Search results

The technological innovation of Software as a Service-Enterprise Resource Planning (SaaS-ERP) opens several relative advantages, which may be realized by choosing the proper operation mode. Thus a company looking for a new ERP system faces the question: When and under what conditions does it make sense to choose a SaaS-ERP system? The paper aims to discuss these issues.

The relative advantage criterion of the diffusion of innovation theory, derived as operation mode differences, determine the conditions under which SaaS- or On-Premise-ERP is preferable: a classification of all main systemic operation mode differences between SaaS and On-Premise for the more complex ERP systems is presented. The systemic differences were identified by analytic generalization using triangulation between a literature review and a multiple case study with four ERP producers.

The most significant decision factors between ERP operation modes are flexibility, customization, cost, and operation and maintenance. General strategies have been derived by bringing the theoretical reasons together with the operation mode difference criteria. Typical criteria for selecting SaaS-ERP are a lack of IT-capacity or capabilities, as well as high need for flexibility, due to business development, seasonality, growth, collaboration and/or expansion. On-Premise-ERPs should be selected if specific or strategic resources would be outsourced or when major customization is a need.

Case research is limited in that it reveals only ERP producers’ view and omits outlying cases.

The findings implicate that ERP selecting customers should consider and expand their criteria for ERP selection by operation mode criteria.

The classification of the most essential operation mode differences allows, for the first time, ERP selecting customers to design selection strategies. ERP selecting companies should strategically favor the operation mode that best suits their respective organizational characteristics so as to obtain the best possible support from the ERP operation modes.

This part contains four papers. Even though this volume of AIM primarily concerns exporter–intermediary relations, the first two contributions deal with channel choice and partner selection. The first chapter by Kent Eriksson, Jukka Hohenthal and Jessica Lindbergh, “SME export channel choice in international markets”, tests some of the fundamental factors proposed by the IP model explaining choice of entry mode (accumulation of knowledge of foreign markets determining foreign operation modes). Later developments of the model claim that experience and knowledge of local business relationships are also essential elements of the IP model. Whereas the IP model has been found to hold well for incremental resource commitments, it has – in contrast to transaction-cost theories – produced mixed results concerning its ability to explain operation modes. The authors present findings from research in 494 firms from Sweden, Denmark and New Zealand: factors included in the initial explanation of the IP model explain choice of channel, but later developments of the model do not. Implications are that the foreign market knowledge is, and that more incremental experiential knowledge accumulation is not relevant for export channel choice as regards integrated or non-integrated channel. The results show that for Small and Medium Sized Businesses (SMEs), expected market growth lead to use of integrated channels. Integrated channels make it possible to reap more of the profits from a growing market and to learn faster about what is going on in the market. They also found that use of integrated channels is correlated with cultural distance, contradicting the findings of Johanson and Vahlne (1977) and Kogut and Singh (1988). The IP model therefore offers a rather weak explanation of choice of integrated channel.

Cities evolved into quite complex urban systems. The rigid management process must reflect the complexity of the current political, social, and economic environment. With the vast city growth, citizens experience new difficulties – traffic congestion, pollution, immigration, overcrowding, and inadequate services.

In our research, we analyze problems and benefits that occur with the growing complexity and offer a new concept considering every city as a live and constantly developing complex adaptive system of many participants and actors that operate in an uncertain environment. These actors (residents, businesses, transport, energy, water supply providers, entertainment, and others) are the main elements of city life.

The new concept of “Smart City 5.0” is based on a previously developed model of Smart City 4.0 (compared with Industry 4.0) and implements the Urban Digital Ecosystem, where every element can be represented by a smart agent operating on its behalf. It is shown that smart services can interact vertically and horizontally in the proposed ecosystem, supporting competition and cooperation behavior based on specialized network protocols for balancing the conflicting interests of different city actors.

The chapter describes the design principles and the general architecture of the Urban Digital Ecosystem, including the basic agent of smart service, protocols of the agent’s negotiation, the architecture, and basic principles Smart City knowledge base.

The developed evolutionary methodology of implementation will ensure a minimum of disruptions to city services during its transformation into an urban ecosystem to harmoniously balance all spheres of life and the contradictory interests of different city actors.

This article outlines the nature of corporate marketing myopia and details the salient characteristics of a corporate marketing logic. The notion of identity‐based views of the firm is held to be highly meaningful to the comprehension of corporate marketing. In addition, the paper aims to broaden the understanding of the antecedents of corporate marketing by making reference to earlier, integrative endeavours (sensory integration, design integration, communications integration, branding integration and identity integration).

The commentary explains the nature, antecedents, and benefits of an organisation‐wide corporate marketing logic.

A corporate marketing logic characterises those organisations which realise their institutions and corporate brands can be important sources of differentiation. Moreover, it is held that organisations need to be involved in multi‐lateral relationships vis‐à‐vis customers, other stakeholders and with society at large. It is also mindful that an organisational marketing orientation should accord sensitivity to CSR/ethical concerns. A key precept of the corporate marketing logic is that it is institution‐wide ethos which is enacted via an organisation's culture. A long and a short definition of corporate marketing are enumerated.

Perceiving organisational marketing via the prism of identity‐based views of the firm and utilising the new corporate marketing mix (the 8Cs of corporate marketing) affords a practical and pragmatic means by which senior managers can foster and maintain a corporate marketing ethos and culture.

