Uncovering customer insights (CI) is indispensable for contemporary marketing strategies. The widespread availability of user-generated content (UGC) presents a unique opportunity for firms to gain a nuanced understanding of their customers. However, the size and complexity of UGC datasets pose significant challenges for traditional market research methods, limiting their effectiveness in this context. To address this challenge, this study leverages natural language processing (NLP) and machine learning (ML) techniques to extract nuanced insights from UGC. By integrating sentiment analysis and topic modeling algorithms, we analyzed a dataset of approximately four million X posts (formerly tweets) encompassing 20 global brands across industries. The findings reveal primary brand-related emotions and identify the top 10 keywords indicative of brand-related sentiment. Using FedEx as a case study, we identify five prominent areas of customer concern: parcel tracking, small business services, the firm's comparative performance, package delivery dynamics, and customer service. Overall, this study offers a roadmap for academics to navigate the complex landscape of generating CI from UGC datasets. It thus raises pertinent practical implications, including boosting customer service, refining marketing strategies, and better understanding customer needs and preferences, thereby contributing to more effective, more responsive business strategies.

Purpose Artificial Intelligence (AI) and the more recent generative technologies are disrupting many activities related to strategy and operations within organizations. Business model design is no exception. We define business model design as an iterative process involving a combination of creativity, decisions, and tests, consisting of envisioning and creating a business model (for a brand-new activity) or a new business model (for an existing activity), to change an existing situation into a preferred one. In this paper, we discuss the potential impact of generative technologies on the business model design process, highlighting the opportunities and challenges that these technologies present and suggesting some methods for using generative technologies for business model design. Design/Methodology/Approach We build on knowledge about business model design and on documentation from forums, social networks, and media about generative technologies. We also used generative AI platforms to test dozens of prompts related to business model design. Findings We propose the IDEATe process for business model design and identify six major changes in the process or the outcome of business model design that generative technologies can trigger. We also discuss blind spots and risks associated with the use of generative technologies for business model design. Finally, we advance some functions of generative technologies that may support this process. Originality/Value Instead of focusing on how generative technologies could change business models, we investigate how these technologies could impact the design of business models. We make propositions to use these technologies properly for business model design.

The rapid advancement of artificial intelligence (AI) offers exciting opportunities for marketing practice and academic research. In this study, through the application of natural language processing, machine learning, and statistical algorithms, we examine extant literature in terms of its dominant topics, diversity, evolution over time, and dynamics to map the existing knowledge base. Ten salient research themes emerge: (1) understanding consumer sentiments, (2) industrial opportunities of AI, (3) analyzing customer satisfaction, (4) electronic word-of-mouth–based insights, (5) improving market performance, (6) using AI for brand management, (7) measuring and enhancing customer loyalty and trust, (8) AI and novel services, (9) using AI to improve customer relationships, and (10) AI and strategic marketing. The scientometric analyses reveal key concepts, keyword co-occurrences, authorship networks, top research themes, landmark publications, and the evolution of the research field over time. With the insights as a foundation, this article closes with a proposed agenda for further research.

When considering the influence of technology on Business Schools' curricula, the main focus tends to concentrate on course delivery and, to a lesser extent, on course design. In this chapter, we suggest that it is necessary to align course design and delivery with at least two other dimensions; namely the impact of technology on assessments and on course content, in order to provide students with a coherent and comprehensive learning experience. We begin the chapter by presenting ideas from earlier scholarly and practitioner resources that concern the impact of technology across the three pillars of pedagogy, assessment, and content. Following, we propose a framework to capture the student learning journey and identify ways in which technological solutions may assist institutions and faculty in their efforts. Finally, we address some challenges associated with a technologically infused curriculum and offer recommendations for not only overcoming them but for turning them into opportunities.

Purpose This study aims to examine the development of service ecosystems literature and its four premises as follows: the characterization of service ecosystems as loosely coupled systems, the existence of shared institutional arrangements among actors, the occurrence of resource-integrating interactions among actors and value co-creation as the stated purpose of service ecosystems. Design/methodology/approach With a systematic literature review, the paper identifies and analyzes 98 articles on service ecosystems. An examination and a cross-check of the central elements of the articles reveal gaps and limitations in the analysis of service ecosystems. These results lead to the formulation of four propositions and suggestions for further research. Findings The four premises of service ecosystems are constrained by overly optimistic perceptions that prevent theoretical advancements. These premises overlook possible tight coupling; power asymmetries; divergent interpretations of institutions and institutional arrangements; divergent interpretations of actors' resource-integrating actions, intentions and abilities; and the co-destruction of value. Four propositions are formulated to address these challenges. Research limitations/implications The shortcomings reflect the systematic literature review, which only covers a specific area of the extant knowledge base, namely, English-language articles published in peer-reviewed international journals. Originality/value This study extensively and critically investigates the premises of service ecosystems for the first time, proposing a more holistic, dynamic and realistic understanding of them. In so doing, it paves the way for renewed conceptualizations of service ecosystems.

