Business Administration
http://hdl.handle.net/10679/42
2024-03-29T10:52:44Z
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Combining big data and lean startup methods for business model evolution
http://hdl.handle.net/10679/9313
Combining big data and lean startup methods for business model evolution
Seggie, S. H.; Soyer, Emre; Pauwels, K. H.
The continued survival of firms depends on successful innovation. Yet, legacy firms are struggling to adapt their business models to successfully innovate in the face of greater competition from both local and global startups. The authors propose that firms should build on the lean startup methodology to help adapt their business models while at the same time leveraging the resource advantages that they have as legacy corporations. This paper provides an integrated process for corporate innovation learning through combining the lean startup methodology with big data. By themselves, the volume, variety and velocity of big data may trigger confirmation bias, communication problems and illusions of control. However, the lean startup methodology has the potential to alleviate these complications. Specifically, firms should evolve their business models through fast verification of managerial hypotheses, innovation accounting and the build-measure-learn-loop cycle. Such advice is especially valid for environments with high levels of technological and demand uncertainty.
2017-12-01T00:00:00Z
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An expectancy model of green product consumption and green brand equity
http://hdl.handle.net/10679/9305
An expectancy model of green product consumption and green brand equity
Arıkan, Ramazan Hamza; Jiang, C.
Drawing from the expectancy theory, this paper proposes a model of green product consumption and green brand equity. Consumers’ green product evaluation results in some expectations regarding their consumptions. These expectations are categorized in material and ethical outcomes and are ensued by the instrumentality effect. This effect is reflected in the possession rewards for material outcomes and in the moral rewards for ethical outcomes. Green product consumption and green brand equity is contingent on the weighted valence of the respective rewards. The paper is the first study to examine green product consumption and green brand equity from an expectancy theory perspective. © 2018, Academy of Marketing Science.
2018-01-01T00:00:00Z
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High-performance work systems and organizational performance across societal cultures
http://hdl.handle.net/10679/9302
High-performance work systems and organizational performance across societal cultures
Dastmalchian, A.; Bacon, N.; McNeil, N.; Steinke, C.; Blyton, P.; Kumar, M. S.; Bayraktar, Seçil; Auer-Rizzi, W.; Ahmad, A.; Craig, T.; Isa Ghazali Bin Musa, C. R. B.; Habibi, M.; Huang, H. J.; Imer, P.; Ayman, I.; Kabasakal, H.; Meo Colombo, C.; Moghavami, S.; Mukherjee, T.; Tang, N.; Thang, T. N.; Varnali, R.
This paper assesses whether societal culture affects the relationship between human resource management practices and organizational performance. Drawing on matched employer-employee data from 387 organizations and 7,187 employees in 14 countries, the findings show a positive relationship between high-performance work systems (HPWS) and organizational performance across societal cultures. This relationship was not moderated by three dimensions of societal culture (power distance, in-group collectivism, and institutional collectivism) as proposed by contingency models of culture fit. However, further examination of three dimensions of human resource systems (skill-enhancing, motivation-enhancing, and opportunity-enhancing practices) revealed that opportunity-enhancing practices appear less effective in high power distance cultures. The findings provide general support for the universalistic ‘best practice’ perspective with regard to the positive relationship between HPWS and organizational performance, tempered by an appreciation of the limitations to opportunity-enhancing practices in high power distance cultures.
2018-01-01T00:00:00Z
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The ultimate co-creation: leveraging customer input in business model innovation
http://hdl.handle.net/10679/9269
The ultimate co-creation: leveraging customer input in business model innovation
Kim, S.; Bowen, M.; Wen, Xiaohan Hannah
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.
2019-12-01T00:00:00Z