B2B technology adoption in customer driven supply chains

Asare, Anthony K.; Alejandro, Thomas Brashear; Kang, Jun Soo

doi:10.1108/jbim-02-2015-0022

Cited by 43 publications

(46 citation statements)

References 80 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…In organizations, multiple individuals, their individual service readiness and their perspectives on organizational service readiness will influence service adoption decisions. This shows how service readiness is interdependent between its levels and between individuals, and how service readiness and adoption are significantly more complex phenomena in an organizational context than in a consumer contextand possibly even more complex than technology adoption in an organizational context has so far been expected to be (Asare et al, 2016).…”

Section: Intention To Adopt Adoptionmentioning

confidence: 99%

“…The concept of readiness is therefore suitable for a situation where the actual adoption of a technology or service is aspired to, but is not yet possible or timely. Most studies on technology readiness, like those on technology adoption in general (Asare et al, 2016), have focused on individuals, and only occasional studies have considered technology readiness among business customers (Vize et al, 2013). Some have focused on employees' readiness to adopt services for use in their work, such as Walczuch et al (2007), who found that optimism, innovativeness and insecurity significantly affected employees' perceptions of the usefulness and ease of use of software.…”

Section: Sourcementioning

confidence: 99%

See 1 more Smart Citation

Industrial customers’ organizational readiness for new advanced services

Vaittinen¹,

Martinsuo

2019

JMTM

View full text Add to dashboard Cite

Purpose Manufacturing firms delivering complex products and systems are increasingly offering advanced data-based services. Customers, however, are not always willing to adopt manufacturers’ advanced services, so manufacturers need knowledge of how to promote customers’ service readiness. The purpose of this paper is to further develop the concept of service readiness by proposing a framework for industrial customers’ organizational dimension of service readiness and by increasing the understanding of the conditions underpinning that service readiness. Design/methodology/approach This case study explores service readiness among customers of a manufacturer delivering complex systems and related services. Interviews were conducted within the company and among key customers as the potential users of those services. Findings Customers use versatile processes, engage multiple people and use different evaluation criteria when considering adoption of data-based services. The organizational component of service readiness involves requirements in the service context, supplier relations and organizational habits and culture. Actions are proposed for manufacturers to promote customers’ readiness for new services. Research limitations/implications The research is limited through its qualitative design and case selection. Mapping of the organizational dimension of service readiness further develops the concept of service readiness and offers a framework for further research. This research offers novel understanding of organization-level service adoption to complement individual-centric technology adoption. Practical implications New knowledge is offered to manufacturing firms about customers’ challenges and requirements in adopting advanced services. This knowledge will help manufacturers to support customers and develop the activities of their own salespeople when introducing advanced services. Originality/value The findings expose the contents of the organizational dimension of customers’ service readiness. The study provides a more complete picture of service readiness and shows it to be a multilayered concept with interdependencies between its levels, between individuals in customer organizations and even between the manufacturer and the customer organization.

show abstract

Section: Intention To Adopt Adoptionmentioning

confidence: 99%

Section: Sourcementioning

confidence: 99%

Industrial customers’ organizational readiness for new advanced services

Vaittinen¹,

Martinsuo

2019

JMTM

View full text Add to dashboard Cite

show abstract

“…What is more important to the company is whether the results of the technology being adopted are easy to demonstrate and make visible. Asare, Brashear-Alejandro, and Kang (2016) have found that observability is positively associated with an organization's intention to adopt B2B technologies.…”

Section: Adoption/use Of Social Media For International Marketing Purmentioning

confidence: 99%

“…The current study includes observability in the conceptual framework because social media use is highly observable, is transferable via WOM and recommendations from friends (Haridakis & Hanson, 2009) and can be stopped without additional cost (Valenzuela et al, 2009), so this factor may well be influential. The few studies that have examined the effect of observability on innovation adoption found mixed results, all indicating either a positive or a non-significant relationship (Chong and Pervan, 2007;Asare et al, 2016;Sanchez-Torres and Juarez-Acosta, 2019). In line with Rogers' model, it is expected that:…”

