Digital transformation and resultant business model innovation have fundamentally altered consumers’ expectations and behaviors, putting immense pressure on traditional firms, and disrupting numerous ...markets. Drawing on extant literature, we identify three stages of digital transformation: digitization, digitalization, and digital transformation. We identify and delineate growth strategies for digital firms as well as the assets and capabilities required in order to successfully transform digitally. We posit that digital transformation requires specific organizational structures and bears consequences for the metrics used to calibrate performance. Finally, we provide a research agenda to stimulate and guide future research on digital transformation.
Intrafirm networks enable service employees to transform market orientation behaviours into innovation behaviours. Few studies, however, have investigated how network centrality in intrafirm networks ...can moderate this relationship. This paper investigates how service employees can leverage their intrafirm network popularity in three types of social networks: advice, friendship, and multiplex networks. The findings of a multi-source, multilevel study among 1175 service employees embedded in 60 firms demonstrate the important role of multiplex-network centrality. Employees who have a central position in multiplex networks (with overlapping friendship and advice ties) can tap into the complementarity of the assets rooted in friendship and advice networks, allowing them to more effectively convert market orientation into innovation behaviours. Our study demonstrates the importance of investigating multiplex relationships next to uniplex relationships in order to better understand the relative effects of different network types. Direct implications are given to encourage employees' MO and innovation efforts.
This study investigates the antecedents of franchisees' assessments of franchisor trustworthiness. It combines multiple theoretical perspectives to develop a framework that is empirically tested with ...survey data from 128 franchisees of a Dutch franchise system. The results show that franchisees' perceptions of a franchisor's fulfillment of its functional duties on proactive and reactive quality assurance and strategic management positively influence franchisees' assessments of franchisor trustworthiness. Moreover, the results show that the impact of the antecedents on franchisees' trustworthiness assessments varies across franchisees: market competition attenuates the influence of strategic management and reactive quality assurance. Unit performance does not moderate the importance of the antecedents.
Consumers frequently consume hedonic products together with other consumers and derive value from this shared experience. This article investigates the impact of shared consumption, a type of social ...influence that determines the enjoyment of joint experiences, in the context of a typical hedonic product: movies. The authors argue that this type of influence has important consequences for the diffusion curves of hedonic goods that are consumed together and the effectiveness of advertising in generating launch and postlaunch sales. An empirically validated agentbased model simulates the U.S. motion picture market, with new movies launching, competing, and exiting. The agent-based model serves as a means to demonstrate the essential role of shared consumption for explaining movie life cycles and tests how advertising expenditures accelerate and/or acquire movies' demand in markets with varying levels of shared consumption. The results provide key theoretical insights for the new product diffusion of hedonic products and help managers predict the financial consequences of their strategic decisions.
► This paper explores the strategic choice entrepreneurial content producers have to commercialize creative content. ► The online distribution channel allows entrepreneurial content producers to ...bypass publishers. ► A case study illustrates the consequences of two strategies: (a) artist-led-distribution and (b) strategic alliance strategy. ► Results illustrate that publishers add value using their specialized complementary assets. ► Content producers benefit more from forming relationships with publishers than by vertically bypassing them.
In this paper we contribute to the debate between researchers who argue that the emergence of online distribution allows content producers in the creative industries to bypass powerful publishers and distributors, and other researchers who argue that this strategy cannot succeed without the complementary assets that these intermediaries provide. We use a case study of the Dutch Video Game Developer (DVGD) bringing to market an identical game using two different but comparable distribution channels as a quasi-experiment: in the first release DVGD used online distribution to reach consumers directly, whereas in the second it used an alliance with an established video game publisher. We find that, while the alliance required DVGD to share with the publisher a substantial fraction of the value appropriated by the game, the alliance strategy resulted in greater absolute financial performance and relative market performance compared to the self-publishing strategy. We conclude that the differences in performance can be traced back to specialized complementary assets required for successful commercialization.
