The effect of stress on customer perception of the frontline employee: an experimental study

Review of Managerial Science - This article examines positive effects of customer stress drawn upon the theory of excitation transfer. Contrary to previous marketing and management literature, the...     

In search for the ideal coopetition partner: an experimental study

Coopetition (collaboration between competitors) has the potential to provide major benefits or losses to participating firms. Entering a partnership with a competitor is a strategic decision with potential long-term consequences rendering the choice of partner of key importance. Existing research has investigated partner’s strategic attributes, but not how the inter-organizational factors between coopetiting firms affect partner selection and on which layers those effects occur. We use a vignette study for reducing this gap, representing the first experimental study on the field of coopetition research. The results from our study from 874 evaluations of potential coopetition partnerships by key informants from Austria, Germany, Liechtenstein and Switzerland offer insights into how the possible partner’s role, resource alignment and the planned activity affect partner selection. The findings suggest that the partner’s role in the markets—i.e. whether it is a direct or an indirect competitor—is critical in partner selection. The planned activity and resource configuration is also found to influence the evaluation of possible coopetition partners. Overall, the results of this first experimental study in coopetition research provide important implications to both theory and practice.     

Digitalization in the financial industry: A contingency approach of entrepreneurial orientation and strategic vision on digitalization

Technology is rapidly changing the financial industry. Banks, in particular, are faced with a shift from traditional, interpersonal forms of service to digital financial services. These digital technologies are more and more becoming today’s standard in the banking sector, they challenge traditional business models, and they provide opportunities for banks to capitalize on. Building on the concept of entrepreneurial orientation (EO), this study of banks in Germany, Switzerland, and Liechtenstein aims at developing insights that explain how banks can use the tactics and strategies associated with EO to achieve superior performance in the digitalization age. The results from a survey in 102 banks show that: 1) banks that display high levels of EO report a higher level of performance, and 2) the relationship between a banks’ strategic vision on digitalization, and performance is moderated by EO. These results indicate that the sheer level of the digitalization of a bank does not affect profitability. Instead, in this time of technological change banks should develop a clear vision on digitalization that is characterized by innovation, being ahead of the competition, and a willingness to take risks.