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The shift of populations to cities is creating challenges in many respects, thus leading to increasing demand for smart solutions of urbanization problems. Smart city applications range from technical and social to economic and ecological. The main focus of this work is to provide a systematic literature review of smart city research to answer two main questions: (1) How is current research on smart cities structured? And (2) What directions are relevant for future research on smart cities? To answer these research questions, a text-mining approach is applied to a large number of publications. This provides an overview and gives insights into relevant dimensions of smart city research. Although the main dimensions of research are already described in the literature, an evaluation of the relevance of such dimensions is missing. Findings suggest that the dimensions of environment and governance are popular, while the dimension of economy has received only limited attention.
Der Kundenservice bietet für das Marketing umfangreiche Ansätze zur Differenzierung. Dabei zahlen positive Serviceerlebnisse der Kunden auf unterschiedliche Marketingziele ein. Durch Social Media stehen darüber hinaus neue Möglichkeiten für den Servicedialog zur Verfügung. Der vorliegende Beitrag beschreibt die Umsetzung dieser Möglichkeiten bei der Telekom Deutschland GmbH.
The Internet of Things (IoT) refers to the interconnectedness of physical objects, and works by equipping the latter with sensors and actuators as a means to connect to the internet. The number of connected things has increased threefold over the past five years. Consequently, firms expect the IoT to become a source of new business models driven by technology. However, only a few early adopters have started to install and use IoT appliances on a frequent basis. So it is still unclear which factors drive technological acceptance of IoT appliances. Confronting this gap in current research, the present paper explores how IoT appliances are conceptually defined, which factors drive technological acceptance of IoT appliances, and how firms can use results in order to improve value propositions in corresponding business models. lt is discovered that IoT appliance vendors need to support a broad focus as the potential buyers expose a large variety. As conclusions from this insight, the paper illustrates some flexible marketing strategies.
Organizational agility may be an antidote against threats from volatile, uncertain, complex, or ambiguous corporate environments. While agility has been extensively examined in manufacturing enterprises, comparably less is known about agility in knowledge-intensive organizations. As results may not be transferable, there is still some confusion about how agility in knowledge-intensive organizations can be characterized, what factors facilitate its development, what its organizational effects are, and what environmental conditions favor these effects. This study closes these gaps by presenting a systematic literature review on agility in knowledge-intensive organizations. A systematic literature search led to a sample of 37 relevant papers for our review. Integrating the knowledge-based view and a dynamic capabilities perspective, we (1) present different relevant conceptualizations of organizational agility, (2) discuss relevant knowledge management-related as well as information technology-related capabilities that support the development of organizational agility, and (3) shed light on the moderating role of environmental conditions in enhancing organizational agility and its effect on organizational performance. This academic paper adds value to theory by synthesizing existing research on agility in knowledge-intensive organizations. It furthermore may serve as a map for closing research gaps by proposing an extensive agenda for future research. Our study expands existing literature reviews on agility with its specific focus on a knowledge-intensive context and its integration of the research streams of knowledge management capabilities as well as information technology capabilities. It integrates relevant organizational knowledge management practices and the use of knowledge management systems to ensure superior performance effects. Our study can serve as a base for future examinations of organizational agility by illustrating fruitful topics for further examination as well as open questions. It may also provide value to practitioners by showing what factors favor the development of agility in knowledge-intensive organizations and what organizational effects can be achieved under which conditions.
Social media usage in business-to-business sales : conceptualization, antecedents, and outcomes
(2015)
In recent years, the rise of social media received significant importance in marketing research. Social media applications now provide executives with a raft of new options. Consequently, interfaces to social media platforms have also been integrated into Business to-Business (B2B) salesforce applications, although very little is as yet known about their usage and general impact on B2B sales performance. This paper evaluates 1) the conceptualization of social media usage in a dyadic B2B relationship; 2) the effects of a more differentiated usage construct on customer satisfaction; 3) antecedents of social media usage on multiple levels; and 4) the effectiveness of social media usage for different types of customers. The framework presented here is tested cross-industry against data collected from dyadic buyer seller relationships in the IT service industry. The results elucidate the preconditions and the impact of social media usage strategies in B2B sales relations.
In recent years, the rise of social media received significant importance in marketing research and practice. Consequently, interfaces to social media platforms have also been integrated into Business-to-Business (B2B) salesforce applications, although very little is as yet known about their usage and general impact on B2B sales performance. This paper evaluates 1) the conceptualization of social media usage in dyadic B2B relationships; 2) the effects of a more differentiated usage construct on customer satisfaction; 3) antecedents of social media usage on multiple levels; and 4) the effectiveness of social media usage for different types of cus-tomers. The framework presented here is tested cross-industry against data collected from dyadic buyer-seller relationships in the IT service industry. The results elucidate the precondi-tions and the impact of social media usage strategies in B2B sales relations.
