Wertschöpfungs- und Werteinforderungsnormen im Rahmen der "Plural Form Governance": Ein empirischer Test in Key-Account- und Nicht-Key-Account-Dyaden

Zusammenfassung: In den letzten Jahren hat sich die betriebswirtschaftliche Forschung verstärkt mit der Gestaltung sog. Regelungssysteme zur Kontrolle dyadischer Austauschprozesse befasst. Wesentliche Elemente eines Regelungssystems sind Verträge, beziehungsspezifische Investitionen, Normen sowie Vertrauen. Die Kombination einzelner Regelungsmechanismen in einem zusammenhängenden System wird auch als "Plural Form Governance" bezeichnet. Aus Managementsicht ist fraglich, welchen Einfluss einzelne Regelungsmechanismen auf Erfolgsgrößen, in vertikalen Dyaden bspw. Kundenzufriedenheit und -commitment, ausüben. Die regressionsanalytischen Ergebnisse der vorliegenden Studie aus dem Business-to-Business-Bereich (n = 297) weisen auf einen hohen Erklärungsbeitrag der Regelungsstruktur hin. Sie erlauben zudem, die relative Bedeutung der einzelnen Regelungsmechanismen zu verstehen. Im Gegensatz zu früheren Studien unterscheidet dieser Beitrag dabei explizit zwischen Normen, die Wertschöpfung regeln, sowie Normen, die Werteinforderung regeln. Zudem werden zwei Arten von Geschäftsbeziehungen unterschieden, Key-Account-Dyaden und Nicht-Key-Account-Dyade

Do Frugal and Reverse Innovation Foster Sustainability? Introduction of a Conceptual Framework

The fields of frugal and reverse innovation as well as sustainability and its management have received tremendous interest in recent times. However, there is little literature on how both fields are related to each other. Hence, this paper gives an overview of research in both areas and provides a view of the relationship between frugal and reverse innovation, sustainability management and performance constructs. The link between frugal and reverse innovation on the one hand and sustainability performance on the other hand is established through a differentiated perspective on dimensions representing different fields of sustainability management, i.e. the sustainability of resources used in value creation, the sustainability of the actual value creation processes, and the sustainability of the outcomes of value creation processes. Moreover, we also argue for a positive link between the three dimensions of sustainability management and a company’s market performance

Enemy in the house? Antecedents of employees’ company-related bad mouthing in social media

Given that company rating sites encourage employees to evaluate their company - which might lead to a loss of reputation -, this research focuses on identifying and quantifying the importance of antecedents of employees’ company-related bad mouthing in social media. Data for this study was collected through a qualitative interview study (N = 33) and a quantitative online survey approach (N = 472). Drawing on social identity theory and using the job demands-resources model as a theoretical lens, we found that job demands are positively associated with turnover intention, which in turn increases company-related bad mouthing in social media of employees. This study enriches the understanding of employees’ behavior in social media and provides implications for managers such that the strategy of reducing turnover intention is more successful to limit the amount of employees’ bad mouthing than enhancing employees’ commitment

Augmented and virtual reality in managing B2B customer experiences

Augmented reality (AR) and virtual reality (VR) are promising approaches that B2B companies consider to be part of their customer experience management. However, this area is largely unexplored academically, resulting in a lack of theory and practical guidance. Based on existing customer experience and AR/ VR literature, we anticipate that these technologies can expand touchpoints in the customer journey, enhancing the experiences of professionals involved in purchasing activities by providing them with empowerment and support. Consequently, we applied exploratory, theory-building research to identify and organize current industry practices into a coherent framework and theorize their role in shaping customer experiences. For example, current marketing use cases include project and product visualization, event-based engagement, remote support, and employee training, and are particularly employed in the early stages of the customer journey. We also identified several benefits related to branding, relationships, transactions, costs, and sustainability. The theoretical contribution of our study extends the current understanding of the role of AR and VR in B2B customer experience management. It provides practical insights for B2B marketing professionals on the strategic deployment of AR and VR technologies to enhance customer experiences based on real-world examples

Augmented Reality Smart Glasses: Societal Benefits and Risks

Poster-Design ohne Abstrac

Are Wearables Good or Bad for Society? An Exploration of Societal Benefits, Risks and Consequences of Augmented Reality Smart Glasses.

Recent market research forecasts predict that a new form of wearable devices will soon influence the media landscape: Augmented Reality Smart Glasses. While prior research highlights numerous potentials in personal and professional settings of smart glasses, this technology has also triggered several controversies in public discussions, for example, the risk of violating privacy and copyright laws. Yet, little research addresses the questions of whether smart glasses are good or bad for societies, and if yes, why. This study conducts exploratory research to contribute to narrowing this gap. Based on a survey among consumers, we identify several societal benefits and risks that determine consumers’ evaluation of the anticipated and desired success of smart glasses. These findings lead to numerous important implications for consumers, scholars, managers, and policy makers

Influence of Future Time Perspective on Involvement: an Approach With Two Studies

The aim of this research is to extend current knowledge of older consumers' behaviour, focusing on involvement and future time perspective. Furthermore, we propose recommendations for customer approaches in the context of colon cancer prevention, as older consumers increasingly face new challenges in the realm of medical decision-making

Mind the gap: A process model for diagnosing barriers to key account management implementation

Today, many firms develop and implement key account management (KAM) programs to manage the relationships with strategically important customers. The implementation of KAM programs requires the configuration of special activities, actors, and resources dedicated to key accounts, which poses major challenges for managerial practice. Firms often underestimate the fundamental organizational change required for a successful implementation of KAM. The objective of this article is to advance extant knowledge on KAM by developing a framework that outlines essential processes to assess and diagnose barriers to KAM implementation. In our article, we integrate extant knowledge on KAM organization and enactment, and we propose a four-step process model that links the concepts of embeddedness, differentiation, integration, and alignment. In addition, we illustrate our model in a case study analysis with a large-scale European industrial company. The findings of our study allow us to derive avenues for further research on KAM implementation as well as implications for management practice