Stoney Brooks, Arvin Sahaym, Avimanyu Datta and Smita Srivastava
This study examines the conditions when “managerial perception of the contribution of social media” (SMC) enhances and inhibits entrepreneurially oriented small and medium-size…
Abstract
Purpose
This study examines the conditions when “managerial perception of the contribution of social media” (SMC) enhances and inhibits entrepreneurially oriented small and medium-size enterprises' (SMEs') ability for new product introductions (NPI) to the market. We also propose that while firm proactiveness enhances the rate of NPI, managers' risk-taking attitude hurts the process even when managerial perceptions of social media use are high.
Design/methodology/approach
This study uses the survey data collected from 322 SMEs in the US to examine the theoretical model. By adopting the partial least square (PLS-SEM) technique, the direct and moderating effects among the SMC, proactive behavior and risk-taking attitude on NPI are explored under dynamic and stable market conditions.
Findings
Empirical findings show that although SMC has a significant positive influence on the rate of NPI in case of SMEs', if the managers are risk-takers themselves, then social media use can distract them, make them overly adventurous trying to introduce too many products and hurt SMEs' innovation efforts with less NPI. We show that SMEs' entrepreneurial orientation (EO) has a differential impact on SMC-NPI relationship, especially in dynamic market conditions.
Practical implications
The findings provide practical evidence that SMEs get benefitted when their managers perceive that the contributions from social media are positive for their firm. Contrary to the prior understanding of high risk and high return, managers' risk-taking attitude hurts SMEs innovation efforts. SMEs being resource-constrained, it is practically vital for them to be taking less risk while developing new products.
Originality/value
This research synthesizes the insights of the new and emerging “Strategy-as-practice view” and “Behavioral theory of the firm” to empirically examine how managerial perceptions on social media use shape firms' key strategic activity, NPI. This research also highlights the dark side of firm characteristics, such as managerial risk-taking attitude for SMEs.
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Avimanyu Datta, Richard Reed and Len Jessup
The commercialization of innovation, which is key to entrepreneurial success, is a combination of several entrepreneurial activities. Building on research from fields of…
Abstract
Purpose
The commercialization of innovation, which is key to entrepreneurial success, is a combination of several entrepreneurial activities. Building on research from fields of management, strategy, entrepreneurship, economics, and marketing, the paper summarized the extant literature to develop a framework of commercialization and an agenda for future research. The paper aims to discuss these issues.
Design/methodology/approach
Extensive review of literature, which was comprised of 194 articles across 62 journals in the fields of management, strategy, entrepreneurship, economics, and marketing.
Findings
The literature was categorized into six broad themes of entrepreneurial activities: sources of innovations, types of innovation, market entry (capabilities and feasibility), protection, development, and deployment. Most of the research papers that were reviewed were concentrated on single theme.
Practical implications
Given the identification of six key themes of entrepreneurial activity leading to the commercialization of innovations, research questions were posed as a means to move the research forward by integrating the themes.
Originality/value
This is the first paper in its kind to integrate 194 papers from 62 journals to provide a comprehensive framework of commercialization of innovations.
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Chebiyyam Murthy, Sidhartha S. Padhi, Narain Gupta and Kanwal Kapil
The purpose of this paper is to conduct empirical investigation of value co-creation phenomena in IT services outsourcing. This survey based research enabled to identify…
Abstract
Purpose
The purpose of this paper is to conduct empirical investigation of value co-creation phenomena in IT services outsourcing. This survey based research enabled to identify antecedents of value co-creation and their impact on value outcomes.
Design/methodology/approach
This empirical study identifies 25 drivers of value co-creation in IT outsourcing services. These drivers were identified from reported literature and by studying IT project reports. The data were collected from client and supplier organizations followed by verification of the drivers (using PCA and CFA methodologies) that contribute significantly to value co-creation in the IT services outsourcing domain. Furthermore, using SEM and linear regression, the authors have verified the strength of their relationships with value co-creation.
Findings
This research is subjected to exploratory factor analysis, which resulted in six antecedents of value co-creation in IT services outsourcing. These antecedents include alliance relationship, strategic intent, service actualization, intrapreneurship, collective capabilities, and resource management. The alliance relationship, strategic intent, service actualization, and intrapreneurship are found to be significant for value co-creation. While collective capabilities as a standalone was not significant, the relationship of collective capabilities to value co-creation has achieved significance under the influence of alliance relationship, strategic intent, and other antecedents – when tested and hypothesized through the SEM path model.
Research limitations/implications
The research has the following limitations. The antecedents identified are contextual. The potential illustrative, but not exhaustive reasons, for the change of the context may be due to contract duration, age of the project, relationship maturity, expected value outcome from both the parties, etc. The drivers identified in this research are applicable only to IT services (IT and ITES outsourcing). They cannot be generalized to other B2B outsourcing relationship. The authors propose the conducting of separate research to identify the priorities of these antecedents for different types of outsourcing as well different types of value outcomes.
Practical implications
This study has added to the knowledge on value co-creation in IT services outsourcing relationships through empirical modeling. From the perspective practitioners of IT industry, this work brings rich information of what are the drivers to value co-creation and their significance on value outcomes in IT services outsourcing. It can provide guidelines to both clients and service providers of similar industry to assess their current practices for value co-creation and re-prioritize their activities and budgets based on the significance of value based benefits. Moreover, practitioners in the IT services industry can use these value drivers and understand the antecedents for value co-creation. As this work is from a dual perspective, both clients and suppliers can assess the applicability of these drivers and antecedents and adopt them to realize mutual value.
Originality/value
In the past, researchers have focussed on value after it was created and shared among the respective relationship partners, and very few emphasized the need for proactive identification of the antecedents of value co-creation. Researchers have emphasized on the need for an empirical approach, because most of the published studies are theoretical and conceptual in nature. Hence, the significant contribution of this empirical study is to validate the value co-creation drivers identified from literature and qualitative study (case studies) with IT industry practitioners (no. 256) across the globe and the relevance of antecedents to B2B IT services outsourcing body of knowledge.