Concentration and Platform Growth in the Sharing Economy: A Resource Partitioning Perspective

The emergence and growth of sharing economy platforms have engendered significant research interests recently. These platforms have witnessed increased entry of professional service providers, who have large amounts of excess assets and standardized business practices. Meanwhile, sharing economy platforms have witnessed an astounding growth, much of which is not attributed to professional service providers. This paper examines two seemingly contradictory phenomena – increased concentration among professional service providers and rapid growth of non-professionals on sharing economy platforms. Using the resource partitioning theory from the organizational literature, we explain how these two phenomena are inherently related. We further emphasize the role of income inequality that affects the resource partitioning process. The empirical analysis uses 1.4 million zip-code level Airbnb data, with Airbnb Plus policy as a natural experiment. Findings reveal that professional service provider concentration facilitates non-professional growth but reduces their performance, and the effects are significantly moderated by income inequality

IT Service Climate: A Definition and Research Model

Information technology departments are increasingly viewed as service providers to business users (Kettinger and Lee 1994), and service quality has been proposed as a measure of IT effectiveness (Pitt et al. 1995). Previous research (Kettinger and Lee 1994; Pitt et al. 1995) has adapted the SERVQUAL scale (Parasuraman et al. 1988) from service marketing literature, using it to gauge business users’ expected and perceived levels of IT service quality. In this research, we investigate the other half of the IT-user relationship and look inside the IT function to identify variables that affect IT service quality. By focusing on IT professionals and the IT department, we hope to gain a deeper understanding of service quality and to assist managers in pinpointing the causes of service shortfalls. This study offers a theory-based extension to IT service quality research. We look to the organizational psychology literature, with its stream of theory-based research on organizational climate to connect management practices with organizational outcomes through employees’ shared cognition of their work environment (Campbell et al. 1970; Kopelman et al. 1990). Much of that literature has focused on one type of climate, that is, service climate (or climate for service), which has been established as a predictor of the quality of service provided to customers (Schneider, Ashworth et al. 1996; Schneider and Bowen 1985; Schneider, Parkington, and Buxton 1980; Schneider, White, and Paul 1998). Building on these studies, we apply service climate theories to the IT context and introduce a new construct, IT service climate. We propose a conceptual model that links IT professionals’ climate perceptions with antecedent and outcome variables, including IT service quality. This study represents an effort to comprehensively introduce organizational climate as a useful theoretical lens for researchers interested in many IT-related phenomena

Multi-channel customer management: A case study in Egypt

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to the implementation and use of channel management CRM component. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points through out customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in Egypt to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008) that influence the multi-channel customer management in Egypt

Cultural aspects of multi-channel customer management: a case study in Egypt

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to the implementation and use of channel management CRM component. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points through out customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in Egypt to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008) that influence the multi-channel customer management in Egypt

Identity ambiguity and the promises and practices of hybrid e-HRM project teams

The role of IS project team identity work in the enactment of day-to-day relationships with their internal clients is under-researched. We address this gap by examining the identity work undertaken by an electronic human resource management (e-HRM) 'hybrid' project team engaged in an enterprise-wide IS implementation for their multi-national organisation. Utilising social identity theory, we identify three distinctive, interrelated dimensions of project team identity work (project team management, team 'value propositions' (promises) and the team's 'knowledge practice'). We reveal how dissonance between two perspectives of e-HRM project identity work (clients' expected norms of project team's service and project team's expected norms of themselves) results in identity ambiguity. Our research contributions are to identity studies in the IS project management, HR and hybrid literatures and to managerial practice by challenging the assumption that hybrid experts are the panacea for problems associated with IS projects

Applying the business process and practice alignment meta-model: Daily practices and process modelling

Background: Business Process Modelling (BPM) is one of the most important phases of information system design. Business Process (BP) meta-models allow capturing informational and behavioural aspects of business processes. Unfortunately, standard BP meta-modelling approaches focus just on process description, providing different BP models. It is not possible to compare and identify related daily practices in order to improve BP models. This lack of information implies that further research in BP meta-models is needed to reflect the evolution/change in BP. Considering this limitation, this paper introduces a new BP meta-model designed by Business Process and Practice Alignment Meta-model (BPPAMeta-model). Our intention is to present a meta-model that addresses features related to the alignment between daily work practices and BP descriptions. Objectives: This paper intends to present a meta-model which is going to integrate daily work information into coherent and sound process definitions. Methods/Approach: The methodology employed in the research follows a design-science approach. Results: The results of the case study are related to the application of the proposed meta-model to align the specification of a BP model with work practices models. Conclusions: This meta-model can be used within the BPPAM methodology to specify or improve business processes models based on work practice descriptions

Cultural aspects of multi-channel customer management: A UK case study

Channel management is one CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the authors have conducted a case study in the UK to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The authors have used a Structurational Analysis model (Ali and Brooks, 2008) to identify the cultural factors (Ali, et al. 2008a) that influence multi-channel customer management in the UK

Organizational Institutionalism and Sociology: A Reflection

[Excerpt] In 1991, DiMaggio and Powell observed: Institutional theory presents a paradox. Institutional analysis is as old as Emile Durkheim\u27s exhortation to study \u27social facts as things\u27, yet sufficiently novel to be preceded by new in much of the contemporary literature. (1991: 1) We argue that this paradox is, at least in part, the result of a long-standing tension in sociology between more materialist, interest-driven explanations of behavior and ideational, normative explanations, a tension that has often driven oscillating waves of sociological theorizing. It underlies many classical debates (e.g., between Spencer and Durkheim, Weber and Marx, and even Parsons and Mills), and the waves of theory associated with it have produced a variety of \u27neo-isms\u27, including neo-Marxist as well as neo-institutionalist theories. This distinction in explanatory approaches is linked to a more general theoretical problematic for sociologists: how to provide a single, coherent account of both stable, persisting patterns of social behavior, and the breakdown and elimination of what were once deeply-entrenched patterns. In this chapter, we examine the history of these distinctive explanatory approaches in sociology, and locate the origins of contemporary institutional work on organizations within this context. We also consider how more recent organizational analyses in the tradition of institutional theory have been driven by and reflect this basic tension

Cultural aspects of multi-channel customer management: A case study in Italy

Channel management is one of CRM systems component much influenced by the behaviour of customers in relation to its implementation and use. The consumers’ behaviours, preferences, perceptions and expectations are crucial for the implementation and use of channel management. Customers’ contact with the organization’s multi-channels can occur at several touch points throughout the customer lifecycle. Customers’ behaviours may be differentiated according to the individual or micro level, but it might also differ at an ecological or macro level of analysis (Ramaseshan et al., 2006). In this paper the author has conducted a case study in a multinational organization in Italy to analyze customers’ behaviours at a macro level and customers channel choices, through out the customer lifecycle. The author has used a content analysis technique to define the themes of the case study and then used the Structurational Analysis model by Ali and Brooks, (2008) to identify the cultural values dimensions (Ali, et al. 2008a) that influence multi-channel customer management in Italy. The research findings highlight the cultural dimensions, which should be considered while adopting multi-channel customer strategy. Also, the research findings encourage the articulation of situated cultural approach to study cultural impact within IS discipline as alternative approach than predefined culture archetype

Tipping the scales: ambidexterity practices on e-HRM projects

Purpose: We examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic HRM (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation. Design/methodology/approach: An intepretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future. Findings: As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration.. E-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. E-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo. Originality/value: There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at HR functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work