Using tourism as an illustrative case, this conceptual article contributes to deviant behavior literature by considering the interrelationships between online and offline deviant behaviors and their contagion to other actors. Drawing from institutional theory, we argue an actor's behavior is deviant if others view it as violating the law, social norms, organizational policies, and/or disrupting functional experiences. We conceptualize, via propositions, how an actor's online (offline) deviant behavior may generate further actors' offline (online) deviant behaviors through social contagion and how such aggregated behaviors may cause behavioral adaptations among other actors. We contribute to value co-creation/co-destruction literature by considering the impact of deviant behaviors at an ecosystemic level. Contagious behaviors and further behavioral adaptations may cause value co-creation and value co-destruction, since actors may not share the same institutional arrangements affecting value perceptions. We provide a more nuanced, dynamic appraisal of value outcomes than the ‘either/or’ value co-creation/value co-destruction dichotomy.

When looking at changes in IT adoption and use in organisations, our theories rely - for the most part - on slow adoption timespans or - to a lesser extent - abrupt crises of short duration. We lack a model of IT adoption during a crisis of extended duration. This paper tackles this gap by looking at the IT-explorative and -exploitative teaching-related practices of university lecturers in response to the COVID-19 crisis. Based on qualitative data from three European higher education institutions and their responses to the COVID-19 crisis, we propose a process model of IT exploration/exploitation under a condition of extended crisis. The model shows that IT use and practices in response to a prolonged crisis go through phases, presenting predictable challenges that management can alleviate with a well-timed approach.

Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'AdministrationVolume 36, Issue 3 p. 450-451 French Book Review Génération Z – Des Z consommateurs aux Z collaborateurs, Edited by Élodie Gentina and Marie-Ève Delécluse, Dunod, Paris (2018) Loïc Plé, Corresponding Author Loïc Plé l.ple@ieseg.fr Deputy Director for Pedagogy and Academic Development, Associate Professor, Strategy IÉSEG School of ManagementSearch for more papers by this author Loïc Plé, Corresponding Author Loïc Plé l.ple@ieseg.fr Deputy Director for Pedagogy and Academic Development, Associate Professor, Strategy IÉSEG School of ManagementSearch for more papers by this author First published: 09 August 2018 https://doi.org/10.1002/cjas.1505Citations: 1Read the full textAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinkedInRedditWechat No abstract is available for this article.Citing Literature Volume36, Issue3September 2019Pages 450-451 RelatedInformation

Purpose Cooperatives are relatively understudied compared with investor-owned companies, yet their economic impact makes them important to consider. This study is to focus on business cooperatives that gather firms or entrepreneurs that share the same social and economic motivations and need to ally to grow. The positive and negative consequences of membership on the members’ business models are detailed. Insights to address and prevent the detrimental influences of membership on members’ business model are provided. Design/methodology/approach This conceptual study relies on several business cases to suggest that cooperative membership comes with positive and detrimental consequences for the three dimensions of members’ business models: their organization, resources and competences and value propositions (i.e. members’ offers). Findings Because organization, resources and competences, and value propositions are affected by membership in a cooperative, business members’ control over their own business models may diminish. This can offer positive consequences but may also be too constraining and harmful in the long term. Research limitations/implications Only scant research has investigated the influence of cooperatives on members’ business models. Further studies could help firms and entrepreneurs maximize the advantages of their membership in cooperatives while limiting the detrimental consequences over time. Practical implications If they are aware of the potential drawbacks of business cooperative membership, members can implement proactive efforts to avoid losing control of their business models. Originality/value Prior literature mainly concentrates on how cooperatives work and develop. No prior study seems to have investigated the consequences of cooperatives’ membership on members’ business models.

