The role of interactive practice in business performance

Feng, Chao; Xi, Nannan; Zhuang, Guijun; Hamari, Juho

doi:10.1108/imds-01-2020-0042

Cited by 10 publications

(15 citation statements)

References 66 publications

(103 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, companies need new organizational designs and a common understanding of aligned and separated responsibilities, which could lead to new setups in working relationships (Edelman and Singer, 2015; Matt et al , 2015; Bharadwaj et al , 2013). Third, marketing managers should carefully analyze their digital capabilities and innovativeness in addition to the applied digital marketing tools (Karjaluoto et al , 2014; Feng et al , 2020). Continued efforts are necessary to make data more accessible and match marketing managers' needs.…”

Section: Managerial Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Information technology and marketing: an important partnership for decades

Graesch¹,

Hensel-Börner²,

Henseler³

2020

IMDS

View full text Add to dashboard Cite

PurposeThe enabling technologies that emerged from information technology (IT) have had a considerable influence upon the development of marketing tools, and marketing has become digitalized by adopting these technologies over time. The purpose of this paper is to demonstrate the impacts of these enabling technologies on marketing tools in the past and present and to demonstrate their potential future. Furthermore, it provides guidance about the digital transformation occurring in marketing and the need to align of marketing and IT.Design/methodology/approachThis study demonstrates the impact of enabling technologies on the subsequent marketing tools developed through a content analysis of information systems and marketing conference proceedings. It offers a fresh look at marketing's digital transformation over the last 40 years. Moreover, it initially applies the findings to a general digital transformation model from another field to verify its presence in marketing.FindingsThis paper identifies four eras within the digital marketing evolution and reveals insights into a potential fifth era. This chronological structure verifies the impact of IT on marketing tools and accordingly the digital transformation within marketing. IT has made digital marketing tools possible in all four digital transformation levers: automation, customer interaction, connectivity and data.Practical implicationsThe sequencing of enabling technologies and subsequent marketing tools demonstrates the need to align marketing and IT to design new marketing tools that can be applied to customer interactions and be used to foster marketing control.Originality/valueThis study is the first to apply the digital transformation levers, namely, automation, customer interaction, connectivity and data, to the marketing discipline and contribute new insights by demonstrating the chronological development of digital transformation in marketing.

show abstract

Section: Managerial Implicationsmentioning

confidence: 99%

“…The enabling technologies that emerge from the IT environment substantially impact the development of marketing tools and methods (Feng et al , 2020). Marketing finds itself in the middle of a digital transformation, which IT has caused and accelerated over time.…”

Section: Introductionmentioning

confidence: 99%

Information technology and marketing: an important partnership for decades

Graesch¹,

Hensel-Börner²,

Henseler³

2020

IMDS

View full text Add to dashboard Cite

show abstract

“…Firm size was measured by the number of firm employees (1 = less than 20 employees; 2 = 20–100 employees; 3 = 100–200 employees; 4 = 200–500 employees; 5 = 500–1,000 employees and 6 = more than 1,000 employees). IT capability was measured by two dimensions including IT infrastructure and IT human resources, and the eight items were adapted from Bharadwaj (2000) and Feng et al. (2020).…”

Section: Methodsmentioning

confidence: 99%

“…The operating system supports users who buy from any channel, and any channel can repair products 0.75 C3. The online channel provides 24-h service for consumers in physical stores 0.65 IT capability(Feng et al, 2020) use information systems to identify the transaction content of each customer 0.78The system in our company that can identify and record each customer's transaction 0.77Our company can use information systems to manage order and delivery information 0.74Our company can use information management systems to share inventory information with in our company can skillfully install and maintain the computer system 0.88The IT staff can understand the development of network technology and effectively introduce advanced management…”

mentioning

confidence: 99%

A configurational analysis of cross-channel integration

Deng

Zhuang

et al. 2022

IMDS

Self Cite

View full text Add to dashboard Cite

PurposeCross-channel integration improves the operations of multi-channel and omnichannel marketing and increase firms' overall performance. By addressing the extant gaps in current literature, this configurational analysis aims to test the combined effects of organizational, channel and environmental factors on cross-channel integration.Design/methodology/approachData were collected from a sample of 180 manufacturers. Necessary condition analysis (NCA) was used to test whether two organizational factors (firm size and IT capability), one environmental factor (environmental dynamism) and two channel factors (channel diversity and proportion of direct channels) were necessary or unnecessary conditions for high cross-channel integration. Fuzzy-set qualitative comparative analysis (fsQCA) was applied to analyze the configurational factors of high vs low cross-channel integration.FindingsFirst, firm size and IT capability are non-linear and substitute for each other in affecting cross-channel integration in a diversified channel system with a high proportion of direct channels. Second, in a dynamic environment, firms with large size and IT advantage could achieve high cross-channel integration by diversifying channel types or increasing the proportion of direct channels. Third, the effect of channel diversity and proportion of direct channels on cross-channel integration is asymmetric depending on other antecedent conditions.Originality/valueThe authors tested a configurational framework developed from multiple theoretical perspectives. The authors' empirical findings contribute to the literature by providing insights into the mechanisms underlying the formation of high and low cross-channel integration. The results suggest multiple ways for firms to promote cross-channel integration by adjusting channel factors based on configurational conditions.

show abstract

“…Despite the traditional belief that product sales best indicate firm performance (Feng, Xi, Zhuang, & Hamari, 2020), negative online reviews provide outcomes beyond sales (Lee, Hosanagar, & Tan, 2015;Yin, Mitra, & Zhang, 2016). The outcomes can include perceived service or product quality, perceived firm image or reputation, and customer dissatisfaction or complaints.…”

Section: Response: Answering the "So What?" Questionmentioning

confidence: 99%