Nach Charles Darwin bestimmt die Kompetenz im Bereich Veränderungsmanagement zunehmend die Wettbewerbsfähigkeit von Organisationen: »It's not the strongest of the species that survives, nor the most intelligent. It is the one most adaptable to change.« Diese Sichtweise gewinnt auf Basis der mit Social Media verbundenen Veränderung der Unternehmensumwelt weiter an Bedeutung. Social Media eröffnet neue Freiheitsgrade in der unternehmensinternen aber auch gesellschaftlichen Kommunikation, die unumkehrbar und in einer rasanten Geschwindigkeit Unternehmen mit sich selbst konfrontieren. Wissenschaftliche Untersuchungen legen nahe, dass die meisten Unternehmen die Bedeutung ihrer eigenen Veränderungskompetenz noch nicht vollständig erfasst haben. Der Umgang mit Wandel ist in vielen Fällen naiv und folgt tradierten Organisationsmodellen. Unternehmen lassen sich jedoch nicht mechanisch im Stile einer Maschine verändern. Daher sind Ansätze gefragt, die den Fokus eher auf kulturelle und mikropolitische Faktoren lenken, prozessorientiert vorgehen und Social Media schrittweise in das eigene Geschäftsmodell integrieren. Der wichtigste Faktor ist und bleibt jedoch die Qualität der Führung. Das Top Management und final die Shareholder von Unternehmen müssen sich daher erneut überlegen, ob sie speziell in dieser Hinsicht optimal aufgestellt sind.
Im Kundenbeziehungsmanagement besteht ein großes Interesse an der Nutzung von Social Media. Allerdings finden sich aktuell kaum konzeptionell durchdachte und empirisch überprüfte Lösungen für Social CRM.
Social Media bieten innovative Perspektiven für das Management der Kundenbeziehung. Die Nutzung dieser Möglichkeiten ist jedoch mit hohen Anforderungen an die Marketingstrategie verbunden, was zuweilen vernachlässigt wird.
Das Internet gewinnt für das Marketing zunehmend an Bedeutung. Dabei liegt der Fokus auf sogenannten Social-Media-Anwendungen wie Facebook, Twitter oder XING. Für Unternehmen stellt sich die Frage, ob das veränderte Mediennutzungsverhalten der Kunden eine neue Marketinglogik induziert. Eine aktuelle Untersuchung gibt Einblicke in die Chancen und Risiken, Anwendungsbedingungen und Kontextfaktoren für die Nutzung von Social Media im Marketing.
Social Media
(2011)
In jüngerer Zeit gewinnt die Nutzung des Internet für das Inbound Marketing zunehmend an Bedeutung. Dabei liegt der Fokus auf den so genannten Social Media Plattformen wie Facebook, YouTube, MySpace, XING, LinkedIn, Twitter, SlideShare und Posterous. Die Entwicklung dieser Medien ist auf eine Veränderung bei der Nutzung des Internet zurückzuführen, die häufig unter dem Schlagwort Web 2.0 zusammengefasst wird. Das gewandelte Mediennutzungsverhalten der Kunden induziert Chancen und Risiken für das Marketing.
Der vorliegende Artikel beleuchtet die grundsätzlichen Möglichkeiten der Integration von Funktionalitäten der sozialen Medien in Unternehmen. Darauf aufbauend wird Social Commerce als zentraler Gegenstand der Unternehmensführung hergeleitet. Dabei stehen der kundenseitige Kaufprozess und dessen Schnittstellen zu Kommunikationsinstrumenten des Social Webs im Vordergrund. Gezeigt wird die Beeinflussung des individuellen Kaufprozesses durch Social Media. Diese Wirkungsdynamiken sind nachfolgend die Grundlage für die Deskription von möglichen strategischen Einsatzfeldern und Bereichen des Social Commerce in der Unternehmensführung.
Although still in the early stages of diffusion, smartwatches represent the most popular type of wearable devices. Yet, little is known why some people are more likely to adopt smartwatches than others. To deepen the understanding of underlying factors prompting adoption behavior, the authors develop a theoretical model grounded in technology acceptance and social psychology literature. Empirical results reveal perceived usefulness and visibility as important factors that drive intention. The magnitude of these antecedents is influenced by an individual’s perception of viewing smartwatches as a technology and/or as a fashion accessory. Theoretical and managerial implications are discussed.
The shift of populations to cities is creating challenges in many respects, thus leading to increasing demand for smart solutions of urbanization problems. Smart city applications range from technical and social to economic and ecological. The main focus of this work is to provide a systematic literature review of smart city research to answer two main questions: (1) How is current research on smart cities structured? and (2) What directions are relevant for future research on smart cities? To answer these research questions, a text-mining approach is applied to a large number of publications. This provides an overview and gives insights into relevant dimensions of smart city research. Although the main dimensions of research are already described in the literature, an evaluation of the relevance of such dimensions is missing. Findings suggest that the dimensions of environment and governance are popular, while the dimension of economy has received only limited attention.
