Browsing by Author "Bowen, M."

Now showing 1 - 3 of 3

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Doing good by sharing messages: An investigation of “You Share, We Donate” campaigns and how they can attain viral success
(Elsevier, 2023-02) Wen, Xiaohan Hannah ; Kim, S.; Bowen, M.; Business Administration; WEN, Xıaohan
With the rise of social media, companies are engaging in a new type of cause-related marketing classified as "You Share, We Donate" (YSWD) campaigns. YSWD campaigns encourage consumers to share the company's campaign message, with the promise that the company will donate to a designated cause, and the total donation amount is linked to the number of "shares" the message gets. Thus, the success of these campaigns depends on the campaign's virality. In order to understand what organizations need to do to set up successful YSWD cam-paigns, we investigate the linkage between donation cap (non-)specification-an important design element-and YSWD campaign success. The results of the analyses of 574 real-world YSWD campaigns and four experiments show that donation cap non-specification encourages consumers to share the campaign message more than when a donation cap is specified. However, this effect diminishes if a company is perceived as highly credible.
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A lure or a turn-off: social media reactions to business model innovation announcements
(Springer, 2023-03) Bowen, M.; Wen, Xiaohan Hannah; Kim, S.; Business Administration; WEN, Xıaohan
How do people react to business model innovation (BMI) announcements on social media? Is the analysis of social media reactions to BMI announcements a fruitful method for assessing the potential and pitfalls of BMIs? This research provides a novel perspective by answering these questions using a multi-case study approach. Our results show that social media reactions to BMI announcements can provide first indications of the success or failure of a BMI as well as initial information on how to further adjust the BMI. However, our results also indicate that classical means of assessing the success of innovations (i.e., through assessing the valence of user reactions) are not effective in the context of BMIs.
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The ultimate co-creation: leveraging customer input in business model innovation
(Springer, 2019-12) Kim, S.; Bowen, M.; Wen, Xiaohan Hannah; Business Administration; WEN, Xıaohan
In order to stay competitive, organizations need to regularly revamp and innovate their business model (BM). A key catalyst for innovation—acknowledged by managers as well as academics—is input from customers. However, the functional aspect of customer input in the process of business model innovation (BMI) is still ambiguous. In this paper, we explore the role of customers in the process of BMI and propose a conceptual model that links customer input to BMI success. Particularly, our model demonstrates how customer input is generated and how organizations can efficiently and effectively manage such input to enhance the performance of their newly innovated BM. This proposed model provides managers with a basis for developing actionable plans to reach customers, utilize their input during the BMI process, and enhance BMI success.