Cumps, Bjorn; Muylle, Steve; Standaert, Willem (2019)
The European regulations on open banking, which will enter into force on 14 September, will not cause any big bang on the Belgian financial market. Customers must first become aware of the many benefits that open banking has to offer. What is more, the law is limited to current accounts and payments. What is certain, however, is that open banking can drastically reconfigure the landscape of the financial sector. There are already indications that the hitherto relatively closed banks with a dominant market position are beginning to transform into open ecosystem players that embrace digital innovation.
Digital Transformation is hot. In what way will digital developments contribute to the strategy and growth of your organisation? How do you develop digital challenges into digital success? In this white paper you will learn all about the core principles of a strong digital strategy. Are you ready to compete in a rapidly changing world? Read this white paper and tackle your organisational’s growth in a smart way.
Boute, Robert; Isik, Öykü; Kleer, Robin; Muylle, Steve; Vanderheyden, Karlien; Vereecke, Ann (2019)
Everyone is talking about Industry 4.0 – from the Internet of Things, additive manufacturing and the cloud through to artificial intelligence, augmented reality and blockchain. But what does it all mean in practice? It’s not a question of if Industry 4.0 will drastically change the way we do business. It’s a question of when and how quickly. So how can you apply this technology in your business – not just to improve production and performance, but to make a difference for customers? This white paper gives you the insight you need to get ahead of the game and prepare your organisation for the fourth industrial revolution.
Oesterle, Severin; Buchwald, Arne; Urbach, Nils (2019)
While their fundamental business model has not changed for many decades, consulting firms are currently faced with serious challenges putting the complete market at the risk of disruption. Given that situation, it is essential for consultancies to understand how value emerges in consulting projects in the eyes of their clients. Turning to the customer perspective, it is also important to understand how value emerges from the relationship with consultancies. While previous literature provides valuable but fragmented starting points to explain the joint value creation in IT consulting projects, we suggested a synthesized conceptual model drawing on the service-dominant logic in a previous article that integrates both the service provider and client perspectives. In this article, we now put forth a measurement instrument that we subjected to a preliminary empirical validation with which the important determinants in both spheres can be assessed to ultimately explain the value of the IT consulting service in a follow-up, large-scale quantitative-empirical validation.
Oesterle, Severin; Buchwald, Arne; Urbach, Nils (2019)
Digitalization has a broad impact and the risk of external disruption is omnipresent throughout all industries which also applies to IT consulting firms. One response to this threat is to understand better the determinants of how value is created during the joint work on an IT project. Although previous literature offers valuable starting points for explaining value co-creation, no previous research synthesizes service provider and client perspective in a comprehensive model and empirically explains the co-creation of IT consulting service value. We build on the service-dominant (SD) logic as the fundamental meta-theory and evaluate our deductively derived structural model based on 113 collected responses from IT consulting projects using structural equation modeling. Our major finding is that IT consulting service value only seems to be determined by consultant capabilities. Our findings provide new insights for SD logic and service science literature and potential for future research.
One key source of innovation is the individual employee, who can develop innovations either with or without the official authorization by management–the latter phenomenon is called bootlegging. Previous research focused mostly on structural determinants while little is known about individual determinants of bootlegging behavior. We relate two research streams that address deviance and motivation to develop a conceptual model that explains bootlegging behavior in the workplace. Based on the assumption that an innovating agent can simultaneously engage in compliant and in deviant innovative behavior (ie bootlegging), we conceptualize these distinctly different types of behavior as two dependent variables and derive intrinsic and extrinsic motivational sources as independent variables. Our conceptual model contributes to existing literature on individual-level determinants of bootlegging and offers a basis to further study workplace innovation.
von Entreß-Fürsteneck, Matthias; Buchwald, Arne; Urbach, Nils (2019)
Users of digital self-tracking devices increasingly benefit from multiple services related to their self-tracking data. Vice versa, new digital as well as “offline” service providers, such as health insurance companies, depend on the users’ willingness to disclose personal data to be able to offer new services. Whereas previous research mostly investigated the willingness to disclose data in the context of social media, e-commerce and smartphone apps, the aim of our research is to analyze the influence of the privacy calculus of personal risks and benefits on the willingness to disclose highly personal and confidential self-tracking data to health insurance companies. To do so, we develop a conceptual model based on the privacy calculus concept and validate it with a sample of 103 respondents in a scenario-based experiment using structural equation modeling. Our results reveal that privacy risks always have a negative impact on the willingness to disclose personal data, while positive effects of privacy benefits are partly depending on the data sensitivity.
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