In recent years, the rise of the digital transformation received significant importance in Business-to-Business (B2B) research. Social media applications provide executives with a raft of new options. Consequently, interfaces to social media platforms have also been integrated into B2B salesforce applications, although very little is as yet known about their usage and general impact on B2B sales performance. This paper evaluates 1) the conceptualization of social media usage in a dyadic B2B relationship; 2) the effects of a more differentiated usage construct on customer satisfaction; 3) antecedents of social media usage on multiple levels; and 4) the effectiveness of social media usage for different types of customers. The framework presented here is tested cross-industry against data collected from dyadic buyer seller relationships in the IT service industry. The results elucidate the preconditions and the impact of social media usage strategies in B2B sales relations.
Die für Deutschland verfügbaren Studien zur Digitalen Transformation in klein- und mittelständischen Unternehmen (KMU) sind sich weitgehend einig. KMU tun sich mit dem Thema Digitalisierung schwer. Der vorliegende Beitrag diskutiert, weshalb KMU an der Digitalen Transformation scheitern und was dagegen getan werden kann.
Purpose
As a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness.
Design/methodology/approach
A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance.
Findings
Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility.
Originality/value
The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.
This research evaluates current measurement scales for ambidexterity and proposes a new approach for the measurement of this important construct. We argue that current measurement approaches may be unsuitable to capture the concept of ambidexterity. Through a systematic scale development process, we derive a measurement scale with dual items that simultaneously refer to both dimensions, exploitation and exploration, thus reflecting the true nature of ambidexterity. An extensive pre-test with 39 executives suggests that our scale is suitable for capturing ambidexterity. Our measurement model enhances conceptual clarity of ambidexterity and can serve as a base for future investigations of the concept.
Die digitale Transformation bezieht sich auf die zunehmende Digitalisierung von Inhalten und Prozessen und die steigende Bedeutung digitaler Medien in Wirtschaft und Gesellschaft. Dabei wird der Wandel u. a. durch die Evolution in der Nutzung des Internets getrieben. Während in der Phase des so genannten Web 1.0 die Publikation und Verbreitung statischer Inhalte im Fokus stand, werden durch das Web 2.0 überwiegend Prozesse der dezentralen Erzeugung und einfachen Verbreitung von User Generated Content stimuliert. Unternehmen müssen auf diese Veränderungen reagieren, um die eigene Wettbewerbsfähigkeit nachhaltig abzusichern. Der vorliegende Beitrag konzentriert sich auf die Weiterentwicklung des Kundenservice. Dieser wurde in den zurückliegenden Jahren von vielen Unternehmen überwiegend als Kostenfaktor mit geringer strategischer Bedeutung eingestuft. Diese Sichtweise hat sich in der digitalen Transformation grundlegend geändert. Kunden können heute Mängel an Produkten und Dienstleistungen durch Foren und Social Media Kanäle sofort und mit hoher Reichweite adressieren. Unternehmen müssen auf den gleichen Kanälen reagieren, um die Multiplikation negativer Sichtweisen einzudämmen und Übertragungseffekte auf traditionelle Medien zu vermeiden. Gleichzeitig entstehen durch digitale Kanäle völlig neue Serviceangebote, die sich nachhaltig auf die unternehmerische Wettbewerbsfähigkeit auswirken. Der vorliegende Beitrag gibt zunächst einen Überblick zu wesentlichen Entwicklungslinien der digitalen Transformation. Auf dieser Grundlage werden die Perspektiven für Unternehmen zur Integration digitaler Medien in die eigene Wertschöpfungskette skizziert. Darüber hinaus steht v. a. die Veränderung des Kundenservice im so genannten Web 2.0 zur Diskussion. Ein Ausblick auf zukünftige Entwicklungen der Digitalisierung rundet den Beitrag entsprechend ab.
Information technology (IT) plays an essential role in organizational innovation adoption. As such, IT governance (ITG) is paramount in accompanying IT to allow innovation. However, the traditional concept of ITG to control the formulation and implementation of IT strategy is not fully equipped to deal with the current changes occurring in the digital age. Today’s ITG needs an agile approach that can respond to changing dynamics. Consequently, companies are relying heavily on agile strategies to secure better company performance. This paper aims to clarify how organizations can implement agile ITG. To do so, this study conducted 56 qualitative interviews with professionals from the banking industry to identify agile dimensions within the governance construct. The qualitative evaluation uncovered 46 agile governance dimensions. Moreover, these dimensions were rated by 29 experts to identify the most effective ones. This led to the identification of six structure elements, eight processes, and eight relational mechanisms.