Jorge Xavier and Winnie Ng Picoto
Regulatory initiatives and related technological shifts have been imposing restrictions on data-driven marketing (DDM) practices. This paper aims to find the main restrictions for…
Abstract
Purpose
Regulatory initiatives and related technological shifts have been imposing restrictions on data-driven marketing (DDM) practices. This paper aims to find the main restrictions for DDM and the key management theories applied to investigate the consequences of these restrictions.
Design/methodology/approach
The authors conducted a unified bibliometric analysis with 104 publications retrieved from both Scopus and Web of Science, followed by a qualitative, in-depth systematic literature review to identify the management theories in literature and inform a research agenda.
Findings
The fragmentation of the research outcomes was overcome by the identification of 3 main clusters and 11 management theories that structured 18 questions for future research.
Originality/value
To the best of the authors’ knowledge, this paper sets for the first time a frontier between almost three decades where DDM evolved with no significative restrictions, grounded on innovations and market autoregulation, and an era where data privacy, anti-trust and competition and data sovereignty regulations converge to impose structural changes, requiring scholars and practitioners to rethink the roles of data at the strategic level of the firm.
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Adérito Leitão Martins and Winnie Ng Picoto
The adoption of information systems (IS) by small- and medium-sized enterprises (SME) leads to the acquisition of new competencies and relative advantages. In some cases, the…
Abstract
Purpose
The adoption of information systems (IS) by small- and medium-sized enterprises (SME) leads to the acquisition of new competencies and relative advantages. In some cases, the decision to adopt IS results from legal obligations that companies must comply with. This paper aims to assess the effect of the mandatory digital transmission of documents to the tax and customs authority on the decision to adopt IS by SMEs.
Design/methodology/approach
The authors propose a research model to analyze the antecedents of IS adoption and the relationship between that adoption and the development of new competencies and the consequent relative advantages. Based on the data from 94 European SMEs, this paper tests the research model with a partial least squares approach.
Findings
The findings show that companies decide to adopt IS due to their obligations for tax compliance. However, while some companies decide to adopt basic IS just to comply with the transmission of documents, others decided to implement more complex systems to satisfy wider company needs.
Research limitations/implications
Due to time constraints, the characteristics of the respondents such as their sector of activity, the sensitivity of companies and entrepreneurs to IS, their geographic distribution or years of activity were not studied. As mentioned above it is important to investigate further the characteristics of the companies and their differentiation factors between those who only invest to reduce costs and those that see IS as a differentiating factor. This factor could be a source of information to study the company and its environment that is very useful in increasingly competitive markets.
Practical implications
This study is important because it shows managers the possible ways of thinking that can guide their investment decisions and whether these will lead them to face future challenges.
Originality/value
For researchers, this paper shows how a change in the law may have an effect on decisions to adopt technology and how existing theories can be applied to study the effects of changes in the law.
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Diogo Carvalho, Winnie Picoto and Peter Busch
The paper aims to clarify the potential impact of data gathered from social media (SM) in the competitive intelligence (CI) process of organizations. As use of SM expands…
Abstract
Purpose
The paper aims to clarify the potential impact of data gathered from social media (SM) in the competitive intelligence (CI) process of organizations. As use of SM expands, analysis of this data becomes a critical business need providing essential support for decision makers. This paper seeks to examine how SM be used to enhance CI in an organizational context.
Design/methodology/approach
This paper adopted an exploratory mixed-method approach followed by a sequential and equal status design, with qualitative semi-structured interviews, accounting for the qualitative study and serving as precursor to a quantitative structured survey. Interviewees included a university professor and CI consultant, an SM analyst and a subject in a management position – all in the field of CI. A survey was sent to Fortune 1000 companies. Some 227 companies replied.
Findings
The findings were that the majority of respondents produce CI reports at least monthly, and that information transmitted mainly by presentation within organizations. Over 70% of companies outsource CI activities to specialized firms, while 80.9% of organizations felt CI improved their relationship with their customers. Not surprisingly, as the number of people dedicated to CI activities increased, the likelihood of an organization hiring outside companies specializing in CI diminished.
