Grounded in the Stereotype Content Model, Risk Perception Theory, Technology Acceptance Model, and Relational Embeddedness Theory, this research delves into the relationship between chatbot conversation styles, customer risk, and the mediating role of chatbot acceptance and tie strength in online shopping. A 2 (warm vs. cold) * 2 (competent vs. incompetent) between-subjects experiment is conducted on 320 participants and the results obtained from two-way ANOVA and PROCESS macro revealed that: (a) customer-perceived risk decreases with conversation warmth rather than conversation competence; (b) customer acceptance of chatbots improves with conversation competence rather than conversation warmth, while not acting as an intermediary factor between the conversation styles and customer-perceived risk; (c) customer perceived tie strength increases with both conversation warmth and conversation competence. The findings contribute to the existing literature about the impact of chatbot anthropomorphism on customer cognitive processes and offer executives insights into the design of customer-friendly chatbots.
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Immersive technologies are redefining and revolutionizing the staging of experiences and co-creation of value, implicating the management of customer experiences. However, limited studies have looked at the role of immersive technologies as part of the customer experience management (CXM) process. Incorporating the concepts of experience economy and value co-creation, this study proposes a dynamic CXM framework that highlights the emerging field of immersive technologies like augmented and virtual reality as part of business and marketing research. The framework acts as a guide for researchers and industry practitioners to initiate immersive technology ventures that are rooted in the co-creation and management of customer experiences
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Purpose: The purpose of this study is to find determinants about risk resilience and develop a new risk resilience approach for (agricultural) enterprises. This approach creates the ability to respond resiliently to major environmental challenges and changes in the short term and adjust the management of the organization, and to learn and transform to adapt to the new environment in the long term while creating multiple value creation. Design/methodology: The authors present a new risk resilience approach for multiple value creation of (agricultural) enterprises, which consists of a main process starting with strategy design, followed by an environmental analysis, stakeholder collaboration, implement ESG goals, defining risk expose & response options, and report, learn & evaluate. In each step the organizational perspective, as well as the value chain/area perspective is considered and aligned. The authors have used focus groups and analysed literature from and outside the field of finance and accounting, to design this new approach. Findings: Researchers propose a new risk resilience approach for (agricultural) enterprises, based on a narrative about transforming to multiple value creation, founded determinants of risk resilience, competitive advantage and agricultural resilience. Originality and value: This study contributes by conceptualizing risk resilience for (agricultural) enterprises, by looking through a lens of multiple value creation in a dynamic context and based on insights from different fields, actual ESG knowledge, and determinants for risk resilience, competitive advantage and agricultural resilience.
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The purpose of this paper is to gain deeper insight into the practical judgements we are making together in ongoing organizational life when realizing a complex innovative technical project for a customer and so enrich the understanding of how customer orientation emerges in an organization. The outcome contributes to the knowledge of implementing customer orientation in an organization as according to literature (Saarijärvi, Neilimo, Närvänen, 2014 and Van Raaij and Stoelhorst, 2008) the actual implementation process of customer orientation is not that well understood. Saarijärvi, Neilimo and Närvänen (2014) noticed a shift from measuring the antecedents of customer orientation and impact on company performance, towards a better understanding how customer orientation is becoming in organizations. A different way of putting the customer at the center of attention can be found in taking our day-to-day commercial experience seriously, according to the complex responsive process approach, a theory developed by Stacey, Griffin and Shaw (2000). The complex responsive processes approach differs from a systems thinking approach, because it focuses on human behavior and interaction. This means that the only agents in a process are people and they are not thought of as constituting a system (Groot, 2007). Based on a narrative inquiry, the objective is to convey an understanding of how customer orientation is emerging in daily organizational life. Patterns of interaction between people are investigated, who work in different departments of an organization and who have to fulfill customer requirements. This implies that attention is focused towards an understanding in action, which is quite distinct from the kind of cognitive and intellectual understanding that dominates organisational thought. The reflection process resulting from this analysis is located in a broader discourse of management theory.
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Although there is an array of technical solutions available for retrofitting the building stock, the uptake of these by owner‐occupants in home improvement activities is lagging. Energy performance improvement is not included in maintenance, redecoration, and/or upgrading activities on a scale necessary to achieve the CO2 reduction aimed for in the built environment. Owner‐occupants usually adapt their homes in response to everyday concerns, such as having enough space available, increasing comfort levels, or adjusting arrangements to future‐proof their living conditions. Home energy improvements should be offered accordingly. Retrofit providers typically offer energy efficiency strategies and/or options for renewable energy generation only and tend to gloss over home comfort and homemaking as key considerations in decision‐making for home energy improvement. In fact, retrofit providers struggle with the tension between customisation requirements from private homeowners and demand aggregation to streamline their supply chains and upscale their retrofit projects. Customer satisfaction is studied in three different Dutch approaches to retrofit owner‐occupied dwellings to increase energy efficiency. For the analysis, a customer satisfaction framework is used that makes a distinction between satisfiers, dissatisfiers, criticals, and neutrals. This framework makes it possible to identify and structure different relevant factors from the perspective of owner‐occupants, allows visualising gaps with the professional perspective, and can assist to improve current propositions.
