Strategic consequences of self-service technology evaluations

Taillon, Brian J.; Huhmann, Bruce A.

doi:10.1080/0965254x.2017.1411387

Cited by 26 publications

(18 citation statements)

References 55 publications

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“…The profits of technology diffusion can persist for many years before the forces of competition render them no longer useful (Teece, 2007). Thus, they are key to long-term business success (Taillon and Huhmann, 2019). In this respect, a hotel's ability to use SST in response to COVID-19 is not only a quick crisis management measure for the pandemic alone but also a strategic advantage to gain long-term competitiveness and productivity (Baumann et al, 2019;Ruan et al, 2020).…”

Section: Self-service Technology As a Recovery Strategymentioning

confidence: 99%

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Liu

Yang

2021

IJCHM

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Purpose The purpose of this study is to explore how hotels evolve their dynamic capabilities to adjust their technology-based strategy to improve performance and to gain competitive productivity (CP) during the COVID-19 pandemic and in the aftermath. Design/methodology/approach In-depth interviews with hoteliers were conducted to unveil their dynamic capabilities amid the pandemic as regard adjustments and performance of self-service technology (SST)-based strategies. Thematic analysis was used to analyze the data. Findings Data analysis revealed four types of dynamic capabilities (i.e. sensing, learning, integrating and coordinating capabilities). Equipped with these capabilities, hotels made minor adjustments to their SST strategies. In general, during an economic downturn, hotels refrained from introducing new SSTs. SSTs introduced before the pandemic were used more frequently and received enhanced customer feedback. The findings further revealed that the factors influencing hotels’ application of SSTs before and after the outbreak of COVID-19 remained similar. Originality/value This is the first research integrating CP, dynamic capabilities and strategic management process to explain how hotels adjust technological strategies to recover in a suddenly changed environment. Such a framework enables scholars and practitioners from content-oriented and process-oriented perspectives to make quick but sound strategic management decisions in adapting to turbulent environments. This timely study enriches the expertise of using technology as a recovery strategy and contributes to future research on the practical application of SSTs and crisis management.

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Section: Self-service Technology As a Recovery Strategymentioning

confidence: 99%

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Liu

Yang

2021

IJCHM

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“…Robo-advice is an example of customer self-service technology (SST). SST is applicable, among others, in retail and financial services as a customer-centric strategy and fosters loyalty, trust, or word-of-mouth communication (Taillon & Huhmann 2017). One of the prominent benefits noted by customers is that self-service allows customers to have greater efficiency in a transaction and so they forego the full service option and purchase online (Collier & Barnes 2015).…”

Section: Introductionmentioning

confidence: 99%

Attitudes towards artificial intligence in the area of personal financial planning: a case study of selected countries

Waliszewski¹,

Warchlewska²

2020

JESI

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The financial sector's focus on simplifying decision-making processes, maximally shortening procedures via cooperation with the fintech industry, robotisation and the use of artificial intelligence are a response to market needs and becoming an important element of how financial service groups compete on the market. The theory of consumer behaviour assumes that consumers have needs that they will hierarchise, and that they will make choices to maximise their own satisfaction. The purpose of the article is to diagnose the sociological and economic determinants underlying consumer satisfaction in terms of planning personal finances using modern technologies. Comparisons of international data were conducted via quantitative analysis of robo-advice using Mann-Whitney U tests, the Chi-square test and Spearman's rho correlation. The survey results show that the majority of socioeconomic characteristics of households are statistically significant when considering satisfaction with robo-advisory financial services and spending analysis, as well as with artificial intelligence suggesting improvements. This study is a contribution to the literature on consumer behaviour in the modern world.

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“…a mass market for producers and a right to access for consumers). To a large degree, the sharing economy also adds to the technology aspects of marketing (Chylinski et al, 2020; Esmaeili et al, 2019; Filho et al, 2020; Gupta et al, 2019; Lim, 2018b, 2018c; Moriuchi et al, 2020; Smith, 2020; Taghizadeh et al, 2019; Taillon and Huhmann, 2019; Taylor et al, 2020; Zadeh et al, 2019; Zare et al, 2019), by providing an understanding of how technology can be used to democratise and facilitate the production and consumption of sharing practices. More important, the sharing economy extends marketing thought in the co-creation and co-innovation branch of the marketing literature (Abdul-Ghani et al, 2019; Crick, 2020; Fernandes and Remelhe, 2016; Mostafa, 2016; Whalen and Akaka, 2016), by helping marketers understand how producers and consumers can collectively innovate, create value, and engage in sustainable marketing exchanges in a profitable but inclusive way.…”

Section: What Are the Implications Of The Sharing Economy For Marketimentioning

confidence: 99%

The Sharing Economy: A Marketing Perspective

Lim

2020

Australasian Marketing Journal

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Many marketers have struggled to harmonise the disparate and fragmented underpinnings characterising the sharing economy under a single umbrella that is not only comprehensive and inclusive but also distinctive enough to account for its unique peculiarities in myriad contexts. This paper adopts an interrogative approach to answer some of the more pertinent questions about the sharing economy, specifically those related to its concepts, enablers, opportunities, challenges, current insights, and ways forward. In doing so, it clarifies the unique peculiarities characterising the sharing economy and enriches understanding of the multitude of alternatives on which consumers and organisations can embark to participate in and leverage off the sharing economy. Implications to theory, practice, and future research conclude the paper.

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Strategic consequences of self-service technology evaluations

Cited by 26 publications

References 55 publications

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

How hotels adjust technology-based strategy to respond to COVID-19 and gain competitive productivity (CP): strategic management process and dynamic capabilities

Attitudes towards artificial intligence in the area of personal financial planning: a case study of selected countries

The Sharing Economy: A Marketing Perspective

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