Research limitations/implications
All organizations sampled were large US companies; thus, small- and medium-sized enterprises were excluded, as were non-US viewpoints. As survey respondents were anonymous, the source of data at the level of the individual is missing. Finally, only three interviewees provided the qualitative data.
Practical implications
This investigation determined organizations should have an established and well-structured CI department. Furthermore, such a department should have between five and ten employees to maximize the potential. Outsourcing depends on the company’s specific needs. Nevertheless, regardless of whether it outsources CI activities or not, each firm should monitor SM to enhance the CI process.
Originality/value
Much SM-based CI is either non-existent or in “embryotic” stages in most companies, and therefore still a work in progress. Furthermore, as SM is a relatively new phenomenon, studies supporting its implementation are scarce. Companies stand to gain significant improvements to CI if SM is effectively used.
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Patricia Martins, Winnie Ng Picoto and France Bélanger
This study explores the differences between digital immigrants (DIs) and digital natives (DNs) in the continuance of routine and innovative information system use.
Abstract
Purpose
This study explores the differences between digital immigrants (DIs) and digital natives (DNs) in the continuance of routine and innovative information system use.
Design/methodology/approach
A quantitative survey was conducted with two different samples comprising 100 DIs and 152 DNs in mandatory information system use contexts. Data were analyzed with structural equation modeling to examine the hypothesized relationships in the research model.
Findings
Results revealed differences among digital nativity groups. The effect of confirmation of expectations about system use on satisfaction is stronger for DNs whereas the effect on task–technology fit (TTF) is similar in both digital groups. Interestingly, significant differences between digital nativity groups occur in routine use. For DIs, TTF and habit are significant while for DNs, satisfaction significantly affects routine use. The results show no difference between digital native groups regarding innovative use.
Originality/value
This study extends the concept of digital nativity to routine and innovative system use, contributing to an enhanced understanding about the differences in information systems continuance (ISC) based on digital nativity. It also provides a fine-grained discussion of how to classify digital nativity and its impact in working contexts and extends the IS continuance model by considering two types of IS usage.
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Cristiane Drebes Pedron, Winnie Ng Picoto, Gurpreet Dhillon and Mário Caldeira
The purpose of this paper is to define objectives for Customer Relationship Management (CRM) system adoption. The objectives provide a theoretical basis for strategizing about CRM…
Abstract
Purpose
The purpose of this paper is to define objectives for Customer Relationship Management (CRM) system adoption. The objectives provide a theoretical basis for strategizing about CRM system adoption. The objectives also provide managers to clearly direct CRM system adoption, thus ensuring a highly successful outcome.
Design/methodology/approach
The authors conducted a sequential multi-method research in Europe. The initial qualitative phase constituted 62 in-depth interviews. Using Keeney’s (1992) value-focused thinking approach, the authors defined 102 CRM system adoption objectives. Quantitative purification techniques, using a sample of 210 organisations, a more parsimonious set of objectives were developed. The complete set of objectives were classified into fundamental and means objectives.
Findings
Results present three fundamental and three means objectives. These objectives allow for successful CRM system adoption. The three fundamental objectives are: maximise CRM organisational culture; ensure an effective relationship with CRM providers; and minimise CRM project risks. The three means objectives are: maximise CRM usage, maximise relational marketing capabilities, maximise CRM orientation.
Practical implications
This study provides strategic objectives that can be used by companies to plan adoption of a CRM system. Hence the fundamental and means objectives take the form a strategic planning template.
Originality/value
Although technology adoption has been well researched and has also been extended to address CRM systems, the focus has largely been behavioural. The strategic objectives for CRM system adoption, presented in this paper, are novel. Objectives enable decision making and resource planning. The combination of fundamental and means objectives provide a theoretical basis for ensuring successful CRM system adoption.