A corporate marketing framework is introduced which is informed by: identity‐based views of the firm perspective and by key corporate‐level constructs.

Focusing on the supply side of peer-to-peer (P2P) accommodation service sector, this study identifies the emerging types of micro-enterprise operators in the growing Chinese market, and investigate their respective operational risks and coping strategies.

A qualitative study was adopted to explore the micro-enterprise in peer-to-peer accommodation in China. Twenty semi-structured interviews were conducted to explore the operators' behaviors in the service sector.

Based on the types of property ownership and forms of interaction, four groups of operators were identified, i.e. hospitable sharers, remote sharers, roommates and butlers. This study uncovers their operational risk factors (safety, cost, legal and social, psychological) and respective coping strategies.

Most prior studies on P2P accommodation sector are conducted from the demand side about customer behaviors. This study not only enhances the understanding of the hosts in the sharing economy by developing a novel typology of operators, but also provides insights into the operational behaviors on an individual operator perspective.

Language commonality and barriers are often taken as exogenous given variable and independent of the context; however in this chapter we investigate the factors determining perception of language barriers. As such we are responding to the question of when do managers perceive language barriers and which business contexts foster the perception of language barriers and which do not? Language serves different purposes and entails different communicative requirements depending on the context in which it is used. In addition, language has multiple dimensions and we argue that the different dimensions of language vary in their importance depending on the specific context, where the contextual variation in this case is related to the operation mode chosen in the foreign market. More specifically, we argue that language distance (relatedness in language) matters when the firms conduct business abroad through their own employees, while language incidence (accuracy in language) is critical when operating through a local agent. The different use of language implies a need for different language skills. The combination of the operation mode and the availability of people with the needed language skills will affect managers’ perception of language barriers. The hypotheses are tested on a large data set encompassing 390 multinational corporations headquartered in Finland, South Korea, New Zealand, and Sweden that have undertaken a business operation in a foreign country.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

The study this chapter reports focuses on how network theory contributes to the understanding of the internationalization process of SMEs and measures the effect of network capability on performance in international trade and has three research objectives.

The first objective of the study relates to providing new insights into the international market development activities through the application of a network perspective. The chapter reviews the international business literature to ascertain the development of thought, the research gaps, and the shortcomings. This review shows that the network perspective is a useful and popular theoretical domain that researchers can use to understand international activities, particularly of small, high technology, resource-constrained firms.

The second research objective is to gain a deeper understanding of network capability. This chapter presents a model for the impact of network capability on international performance by building on the emerging literature on the dynamic capabilities view of the firm. The model conceptualizes network capability in terms of network characteristics, network operation, and network resources. Network characteristics comprise strong and weak ties (operationalized as foreign-market entry modes), relational capability, and the level of trust between partners. Network operation focuses on network initiation, network coordination, and network learning capabilities. Network resources comprise network human-capital resources, synergy-sensitive resources (resource combinations within the network), and information sharing within the network.

The third research objective is to determine the impact of networking capability on the international performance of SMEs. The study analyzes 11 hypotheses through structural equations modeling using LISREL. The hypotheses relate to strong and weak ties, the relative strength of strong ties over weak ties, and each of the eight remaining constructs of networking capability in the study. The research conducts a cross-sectional study by using a sample of SMEs drawn from the telecommunications industry in Ireland.

The study supports the hypothesis that strong ties are more influential on international performance than weak ties. Similarly, network coordination and human-capital resources have a positive and significant association with international performance. Strong ties, weak ties, trust, network initiation, synergy-sensitive resources, relational capability, network learning, and information sharing do not have a significant association with international performance. The results of this study are strong (R2=0.63 for performance as the outcome) and provide a number of interesting insights into the relations between collaboration or networking capability and performance.

This study provides managers and policy makers with an improved understanding of the contingent effects of networks to highlight situations where networks might have limited, zero, or even negative effects on business outcomes. The study cautions against the tendency to interpret networks as universally beneficial to business development and performance outcomes.

The operation mode of enterprises will affect its resource commitment in the host country, involving different costs and time, as well as risks. Yet, the current state of knowledge about how the institutional environment affects the operation mode change of international construction enterprises is equivocal. This study aims to explore the impact of a host country's institutional environment on the operation mode change of international construction enterprises.

First, this study proposes a model on the impact of the institutional environment on the operation mode change of international construction enterprises. Second, this study used the Worldwide Governance Indicators (WGI) published by the World Bank and a questionnaire survey to collect data. Finally, the study employs a multiple regression methodology to test the hypothesis and discusses the results.

Results highlight that the important impact of the institutional environment on the operation mode change of international construction enterprises. The results showed that enterprises are more willing to increase resource commitments under the condition of stable institutional environment. In addition, enterprises' market-specific experience and general international experience, as moderating variables, weaken the impact of the institutional environment on the operation mode change. However, general international experience has no significant moderating effect.

The findings of this study provide practical implications for the investment risk assessment of international construction enterprises. Enterprises need to consider the change in institutional quality and institutional instability of the host country, as well as their own international experience when changing operation mode.

This study extends internationalization theory to the international construction field and provided theoretical guidance for the mechanism of operation mode change of international construction enterprises.