2022
DOI: 10.1016/j.intman.2022.100946
|View full text |Cite
|
Sign up to set email alerts
|

The Digital Challenge for Multinational Mobile Network Operators. More marginalization or rejuvenation?

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1

Citation Types

0
2
0

Year Published

2022
2022
2024
2024

Publication Types

Select...
5
2

Relationship

0
7

Authors

Journals

citations
Cited by 11 publications
(4 citation statements)
references
References 17 publications
0
2
0
Order By: Relevance
“…The born-digital firms are those founded in the internet era with a global value chain and proposition while going-digital firms are traditional firms transitioned to digital by a new value proposition through innovation in product, services, business model, and improved internal business processes. There are several concepts introduced using various methodologies for borndigital or going digital firms: liability of ecosystem integration (Rong, Kang, & Williamson, 2022), cross-side network interaction (Liu, Wu, & Song, 2022), strategic vs operational digital transformation (Yu, Fletcher, & Buck, 2022), and recombinant firm-specific advantages (Gooderham et al, 2022), and various SME internationalization capabilities through digital platforms, the internet and social media (Brieger et al, 2022;Ipsmiller et al, 2021;Lee et al, 2022). The impact and implication of digital technology in international strategy has widened as there are still unknown opportunities for research on the competition and interaction between firms in the blurring boundaries, demand side innovation and firm capabilities to develop and maintain a global value chain, digital platform technology variation, context (small and large firms), measurement (single item vs multiple items), time (cross-sectional and longitudinal), alternatives of moderating effects, and interaction between various stakeholders, and also the role of digital ecosystems in firm internationalization.…”
Section: Resultsmentioning
confidence: 99%
“…The born-digital firms are those founded in the internet era with a global value chain and proposition while going-digital firms are traditional firms transitioned to digital by a new value proposition through innovation in product, services, business model, and improved internal business processes. There are several concepts introduced using various methodologies for borndigital or going digital firms: liability of ecosystem integration (Rong, Kang, & Williamson, 2022), cross-side network interaction (Liu, Wu, & Song, 2022), strategic vs operational digital transformation (Yu, Fletcher, & Buck, 2022), and recombinant firm-specific advantages (Gooderham et al, 2022), and various SME internationalization capabilities through digital platforms, the internet and social media (Brieger et al, 2022;Ipsmiller et al, 2021;Lee et al, 2022). The impact and implication of digital technology in international strategy has widened as there are still unknown opportunities for research on the competition and interaction between firms in the blurring boundaries, demand side innovation and firm capabilities to develop and maintain a global value chain, digital platform technology variation, context (small and large firms), measurement (single item vs multiple items), time (cross-sectional and longitudinal), alternatives of moderating effects, and interaction between various stakeholders, and also the role of digital ecosystems in firm internationalization.…”
Section: Resultsmentioning
confidence: 99%
“…For example, managers employ AI as a module for physical products, like heavy trucks, to enable service provision, leading to productivity and profitability for customers (Haftor et al, 2021). Such AI is combined with other technological artifacts like the internet of things (e.g., connected sensors in engines and gearboxes) that produce considerable amounts of real‐time data with low‐latency monitoring (Gooderham et al, 2022). This combinative capability automatically generates insights based on vehicles' technical configurations, actual usage, and the error code combinations that facilitate efficiency.…”
Section: Managing Ai In Ib: Empirical Insights and Toward A Research ...mentioning
confidence: 99%
“…The combinative approach enables managers to develop solutions to self‐analyze, proactively report problems, and take real‐time corrective action (Gooderham et al, 2022). Recent empirical evidence shows that configuring autonomous vehicles requires many AI solutions, and not all resources are owned by focal firms (Ji et al, 2020).…”
Section: Managing Ai In Ib: Empirical Insights and Toward A Research ...mentioning
confidence: 99%
“…This case serves as a blueprint for other telecommunications companies looking to make substantial reductions in their carbon footprint. Telefonica, a global telecommunications giant, has embraced artificial intelligence (AI) and renewable energy integration to achieve notable reductions in network energy consumption (Gooderham et al, 2022). The company leveraged AI algorithms to optimize network operations, predicting and responding to peak workloads, thereby ensuring efficient resource utilization and reducing unnecessary energy consumption.…”
Section: Successful Implementations and Roadmap For Implementation: C...mentioning
confidence: 99%