Section: H1 Social Media's Perceived Ease-of-use Will Positively Infmentioning

confidence: 99%

Antecedents and consequences of social media marketing use: an empirical study of the UK exporting B2B SMEs

Eid

Abdelmoety

Agag

2019

JBIM

View full text Add to dashboard Cite

Purpose The social media have enabled companies to reach out to global markets and provided them with the opportunity to customize their strategies and offerings in an unprecedented way. Given the scant empirical evaluation of social media use in the small- and medium-sized enterprises (SMEs) business-to-business (B-to-B) context, this paper aims to offer a comprehensive description of the antecedents and consequences of social media use in international B-to-B SMEs and the way in which this use affects their export performance. Design/methodology/approach This study uses a sample of 277 British B-to-B SMEs and uses positivist research with a quantitative approach, adopting a survey strategy through questionnaires and structural equation modeling. Findings The results reveal that the use of social media influences export performance through the quality of international business contacts – understanding customers’ views and preferences, brand awareness and knowledge of the competition in various international markets. This study contributes to the emerging literature on B-to-B SMEs digital marketing by determining the mechanism through which B-to-B SMEs may benefit from using the social media in their efforts to export. Originality/value Despite the promising potential of the social media, especially for export-oriented companies, very limited attention has hitherto been paid to the relationship between the use of social media and export performance. This study attempts to fill the gap by investigating the extent to which actual use of social media impacts on the performance of exporting firms.

show abstract

“…As originally illustrated by Robert Dahl (1957), coercive power is the ability of one actor to force someone else to do something that they would not otherwise do. From a business relationship perspective, power is often defined as one firm's ability to influence another firm (Asare et al, 2016;Rehme et al, 2016). In addition, it has been noted that power is relative, that it is not like money, for example, as it cannot be accumulated and no single firm has power in all situations (Pfeffer, 1981;Ireland, 2005).…”

Section: Sharing Total Value In Business Relationships-value Approprimentioning

confidence: 99%

Total value in business relationships: exploring the link between power and value appropriation

Chicksand

Rehme

2018

JBIM

View full text Add to dashboard Cite

Purpose: The purpose of this paper is to consider how value can be better defined and to understand the drivers of value appropriation in business relationships. In doing so, we explore the role that power plays in determining the sharing of value in those relationships.Design/methodology/approach: A conceptual discussion about value and the appropriation of value in business relationships, which leads to the development of a methodology for assessing the sharing of value.Findings: In this paper we have developed our view of total value in supply chain relationships. We argue that the value of the relationship is the sum of the customer and supplier value, including both tangible and intangible benefits and sacrifices. In addition, we maintain that the appropriation of value in a business relationship is reliant upon: 1) the power both parties possess; 2) the direct and tangible value each party has to offer; and, 3) the indirect and intangible value that each has to offer. We also provide a methodology, which can be used to determine the sharing of value between two actors within a business exchange. Research limitations/implications:In arriving at our conceptualisation of total value and in our discussion of value appropriation in business relationships, we drew upon extant literature. However, a limitation is that we were unable to fully consider all the academic discourse centred on value and value appropriation.Originality/value: The discussion brings together the issues of customer value and supplier value to the concept of 'total value'. Thereafter, it links the contentious issue of buyer and supplier power, so as to better understand the appropriation of value in business relationships.2

show abstract

B2B technology adoption in customer driven supply chains

Cited by 43 publications

References 80 publications

Industrial customers’ organizational readiness for new advanced services

Industrial customers’ organizational readiness for new advanced services

Antecedents and consequences of social media marketing use: an empirical study of the UK exporting B2B SMEs

Total value in business relationships: exploring the link between power and value appropriation

Contact Info

Product

Resources

About