Search results

The purpose of this article is to examine the major determinants for adopting virtual integration strategy in organizations. The article also addresses the competitive implications of adopting virtual integration strategy.

The article proposes a theoretical model that shows the major internal as well as external factors for adopting virtual integration strategy. In addition, the article presents real‐world applications of this strategy to explain the adoption process.

Virtual integration is a viable strategy in industries characterized by rapid product innovations and a high degree of competition. Virtual integration enables information technology driven supply chain coordination.

Future research efforts in this area should focus on testing empirically the proposed relationships between adopting a virtual integration strategy and firm performance using different industry categories.

Executives in a highly competitive, innovative and increasingly varying market demand may benefit from adopting virtual integration strategy. By doing so, firms can integrate their processes using information technology to be more customer‐responsive and competitive.

This article identifies the value of adopting a virtual integration strategy and highlights the major factors affecting the adoption of this strategy in organizations. Managers at medium and high‐level positions in particularly dynamic industries will most likely benefit from this article.

Rapid product/process realization and enterprise integration have been identified among the major imperatives for enabling the next generation manufacturing paradigm. This paper proposes a virtual factory modeling approach to support these imperatives. A virtual factory is defined as an integrated simulation model of major subsystems in a factory that considers the factory as a whole and provides an advanced decision support capability. It seeks to go beyond the typical modeling of one sub‐system at a time, such as the manufacturing model, the business process model and/or the communication network model developed individually and in isolation. A basic virtual factory model of a semi‐conductor backend factory has been developed for concept demonstration. Application examples are used to demonstrate the integration between business processes and manufacturing system performance. Future work will move further towards the development of the complete virtual factory and its industry applications.

Augmented reality (AR) has become a trend, and the effects of Pokémon Go, the most popular online and mobile game, have been explored in many studies. However, few studies have developed questionnaires of fit to investigate the relationship between the fit and the integration of the game's virtual world and reality. The paper intends to integrate the models of stimulus-organism-response (S-O-R) and information systems success with cognitive fit theory to explore the fit and reactions of users in the integration of real and virtual worlds.

Following MacKenzie's scale development, two surveys were conducted. The first survey was conducted to perform a scale development of fit. The second survey was collected from 315 Pokémon Go players to validate the fit scale and it was analyzed via structural equation modeling.

The results show that scale development of fit has good reliability and validity. Furthermore, game information quality, game system quality and virtual (Pokémon) characteristics have significantly positive effects on cognitive and emotional fit. Cognitive and emotional fit have significant positive effects on user satisfaction, and user satisfaction has significant positive effects on continued intention to play. The results suggest that maintaining the quality of the game and improving the virtual interface will provide a better fit between the real and virtual worlds, enhancing user satisfaction with the fit as well as their intention for continued use.

Although fit has been widely studied in various contexts, the application of AR has been rarely discussed. This study develops a scale of fit and takes Pokémon Go as the subject to validate the fit measurement and discuss players' cognition and feelings regarding the game. The authors measure user reactions to different stimuli and explore cognitive and emotional fit as well as the integration of virtual worlds and reality. In sum, to the best of the authors’ knowledge, this is one of the earliest studies to explore and develop a cognitive and emotional fit scale for future researchers and practitioners.

Successful virtual working requires organizations to adopt new approaches towards managing and leading in the following key areas: managing infrastructure, people, information and joint activities/processes. Marketing transformation and integration between the partners’ internal and external activities and relationships are the prerequisites in order to combine their core competencies creating dynamic virtual collaboration networks. In this paper several e‐partner relationship management paradigms are illustrated and categorized according to the degree of integration and e‐marketing/business transformation. The proposed integrated e‐partner relationship management solution offers a systematic process for ensuring that specific partnerships criteria are developed and managed in the most beneficial way for the involved parties in virtual environment.

In this chapter, we focus on virtual teams and emotions during postmerger and acquisition (M&A) integration. Our main research question is “How to manage emotions and virtual teams following cross-border M&A?”. We answer this question through the following research subquestions: (1) What virtual interaction can be identified post-M&A?; (2) What emotions arises from virtual communication; and (3) What emotions and challenges do virtual teams encounter following cross-border M&As? This research is based on a single case study. The main findings imply that emotions, trust, and cultural differences play an important role in virtual interaction following a cross-border M&A.

This paper aims to understand the factors of the exchange relationship that influence a target-partner’s decisions to adopt virtual governance strategies.

Hypotheses are tested using an online panel of 259 key informants from manufacturing firms that sell goods to retailers. Data are analyzed using structural equation modeling.

The study confirms the hypotheses that the target partner’s trust in the initiating partner is a significant driver of supply chain management system (SCMS) adoption intention. While trust fully mediates the adverse effects of technological uncertainty on adoption intentions, asset specificity directly influences both trust and adoption intentions. Additionally, the initiating-partner’s incentive orientation mitigates these effects and encourages SCMS adoption.

