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The digital platform (DP) develops through a network capability that combines technological infrastructure and resources to provide goods or services. This article investigates how institutions influence the development of the DP entrepreneurship ecosystem (EE) in a developing economy context.

An exploratory qualitative approach based on interviews with 33 DP business executives in Nigeria was the chosen research method. The interview method took the form of face-to-face, telephone and zoom video meetings, depending on the respective preferences of the participants. The research philosophy is based on interpretivism. Hence, the collected data were analyzed thematically and interpreted to make sense of the business executives' perspectives about the DP landscape as well as its institutional enablers and barriers.

The findings reveal institutional elements that are either too underdeveloped or weak to nurture an effective DP system resulting in high cost of doing business. A key cultural challenge is obtaining an honest workforce and managers. Also, there is lack of effective policies, weak regulation, multiple taxation and foreign competition, which affects local digital firms. Although cultural diversity has several merits, differences in cultural values and languages create marketing and promotion challenges. Moreover, the low level of digital literacy between Generation Z, Millennials and others, such as Baby Boomers and Generation X, poses a significant challenge concerning customer segmentation.

Research on digital technologies, the complexity of platform architectures and institutional logic has attracted interest in recent years. This article explored the institutional logic influencing the development of DP ecosystem (providing knowledge about EE in a developing world context). Despite the institutional challenges, there are multiple opportunities for Nigerian DP sector to flourish in the fast-growing economy.

The value of this article is related to how micro-, meso- and macro-institutional forces combine to support or become barriers to the development of the DP ecosystem, especially in developing economies where digitalization is creeping into every business sector and society.

Acknowledging previous scholarly focus on functional attributes in understanding technology acceptance behaviour, the current study aims to offer a novel perspective by integrating eight different dimensions of utilitarian and hedonic attributes to examine their influence in delivering a holistic web-based retail shopping experience.

The research model was tested and validated through data collected from 370 online shoppers across both hedonic and utilitarian product ranges. Hypotheses were tested using covariance-based structural equation modelling with multi-group analysis to examine the moderation effect.

The findings strongly support the model confirming eight new utilitarian and hedonic dimensions that influence web-based retail shopping behaviour. The findings also confirm that hedonic attributes remain important even for utilitarian product purchasing.

The key managerial implication is the demonstrated need to balance utilitarian and hedonic attributes in web-based retail platforms, where previously, there has been an overemphasis on functional features. Web-based retailers should consider the optimal blend of utilitarian (e.g. information quality) and hedonic (e.g. aesthetic) attributes in the design of a retail shopping site, irrespective of the product category.

This study integrates multiple dimensions of utilitarian and hedonic attributes into a single model and highlights the interplay of these attributes, thus extending the technology acceptance model. This paper also advances scholarship through its identification of attribute impact across different product categories.

This study aimed at investigating employee training, employee participation and organizational commitment (OC) and the moderating effect of workplace ostracism among bank employees.

The study used a descriptive and cross-sectional design with the aid of a standard scale constructed into a questionnaire. Cluster, convenience and simple random sampling techniques were used to select 1,067 respondents, of which 870 were deemed fit for the study. The theories underpinning the study were the social exchange theory (SET) and social identity theory (SIT). Four hypotheses were developed and tested using hierarchical multiple regression analysis, and moderation using PROCESS macro.

The study found that employee training and employee participation had a significant positive relationship with organizational commitment, while organizational ostracism had a significant but negative relationship with organizational commitment among bank employees. The study also found that workplace ostracism moderated the relationship between organizational climate and organizational commitment The study recommended that organizational commitment requires management training their workforce, allowing employee participation in decisions, and minimizing or outrightly eradicating the practice of organizational ostracism. It is, therefore, concluded that workers place great value on training and participation in decision-making and frown at organizational ostracism.

This paper fills in the gaps left by the paucity of empirical investigation of the moderating role that workplace ostracism plays between employee training, employee participation and organizational commitment – a feat that is lacking in developing countries. It serves as a reminder to management to prevent or entirely eliminate workplace ostracism to allay an employee's impression of being a threat to an organization when commitment is low.

This article aims to examine the impact of multiple suppliers on competitive advantage by exploiting digital capabilities.

The author propose a structural equation model with the adopted measure from the literature. Hence, the study conducted an online survey in Indonesia with 450 qualified respondents involving managers and owner-managers.

The results indicate multiple suppliers help the firms to exploit digital capabilities, which foster them to achieve competitive advantage. Hence, different level of market turbulences determines the impact of numerous suppliers on competitive advantage. Specifically, the multiple-suppliers approach is more effective in supporting buyer firms to gain a competitive advantage during high market turbulence than low market turbulence.

This study offers empirical evidence with unit analysis of buyer firms that seek competitive advantage by exploiting digital capability. However, this approach focusses on a single unit analysis, which is buyer firms. Hence, there is an opportunity to adopt qualitative approach to explore the suppliers and end-users from different perspectives from other supply chain players.

This article contributes to the growing literature on the resource-based theory by examining the relationship between the multiple-sourcing model and competitive advantage. The authors also discuss the intersection between resource-based, dynamic capability and stakeholder theory.