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The Internet introduces new business choices for customer interaction. In this article we introduce two claims. Firstly, we will show that the way companies shape their customer interaction, and not their sector or size, determine the market segmentation. Secondly, Internet dynamics and its effect on customer interaction rebalances the companies’ marketing and sales function: the Internet shortens the time window for new market opportunities and makes everyone a salesman. Therefore, traditional marketing activities become more and more part of Sales. Corporate communication and branding become more vital.
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This paper reports a study on the importance of enablers in order for IT to support effective supply chain management, as perceived defined by different positions in the supply chain. In the study, a significant difference for the enabler “Funds for IT enablement” is found between the supplier position and other positions. Furthermore relations between the enablers are examined and research is done into why certain factors are being perceived more important than others.
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With the rapid development of Information and Communication Technology (ICT), digital technology changes how banks translate new customer demands into new products and services. To achieve this translation, banks should increase their intrapreneurship capability through Individual-level Innovative Behavior (IIB). However, research on how to manage and promote manager's IIB in the workplace is still at the nascent stage. Therefore, this study investigates an under-researched topic: how Perceived Organizational Innovativeness (POI) affects manager's IIB through self-leadership strategies, and whether perceived organizational risk-taking and the gender of the respondents facilitate or impede the process. The study surveys 340 managers in the Turkish banking sector and analyses the results through SEM. The findings indicate that POI, self-leadership, and strategies of self-leadership are positively related to manager's IIB. Further, the results show that self-leadership fully mediates the relationship between POI and manager's IIB and that the perceived organizational risk-taking and gender of the respondents moderate the mediating effect of self-leadership on the relationship between POI and manager's IIB. Overall, the contribution of the research is not only to gain a more holistic understanding of manager's IIB antecedents but also to provide managers or practitioners with guidance on designing organizational environments that encourage innovation in the technology-driven sector.
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Summary Project objectives This study fits into a larger research project on logistics collaboration and outsourcing decisions. The final objective of this larger project is to analyze the logistics collaboration decision in more detail to identify thresholds in these decisions. To reach the overall objectives, the first step is to get a clearer picture on the chemical and logistics service providers industry, sectors of our study, and on logistics collaboration in these sectors. The results of this first phase are presented in this report. Project Approach The study consists of two parts: literature review and five case studies within the chemical industry. The literature covers three topics: logistics collaboration, logistics outsourcing and purchasing of logistics services. The five case studies are used to refine the theoretical findings of the literature review. Conclusions Main observations during the case studies can be summarized as follows: Most analyzed collaborative relationships between shippers and logistics service providers in the chemical industry are still focused on operational execution of logistics activities with a short term horizon. Supply management design and control are often retained by the shippers. Despite the time and cost intensive character of a logistics service buying process, shippers tendering on a very regular basis. The decision to start a new tender project should more often be based on an integral approach that includes all tender related costs. A lower frequency of tendering could create more stability in supply chains. Beside, it will give both, shippers and LSPs, the possibility to improve the quality of the remaining projects. Price is still a dominating decision criterion in selecting a LSP. This is not an issue as long as the comparison of costs is based on an integral approach, and when shippers balance the cost criterion within their total set of criteria for sourcing logistics services. At the shippers' side there is an increased awareness of the need of more solid collaboration with logistics service providers. Nevertheless, in many cases this increased awareness does not actually result in the required actions to establish more intensive collaboration. Over the last years the logistics service providers industry was characterized by low profit margins, strong fragmentation and price competition. Nowadays, the market for LSPs is changing, because of an increasing demand for logistics services. To benefit from this situation a more pro-active role of the service providers is required in building stronger relationships with their customers. They should pay more attention on mid and long term possibilities in a collaborative relation, in stead of only be focused on running the daily operation.
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Ondernemen in een veranderende wereld is geschreven voor beleidsmakers, managers, ondernemers, organisatieadviseurs en studenten. Vanuit diverse ontwikkelingen op het gebied van technologische connectiviteit, open innovatie, maatschappelijk verantwoord ondernemen, outsourcing, de herrijzenis van China, samenwerking tussen organisaties, de veranderende consument, de veranderende marketing en authenticiteit, biedt Ondernemen in een veranderende wereld een nieuw perspectief op een veranderende wereld. In dit hoofdstuk wordt ingegaan op Maatschappelijk Verantwoord Ondernemen (MVO). Vaak in één adem genoemd met duurzaamheid. Geen onderneming lijkt zich meer te kunnen veroorloven er niet aan te doen. Waar komt deze ontwikkeling vandaan? Wat moeten we nu precies onder maatschappelijk of duurzaam ondernemen verstaan? En is MVO verenigbaar met meer gangbare financiële ondernemingsdoelstellingen? Vragen die een antwoord, of minstens een aanzet daartoe verdienen.
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