A dynamic view on secrecy management Bos, Brenda; Broekhuizen, Thijs L.J.; de Faria, Pedro
Journal of business research,
12/2015, Letnik:
68, Številka:
12
Journal Article
Recenzirano
Odprti dostop
Purpose – The current study provides a literature review on secrecy as mechanism for appropriating value from innovation. It synthesizes previous findings into a framework that can explain the ...advantages of exercising secrecy versus patenting. It also examines the management lifecycle of secrecy. Design/methodology/approach – It takes a dynamic perspective and suggests a four-stage secrecy management lifecycle: creation of secret, installation of preventive mechanisms, protection and exploitation, and minimization of leakage. Findings – Based on the four stages, the study highlights under-researched areas, and develops a future research agenda for secrecy management. Originality/value – Despite the managerial and academic relevance of this topic, extant research does not offer a comprehensive framework for the concept of secrecy. This study provides a dynamic perspective to highlight the important aspects of secrecy management during the lifecycle of secrets.
•We review the literature on secrecy as a knowledge protection tool.•We provide a dynamic perspective on secrecy.•We identify a four-stage secrecy management lifecycle.•We develop a future research agenda for secrecy management.
Purpose
This study aims to investigate how a firm’s uncertainty avoidance – as indicated by the headquarters’ national culture – impacts firm performance by affecting exploratory (product innovation) ...and exploitative (brand trademark protection) activities. It aims to show that firms characterized by high levels of uncertainty avoidance may be less competitive in the exploratory product development stage, but may be more competitive in the exploitative commercialization stage by producing more durable brands.
Design/methodology/approach
The study uses data from US Software Security Industry (SSI) trademarks, registered by firms from 11 countries during 1993–2000, that provide 2,911 trademarks and a panel of 18,213 observations. It uses the SSI database to identify the number of product innovations introduced by firms.
Findings
Results show that uncertainty avoidance lowers the rate of product innovation, but helps firms to appropriate more value by greater protection of their brands. Uncertainty avoidance thus creates an exploration–exploitation trade-off.
Practical implications
This study provides useful insights for managers regarding where to locate a firm’s front-end development (product innovation) activities and commercialization (brand trademarking protection) activities.
Originality/value
This is the first study to demonstrate the influence of a cultural trait on both explorative and exploitative stages simultaneously. As a methodological contribution, it shows how objective, longitudinal brand trademark data can be used to analyze the long-term impact of marketing activities on firm performance.
What strategic choices do business leaders make when implementing new business models? This study tries to answer this question by analyzing the development of several business model innovations that ...were new to the industry. We find that business model innovators face four strategic trade-offs and accompanying tensions during the implementation of their business model innovation process: (1) the level of independence granted to the developer (independence vs. dependence), (2) the degree to which the roadmap is planned in advance (discovery vs. planned execution), (3) the degree to which the value proposition challenges the status quo (challenging vs. maintaining status quo), and (4) the rigor to which business model innovators preserve the logic of the initial value proposition (solid vs. fluid logic). Our in-depth analysis reveals that business model innovators make pragmatic decisions that may deviate from the guidelines offered by existing literature, and we offer insights into the drivers behind these decisions.
This study performs a cross-cultural comparison to understand how the drivers of switching intentions differ between countries that vary in their long-term orientation (LTO). The authors hypothesize ...how LTO moderates the influence of the drivers of switching intentions for a mobile phone subscription service. Structural invariance tests between consumer samples of the United States (low LTO) and the Netherlands (high LTO) reveal that, consumers from high LTO nation attribute more importance to relational quality but care less about service recovery in their formation of switching intentions. The theoretical and managerial implications of how differences in time orientation affect the pathways to loyalty are discussed.
This paper uses a mixed method approach to show how cross‐cultural differences in social influences can explain differences in distributions of market shares in different markets. First, we develop a ...realistic agent‐based model that mimics the behavior of movie visitors and incorporates the social influences visitors exert on each other before and after visiting movies. The simulation results indicate that market inequalities are determined by social influences. In particular, we find that the social influence derived from the intended behaviors of others (coordinated consumption effect) has a stronger effect on market inequalities than the social influence derived from the past behavior of others (imitation effect). Second, we empirically validate the simulation results by conducting a cross‐national survey that makes use of the cross‐cultural differences in Hofstede's collectivism‐individualism index as a proxy for the level of social influence present in a market. The results of this field study, performed in China, the Netherlands, Italy, and Spain, empirically show that social influences differ across countries, and that these differences can explain the apparent differences in the dispersion of movies' market shares. The empirical survey further contributes to understanding the role of social influence by revealing a U‐shaped relationship between Hofstede's collectivism‐individualism index score and the degree of social influence.
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