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Despite all the recent achievements in the field of interactive marketing and artificial intelligence (AI), it is important to consider the ethical implications of these technologies. This paper explains the concept of corporate digital responsibility (CDR) and how it is affected by new advances in AI.

The authors build on the work of Wirtz et al., (2023) and derive several managerial implications for the challenges that AI poses to CDR. CDR refers to a service company's ethical and fair use of data and technology within its digital service ecosystem. It involves establishing standards, protecting customer privacy, conducting external audits and striving for an equitable power dynamic between service firms and their partners.

Despite the risks involved, many companies are not prioritizing good CDR practices. Financial benefits from the collection and use of consumer data, improved customer experience through AI-driven customization and personalization, cost reduction through service automation and the trade-offs between organizational goals and CDR practices can prevent companies from prioritizing good CDR practices.

This is one of the first articles in the service domain to take the concept of CDR and apply it to recent developments in generative AI.

The emergence of powerful AI tools presents opportunities and challenges. Research opportunities include responsible business restructuring, responsible service automation to ensure fairness and human oversight, addressing dehumanization of service delivery, responsible customer profiling to address privacy and discrimination concerns and preventing AI misuse.

Artificial intelligence (AI) is revolutionizing businesses and daily life, with AI-powered technologies like personal assistants and medical diagnostic systems transforming how we interact and make decisions. However, the ethical implications of these technologies cannot be ignored. AI systems can produce biased results and decisions if not designed to be fair and unbiased. Corporate digital responsibility (CDR) provides a valuable framework for addressing these ethical dilemmas. Service organizations need to navigate CDR issues across the data and technology life-cycle stages (e.g., their creation, operation, refinement, and retention) and across its digital service ecosystem (including its external business partners). Despite the risks associated with poor CDR practices, companies may adopt them to benefit from data monetization, enhanced customer experience, and productivity improvement. To mitigate these risks and build a strong CDR culture, organizations need to establish ethical norms, prioritize customer privacy, and ensure equitable power dynamics with business partners. The emergence of generative AI poses enhanced CDR challenges, such as AI complexity, monitoring, accountability, and workforce changes. Going forward, CDR is a crucial framework for firms to address the needs of their multiple stakeholders and to ensure sustainable business practices in the increasingly digital service world.

Firm resilience is critical for firm survival and development. The purpose of this study is to investigate whether chief executive officer's (CEO) self-oriented perfectionism affects firm resilience by taking into consideration of the mediating role of strategic decision comprehensiveness and the moderating effect of competitive uncertainty.

This study adopts the survey method and uses two-wave survey data collected from 140 CEOs in different industries in China. The ordinary least square (OLS) regression model and path analysis are adopted to test the authors' theoretical hypotheses.

The results show that self-oriented perfectionism drives CEOs to pay attention to thoroughness and detail, which helps enhance strategic decision comprehensiveness and further facilitates firm resilience. Furthermore, the positive effect of CEO's self-oriented perfectionism on strategic decision comprehensiveness is weakened when competitive uncertainty is high.

To promote firm resilience, self-oriented perfectionism can be considered when hiring or promoting key decision-makers. When making strategic decisions, top managers need to search for adequate information, consider various factors and seek more alternative plans to improve strategic decision comprehensiveness to further facilitate firm resilience.

This study pioneers the influence of CEO's perfectionism on firm resilience and further tackles the underlying mechanism behind the influence, which contributes to extending the micro-foundation of firm resilience and enriching perfectionism literature in the strategic leadership field.

Technology-enabled business-to-business (B2B) services contribute the largest share to GDP growth and are fundamental for an economy’s value creation. This article aims to identify key service- and digital technology-driven B2B innovation modes and proposes a research agenda for further exploration.

This conceptual paper adopts a techno-demarcation view on service innovation, encompassing three core dimensions: service offering (the service product, or the “what”), service process (the “how”) and service ecosystem (the “who/for whom”). It delineates the implications of three digital technologies – the internet-of-things (IoT), intelligent automation (IA) and digital platforms – for service innovation across these core dimensions in B2B markets.

Digital technology has immense potential ramifications for value creation by reshaping all three core dimensions of service innovation. Specifically, IoT can transform physical resources into reconfigurable service products, IA can augment and automate a rapidly expanding array of service processes, while digital platforms provide the technical and organizational infrastructure for the integration of resources and stakeholders within service ecosystems.

This study suggests an agenda with six themes for further research, each linked to one or more of the three service innovation dimensions. They are (1) new recurring revenue models, (2) service innovation in the metaverse, (3) scaling up service innovations, (4) ecosystem innovations, (5) power dependency and lock-in effects and (6) security and responsibility in digital domains.