2.2.2 Selection Criteria

2.2.3 Selection Protocol

2.2.4 Selection of Relevant Studies

Figure 1. Selection of studies

2.2.5 Description of Studies

Figure 2. Publication of studies timeline

Table 1. Top 5 citations

2.2.7.1 Socio-Technical Theory

2.2.7.2 Technology-Organization-Environment (TOE) Framework

2.2.7.4 Diffusion of Innovation (DoI) Theory

2.2.7.5 Resource Based View (RBV) Theory

2.2.7.6 Technology Acceptance Model (TAM1,2 and 3)

2.2.8.1 Access to capital funds and finance

2.2.8.2 Price for services

2.2.8.4 User experience on platform

2.2.8.5 Digital/ effective authentication

2.2.8.6 Supply chain management

2.2.8.7 Technology business support

2.2.8.8 Technology stack maintenance and cost

2.2.8.9 Reporting and management insights

2.2.8.12 Staff training & skills development

2.2.8.13 Data protection and governance

2.2.8.14 Content (catalogue) quality assurance and monitoring

2.2.8.15 Cost of technology and operations

2.2.8.17 Digital transformation

2.2.8.18 Competitive pressures

2.2.8.19 Infrastructure support

2.2.8.20 ESD programme support

2.3 South African Economy

The economy of South Africa can be regarded as an upper-middle-income economy. The

2.4 Role of SMEs in Economic Growth

2.5 Role of ESD programmes in supporting SMEs for Economic Growth

NB: specifically in developing countries

2.6 Online Marketplace

2.8 Chapter summary

You might also like