This paper contributes to the study of virtual governance and interorganizational adoption decisions in two primary ways. First, it elucidates the relationship between transaction costs and relational norms. Second, it examines the role that the shadow of past incentives has on the target-partner’s decisions to electronically integrate with the initiating partner.

The findings from this study contribute to the virtual governance and interorganizational technology adoption literature by demonstrating the relevance of characteristics of the exchange relationship in the target-partner’s decision to adopt the SCMS technologies necessary for electronic integration. This study provides a better understanding of the function of transaction costs and relational norms that paves the way for further exploration of the choice to adopt virtual governance strategies.

Given that SCMSs enable virtual governance, the findings of this study make important contributions to understanding how transactional and relational elements of the exchange relationship influence a target-partner’s decisions to participate in vertical control strategies with an initiating-partner.

MOOCs represent a new concept that offers learning content to participants freely, anywhere and anytime. However, they suffer from several unsolved problems such as high dropout percentage, low completion rate or uncontrollable understanding level of the participants that can be caused by the lack of the practical activities and simulations. This article aims to propose a solution to ensure the integration of virtual manipulations in MOOCs.

This paper proposes the integration of virtual manipulations (simulations and practical activities) relying on augmented reality. To ensure the manipulation of the used 3D objects, two methods have been proposed based on markers or hand gestures. Customized markers are used, facilitating their recognition by the users, to visualize the objects and to ensure their interactions. Hand gestures have been proposed to perform the manipulation easily. Consequently, hand detection and gestures classification using hand contour detection and HSV filter have been applied.

Two MOOCs pedagogically similar were proposed to evaluate the effectiveness of the proposed solution. The only difference is that the second MOOC contains virtual manipulations that the participants can perform to understand better and to interact during the courses. The finding results show that the participants’ understanding and satisfaction levels in the second MOOC were higher, and the dropout rate was lower than the first one.

The integration of practical activities/simulations in MOOCs using augmented reality is the key novelty of our work. To do so, two manipulation methods have been proposed, so the instructor can feel free to choose the adequate method to ensure a better progress of the manipulations.

The purpose of this paper is to inform readers on what is known on information processing in virtual teams and to discuss the consequences of these findings for the management of virtual teams.

Systematic review of the literature on information processing in virtual teams based on a general information processing model for teams.

An overview of the most relevant factors that influence the effectiveness of virtual teams is provided.

The review is based on existing literature on virtual teams and it discusses future research directions opened by the conceptualization of virtual teams as information processing systems.

The paper identifies the factors that can improve the effectiveness of information processing in virtual teams.

The general information‐processing model for teams enables a systematic integration of the fragmented literature on virtual teams.

The aim of this study is to evaluate the implicit and explicit attitudes of Generation Z (Gen Z) individuals toward the experience of visiting and getting to know traditional or virtual museums.

Two studies were conducted. The first study assesses the implicit attitudes of Gen Z individuals through Implicit Association Tests (IAT) toward the experience of visiting traditional versus virtual museums. Considering the results of the study one, the second study proposes and validates a conceptual model through PLS-SEM approach about the explicit attitudes of this generation toward virtual museums.

In the first study, it was found that virtual museums are more successful at engaging and immersing participants than traditional museums for Gen Z. The second study emphasized the significance of meeting Gen Z expectations and ensuring effortless access to information in virtual experiences as this can lead to increased satisfaction and inspiration among this generation.

The originality of this study lies in its focus on Gen Z's attitudes toward virtual museums and the use of both implicit and explicit attitude measures to gain a comprehensive understanding of these attitudes. An interesting aspect emerges from the implicit attitudes displayed by Gen Z, indicating their preference for virtual museums as more captivating compared to traditional ones.

The key to success in the internet business lies in how you carry out the integration between virtual and physical channels. The purpose of this paper is to aim at defining the solution to the integration.

Channel coordination is grounded on a new governance of integration strategy which bridges the channels. This study proposes a novel research model with three stages: first, click-and-brick strategies; second, channel coordination for three purchase stages; and third, synergy realizations. A survey was conducted for collecting empirical data. PLS was used for path analysis. In total, three separate statistical analyses were performed for three defined integration strategies.

Click-and-brick strategies have different degrees of impact on channel coordination in different purchase stages and in turn, different degrees of impact on synergy benefits. Specifically, the in-house division strategy is more important in determining channel coordination in the three purchase stages.

Customers initially perceive online services with a nature of low trust and view them as highly risky. This integration is useful for a firm to successfully start a new online business. Further, it provides insight into allocating a firm’s resources to critical multi-channel activities to realize synergy benefits.

Multi-channel marketing is dynamic and complex in nature. Existing theories provide limited insight into effectively defining them. This study attempted to define a strategy-based implementation model. This model demonstrated the capability to effectively reduce the complexity of defining channel integration.