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The freemium pricing model is dominant in digital products such as mobile applications. While limited evaluation of a product such as when a consumer is under time pressure, has been found to increase consumer preference for the free version (“the zero price effect”), this paper aims to explore moderators that attenuate or reverse that effect.

Three experiments test the role of anchoring effects induced by time pressure in moderating the zero price effect.

The studies offer evidence that anchoring effects induced by time pressure can be directed to reduce preference for free versions of products. In addition, these effects are mediated by the perceived performance risk of a product and an upper boundary condition for monetary price level is found.

This research demonstrates exceptions to time pressure’s role in intensifying the zero price effect. Future research could focus on additional moderators of the effect such as the need for certainty and examine time pressure’s effect on in-app purchases.

These findings can be directly applied by marketers of digital products using a freemium pricing model who wants to use time pressure to create urgency with customers without pushing them toward the free version of a product.

This paper finds exceptions to the zero price effect where consumers exhibit a stronger preference for the paid (vs free) version of a product when under time pressure.

While few studies have examined business-to-business (B2B) mobile application (app) usage, none have examined the challenges in developing these technological assets. This study aims to examine B2B marketing executives’ perceptions regarding benefits, barriers and facilitators in app development.

A survey of 311 B2B marketing executives at selling firms in the USA was conducted to identify key themes related to the benefits, barriers and facilitators in developing B2B apps. The research featured “open-ended” questions exclusively, and advanced textual and thematic analysis of executives’ responses produced several key themes.

Results show that the perceived benefit of lowering customer servicing and costs drives development more so than trying to realize new revenue opportunities (e.g. “saving” vs. “making” money). Achieving internal buy-in/participation was perceived as a larger barrier than the commitment of financial resources. Additionally, training and education were viewed as the strongest facilitators of an app’s success over its design and functionality. Implications for B2B firms are discussed.

The open-ended format of this research captures a greater breadth of perspectives at the expense of more granular analysis of any particular issue.

The themes generated from the responses offer novel insights into the benefits sought in developing an app, as well as the technological, organizational and environmental factors that act as barriers and facilitators. The open-ended format of this research captures a greater breadth of perspectives at the expense of a more granular analysis of any particular issue.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Use of mobile applications can enhance performance in business-to-business (B2B) contexts. Firms are able to develop apps in order to attain various benefits but must also be cognizant of different technological, environmental and organizational factors with the potential to facilitate or impede development.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

The purpose of the paper is to theorize how to develop student entrepreneurs' ability to reflect by means of a learning activity called the entrepreneurial diary, which seeks to develop self-regulated learners capable of intelligent entrepreneurial action. The importance of self-regulation in entrepreneurship is linked to the individual's ability to make judgments under conditions of uncertainty, which requires reflective thinking.

The paper builds on a synthesized conceptualization of three main literature strands, reflective thinking, cognitive-load theory and experiential entrepreneurship education. In addition to the synthesized conceptualization, it builds on some empirical insights derived from a venture creation master programme in which the learning activity has been developed and refined for the last seven years.

The main finding from the paper is the theoretical justification for why reflective thinking deserves an important place in the educational process and how the entrepreneurial diary as a learning activity can create a bridge between theory and practice in venture creation programmes that take an experience-based pedagogical approach. Furthermore, the study also provides some empirical insights of how students create self-awareness of their learning through the method and the metareflection reports. Self-awareness is foundational for developing conditional knowledge on why and when to make entrepreneurial decisions to balance the often action-oriented processes seen in venture creation programmes.

The paper provides both a practical learning activity to be used in the entrepreneurial classroom and a theoretical contribution on how entrepreneurial experience is transformed into entrepreneurial knowledge to enhance students' judgmental abilities to make entrepreneurial decisions in future entrepreneurial endeavours.

The purpose of this paper is to describe how the concepts of business models and project governance can enhance value creation in building projects.

Based on theory derived from management literature, the authors outline a framework combining a project’s business case and governance functions with the business model of the design team. This was tested in two major projects and evaluated in three expert workshops.

The research reveals that the business model of the design team focus on efficiency rather than on the client’s strategic objectives. This entails a need for project governance functions. The framework presented shows promising capability of aligning the project with client strategy. The authors believe there is significant value in transferring these ideas and knowledge across national boundaries.

The research identifies a gap between business objectives and outcome. The value creation approach in the client organisation diminishes into the way project governance is implemented in some projects. The conceptual framework provides the industry with a new tool for improving its knowledge and practice.

First governance model derived from strategy theory that combines strategy and governance in one holistic model.

This paper reports the findings of an empirical study of project management (PM) practice and of attitudes and opinions of people involved in projects in UK organisations, to determine the extent to which PM has evolved into being broader in its concepts, methods and application than “traditional” PM. Based on previous research and survey data, characteristics of an “emergent” PM approach are described. This leads to the establishment of a number of possible normative theories relating to the management of projects, but empirical evidence shows situations in which there are problems in applying the theories in practice. It is concluded that there is an opportunity for the PM community to provide leadership through the development of valid and useful theories, but in order to do this there is a need for further research.