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The purpose of this study is to explore the antecedents of consumers’ online review intention in e-commerce platforms from a unique perspective of consumer commitment and platform design. Meanwhile, for the dual-platform strategy, i.e. providing both the web and mobile platforms simultaneously, which is widely adopted in the industry but lacks theoretical concerns, this study aims to examine the differences that platform design influences consumer commitment, consequently contributing to online review intention, between the web and mobile contexts.

A cross-sectional online survey is employed, and a structural equation model-based approach is utilized to analyze the data collected from both the website-preferred consumers (N = 167) and the mobile app-preferred consumers (N = 247).

The results indicate that instrumental support design factors and socio-emotional support factors positively influence consumer commitment, which further affect online review intention positively. Furthermore, design factors in different use contexts generate different impacts, and consumer commitment generates a greater effect on online review intention in the mobile than in the web context. Empathy is found to be an important motivator of consumer commitment in both contexts.

To the best of the authors’ knowledge, as one of the first attempts to capture the differences in the relationship between platform design on consumer commitment and online review intention in different use contexts within the dual-platform e-commerce, this study provides insights for e-commerce platform managers and designers to promote consumer commitment and online review engagement by prioritizing the platform design.

This study aims to investigate the impact of an institutionalized market context on platform ecosystem development. It studies how platform ecosystems are set up and evolve in the asset management industry and explores the role of the platform leader and selected core network partners in unleashing value innovation notwithstanding institutional barriers. A problematization lens is used to identify deviations between the management practices in this industry setting and the prescriptions and suggested practices in the extant literature on platform ecosystem development.

The research follows a retrospective longitudinal single-case design focusing on the development of a new platform ecosystem to which several PaaS initiatives are linked. It is based on 13 in-depth interviews over a one-year period triangulated with documentation and member checks. This study identifies the impact of regulations and norms on the early stages of platform ecosystem development.

In this institutionalized market, intensified interactions between carefully selected strategic market players focusing on platform development, lead to growing value innovation initiatives. The collaboration between core actors evolves “under the radar” with select partners and with lots of controls by incumbents. The value innovation process evolves in a non-disruptive way. Initially, the new value initiatives are rather incremental and focus on optimizing the present business models while slowly adding new peripheral services shared as successful signs of value innovation initiatives. This “submerged” direction enables platform actors to gather critical mass and stimulates co-evolution with key players.

This paper outlines one vertical and looks at various principles involved during early stages of platform development. Because the authors have chosen a deep dive into one institutionalized setting, future studies could investigate a broader scope of institutionalized settings/verticals and a broader scope of management stages and related practices to replicate the study and corroborate the findings. The idea raised from hybrid platform ecosystem development also warrants further study.

Practitioners in institutionalized business-to-business markets find suggestions on how to overcome institutional barriers to platform ecosystem development and this study shows which levers can be used by core actors of ecosystems to strengthen established business models and simultaneously unleash value innovation initiatives.

This study contributes to the understanding of the challenges to be faced when setting up and expanding platform ecosystems in a highly institutionalized setting and identifies “levers” to create a smooth flow and snowball effect for platform ecosystem development. It “fine-tunes” the extant literature on platform ecosystem development to institutionalized markets.

This paper aims to combine the social–technical systems and social exchange theories with the resource-based view of the firm, to investigate how business-to-business (B2B) service firms manage their social and technical resources to manage customer relationships.

An online survey-based study with 321 managers working in Australian small and medium (SME) firms is used to test hypotheses about the sequential and substitutional impact of four social and technical resources (service quality, satisfaction, trust and commitment) on customer loyalty, using both offline and online platforms.

The findings show that both social and technical chains of effects are viable channels for B2B service firms to build customer loyalty; however, mixing of both social and technical resources results in the weakening of both these chains.

The results based on B2B service relationships between Australian SME firms and their banks may not be generalizable to other contexts.

This research would help managers in B2B service firms understand the pitfalls of combining their social and technical resources because it may hamper their ability to build customer loyalty. Hence, they need to learn how to synergize their marketing resources across both offline and online platforms to achieve optimal results.

This research introduces social and technical chains of effects as a novel way to examine the ability of B2B service firms to optimize their social and technical resources in a synergistic manner to build and nurture stronger customer relationships.

Guided by memory-dominant logic, this study aims to examine how Airbnb experiences (i.e. home benefits, social interaction and authenticity) lead to memorability, which subsequently results in platform attachment and loyalty. The mediating role of memorability and the moderating role of arousal in forming platform loyalty were also investigated.

A quantitative method was adopted including the use of a national survey with US travelers who had an Airbnb accommodation experience in the past six months. Data were collected from a representative sample generated from the Qualtrics consumer panel using an online self-administered survey.

Results suggested that Airbnb experiences have a positive impact on memorability, which leads to platform attachment and loyalty. The findings further supported the full mediation. The results also revealed a moderating role of arousal in influencing the relationship between social interaction and memorability.

This study contributes to the literature by investigating the role of Airbnb experiences and memorability in influencing customer responses to the Airbnb platform. This study also provides a holistic understanding of how platform attachment and loyalty develop through the mechanism of memorability.

Given the continuous competition from hotels, Airbnb providers should continue to improve critical Airbnb attributes and balance its hedonic and functional values. The moderating role of arousal suggests that Airbnb could maintain a virtual community or a social platform where guests can interact with hosts or the locals before, during and after Airbnb experiences.

