Initial trust formation in a SaaS context

The proliferation of the software as a service (SaaS) model challenges our understanding of trust formation in the external software acquisition. In the SaaS model vital software applications are often sourced over the internet with very limited personal interaction between representatives of user and provider. The present research seeks to explore how the subscribers of software services develop the necessary trust that facilitates their decision to use these external software services. In order to investigate the initial trust formation in a SaaS context the study draws on data from ten UK-based SME’s that have recently subscribed to SaaS services. Findings reveal an interesting confluence of factors that contribute to the trust formation and include aspects of provider size, reputation and functionalities. These findings create a range of theoretical and managerial implications

Revealing the Vicious Circle of Disengaged User Acceptance: A SaaS Provider's Perspective

User acceptance tests (UAT) are an integral part of many different software engineering methodologies. In this paper, we examine the influence of UATs on the relationship between users and Software-as-a-Service (SaaS) applications, which are continuously delivered rather than rolled out during a one-off signoff process. Based on an exploratory qualitative field study at a multinational SaaS provider in Denmark, we show that UATs often address the wrong problem in that positive user acceptance may actually indicate a negative user experience. Hence, SaaS providers should be careful not to rest on what we term disengaged user acceptance. Instead, we outline an approach that purposefully queries users for ambivalent emotions that evoke constructive criticism, in order to facilitate a discourse that favors the continuous innovation of a SaaS system. We discuss theoretical and practical implications of our approach for the study of user engagement in testing SaaS applications

Understanding the Formation of Software as a Service (Saas) Commitment the Relational Value Creation Perspective

This study focuses on the use of an important IT innovation--software-as-a-service (SaaS), and draw on sensemaking and the dedication-constraint framework to explain the formation of SaaS commitment. Building on and extending prior studies, we posit that managers’ perceived relational value from SaaS consumption transforms their initial sensemaking of SaaS features into commitment. SaaS features are characterized as strength frames and weakness frames. Perceived relational values are conceptualized as process flexibility, task-knowledge coordination, process specificity, and trust. The proposed model and hypotheses are largely supported by the empirical data from 169 SaaS client firms. We discuss theoretical and practical implications

The Strategic Impact of Corporate Responsibility and Criminal Networks on Value Co-Creation

This article is motivated by the increasing concern about the ever-declining security of pharmaceutical products due to the abundance of counterfeit network actors. We argue that if networks are effective mechanisms for criminal organizations to infiltrate into any value chain, then networks should also work for responsible businesses in their quests to counter this phenomenon of value destruction, which is ultimately detrimental to the value co-creation process. Thus, this article demonstrates a nuanced understanding of the strategic impact of corporate responsibility of actors in networks on value co-creation. The current discourse on value co-creation in business networks is structured in such a way that it precludes its inherent corporate responsibility component even though they are not mutually exclusive. Moreover, research on value co-creation aimed at the proactive and responsible defence of a network substance via value co-protection has been mostly scant. We propose a model of value-optimization through value co-protection and ethical responsibility. This way of theorizing has several implications for both policy making and managerial decision making in the pharmaceutical industry and beyond

CamFlow: Managed Data-sharing for Cloud Services

A model of cloud services is emerging whereby a few trusted providers manage the underlying hardware and communications whereas many companies build on this infrastructure to offer higher level, cloud-hosted PaaS services and/or SaaS applications. From the start, strong isolation between cloud tenants was seen to be of paramount importance, provided first by virtual machines (VM) and later by containers, which share the operating system (OS) kernel. Increasingly it is the case that applications also require facilities to effect isolation and protection of data managed by those applications. They also require flexible data sharing with other applications, often across the traditional cloud-isolation boundaries; for example, when government provides many related services for its citizens on a common platform. Similar considerations apply to the end-users of applications. But in particular, the incorporation of cloud services within `Internet of Things' architectures is driving the requirements for both protection and cross-application data sharing. These concerns relate to the management of data. Traditional access control is application and principal/role specific, applied at policy enforcement points, after which there is no subsequent control over where data flows; a crucial issue once data has left its owner's control by cloud-hosted applications and within cloud-services. Information Flow Control (IFC), in addition, offers system-wide, end-to-end, flow control based on the properties of the data. We discuss the potential of cloud-deployed IFC for enforcing owners' dataflow policy with regard to protection and sharing, as well as safeguarding against malicious or buggy software. In addition, the audit log associated with IFC provides transparency, giving configurable system-wide visibility over data flows. [...]Comment: 14 pages, 8 figure