The findings provide a holistic understanding of the experiences with insight into the new business model of the sharing economy.

The purpose of this paper is the research of a novel gesture-based dual-robot collaborative interaction interface, which achieves the gesture recognition when both hands overlap. This paper designs a hybrid-sensor gesture recognition platform to detect the both-hand data for dual-robot control.

This paper uses a combination of Leap Motion and PrimeSense in the vertical direction, which detects both-hand data in real time. When there is occlusion between hands, each hand is detected by one of the sensors, and a quaternion-based algorithm is used to realize the conversion of two sensors corresponding to different coordinate systems. When there is no occlusion, the data are fused by a self-adaptive weight fusion algorithm. Then the collision detection algorithm is used to detect the collision between robots to ensure safety. Finally, the data are transmitted to the dual robots.

This interface is implemented on a dual-robot system consisting of two 6-DOF robots. The dual-robot cooperative experiment indicates that the proposed interface is feasible and effective, and it takes less time to operate and has higher interaction efficiency.

A novel gesture-based dual-robot collaborative interface is proposed. It overcomes the problem of gesture occlusion in two-hand interaction with low computational complexity and low equipment cost. The proposed interface can perform a long-term stable tracking of the two-hand gestures even if there is occlusion between the hands. Meanwhile, it reduces the number of hand reset to reduce the operation time. The proposed interface achieves a natural and safe interaction between the human and the dual robot.

In this chapter, we connect our focus — the organizing of marketing — to one of the strongest drivers for its change — digitalization — and draw attention to various “dual forces” that affect marketing as a consequence. These dual forces are associated with the concept of ambidexterity. Given that companies today are affected by digitalization, both internally in their organizations and in their external business relations, and that they need to act as ambidextrous organizations handling both old (“analog”) and new (“digital”) situations, how does this affect marketing, in general, and the organizing of marketing, in particular?

The chapter will be founded on the assumptions that digitalization is a central driver of change in business and society today, and this digitalization requires organizations to explore new opportunities while still operating with mature technologies in mature markets. Marketing most often has a central role in this situation of digitalization. The connection between digitalization processes, ambidextrous organizations, and the processes of organizing marketing is the focus of this chapter.

The subject is wide, and the aim of the chapter is to generate ideas on some potential consequences for marketing management and organization. The chapter ends with a set of propositions serving as starting points for further studies of the links between digitalization, marketing management and organization, as well as the forces resulting from digitalization.

With the development of e-commerce and mobile payment, platform sales become unstoppable, and many manufacturers also encroach on online market by establishing direct selling channels. Channel conflict intensifies in online market and quality differentiation and is widely used in business practice as an effective way to alleviate such a competition. The authors study a retail platform's sales strategy and interactions with an upstream manufacturer's encroachment strategy in this paper. Unlike most online marketplace and encroachment research, product quality selection is also engaged in the present research to capture the motivation above.

The authors analyze a game-theoretical model that the platform as the first/second mover participates in strategic decision-making, and then jointly decides the product quality level with manufacturer.

The authors find that encroachment always profits the manufacturer and almost hurts the platform. Interestingly, the first-mover advantage can help the platform guide the manufacturer encroachment and promote a “win–win” situation when product quality level is relatively slight or obvious. Nevertheless, the second-mover advantage can help the platform alleviate the profit loss caused by encroachment when product quality level is moderate. Furthermore, suffered from encroachment loss, the platform can make a credible threat by sales termination to restrain manufacturer encroachment.

This paper innovatively explores the strategic interaction between manufacturer encroachment and quality differentiation in a platform supply chain, and further analyzes the first-mover advantage in this interaction, which fills the gaps of previous platform research and has great significances to enterprise production and operational decision in business practice.

This paper aims to examine how customers encounter consumption-based evolution between mobile and offline platforms together with temporal and crossover effects. Counter to research on customer satisfaction theory, which shows that satisfaction directly affects loyalty, the authors show that when shopping between mobile and offline platforms, customers differently evaluate loyalty compared to the traditional satisfaction and loyalty approach. Also, customers differently evaluate three types of service quality from online to offline (O2O) platforms and response dynamically to firm satisfaction and loyalty.

This study tests temporal, carryover and crossover effects using longitudinal data sets.

From crossover loyalty shifts, the findings show that the relationship between offline provider satisfaction (OS) and mobile provider loyalty (ML) during consumption periods is consistently significant with similar impact. However, mobile provider satisfaction (MS) during the same periods does not impact offline provider loyalty (OL) in the same manner, but differs considerably in terms of pattern of influence. Specifically, the findings show that this crossover effect increases over time even though statistical impact is insignificant. Thus, the carryover loyalty shift has a positive impact when it originally occurs in the offline platform but differs significantly when it originates via the mobile platform. Practical implications – this study offers valuable guidance to managers on how O2O platform-centric firms try to enhance satisfaction with consumption system that links to three types of service quality and loyalty.

This study offers valuable insights into offline and ML. This is seen, however, as an experimental study and further research using the same method would enable cross-cultural comparators.

Insights can be drawn from the findings, enabling comparisons relative to service quality-satisfaction-loyalty linkage across dual platforms. The idea of evolution and progression over time is particular pertinent to business practice assuming data sets are gathered, maintained and analyzed.

Insights can be used from the research findings, including but not limited to comparing the service quality-satisfaction-loyalty linkage across dual platforms and providing firms with an explanation of temporal evolution.