Because of the etymology of the word ‘value’, this article argues that value co-creation research and practice have been biased from their early days. Value co-destruction appears then as a concept that enables to keep some distance from this bias, and to have a better and more realistic understanding of value processes. More research on this topic is thus needed, especially in the rapidly growing context of ecosystems that make the analysis of value co-creation and value co-destruction even more complex. Finally, the article contends that research on co-destruction is a necessary, but not sufficient, step to depart from the etymological bias on value. To that end, it calls for a renewed value-related terminology to make it more encompassing, less biased and closer to real business life.

Understanding value creation processes between actors in business-to-business (B2B) settings is crucial (Lindgreen and Wynstra 2005). To that end, service-dominant logic (SDL) proposes that value co-creation is derived from interactions between service systems (e.g. customers, distributors, suppliers, etc.) (Vargo et al. 2008; Lusch and Vargo 2006). These interactions may occur and be studied not only at the dyadic but also at the network level (Cova and Salle 2008; Vargo et al. 2008). At the same time, research has mainly focused on value co-creation, and left aside the possibility of value co-destruction, or the potential dynamics between value co-creation and value co-destruction (Plé and Chumpitaz-Caceres 2010). However, Zhu and Zolkiewski’s (2015) show that a domino effect is evident in the chain of upstream service provider to service recipients and their downstream customers in a business-to-business service setting. This chain of interaction shows the complexity of multiparty relationships (Andersson-Cederholm and Gyimothy 2010). It also indicates that value co-creation and value co-destruction may be contingent in the service network but does not explain how value co-creation and co-destruction processes may be intertwined in a B2B service network, while such knowledge is needed (Cova et al. 2011; Payne et al. 2008; Echeverri and Skålén, 2011; Lindgreen et al. 2012). This empirical study aims to contribute to this gap by investigating how the nature of interacting actors, their activities, and the mobilization of their resources in a network influence the dynamics between value co-creation and value co-destruction in B2B service networks. In order to gain a holistic understanding of the phenomenon, a case study has been used to collect qualitative data from suppliers–distributors–customers triads. Preliminary findings will be presented in the conference.

Purpose - Noting that resource integration is a pivotal dimension of value co-creation in Service-Dominant logic, this paper aims to explore how service employees engaged in co-creation processes with customers integrate the latter's resources.Design/methodology/approach - To address the limitations of previous research on customer resources and their integration by service employees, this study turns to the concept of customer participation to identify the nature of customers' resources. A conceptual framework of their integration by service employees underpins nine key propositions. This foundation leads to the development of theoretical contributions, managerial implications and avenues for research.Findings - Customers can use 12 types of resources in value co-creation. Contrasting with earlier findings, the conceptual framework reveals that service employees may not only integrate these customers' resources but also either misintegrate or not integrate them. Non-integration and misintegration may be intentional or accidental. Accordingly, value co-creation or co-destruction may result from interactions.Research limitations/implications - This conceptual and exploratory text requires complementary theoretical and empirical investigations. It also does not adopt an ecosystems view of co-creation.Practical implications - Knowing the different steps of resource integration and what influences them should increase the chances of value co-creation and limit the risks of value co-destruction.Originality/value - Scant research has examined the nature of customer resources and how service employees integrate them. This paper also is the first to distinguish among resource integration, misintegration and non-integration.

Purpose – The purpose of this paper is to suggest that firms should transpose bottom-of-the-pyramid (BOP) strategies to top-of-the-pyramid (TOP) countries through adapted business models, noting that strategies usually apply to developing countries. This would enable them to address the consequences of the economic crisis that has increased the number of poor and financially constrained customers in developed countries. Design/methodology/approach – This is a conceptual article based on current research and multiple examples from real-world companies that have implemented BOP business models. These are viewed from the angle of frugal innovation, a fresh perspective on innovation as an outcome and process, which means innovating while significantly economizing the use of scarce resources. Findings – The paper explains how firms should adapt the three dimensions of their business models (value proposition, resources and competences and organization) to transpose BOP business models to TOP countries. Limitations and advantages of this transposition are also detailed. Research limitations/implications – A lack of prior research on how firms can confront poverty in TOP countries is emphasized. Further studies are needed to help firms adapt to the new economic conditions in TOP countries. Practical implications – Practitioners can use the recommendations herein to adapt their business models and address dramatic economic and social changes in the developed countries in which they function. Originality/value – Considering the differences between developed and developing countries, firms should promote a BOP mind-set, rather than struggling to transpose full BOP business models to TOP settings.

Purpose – Researchers and practitioners usually consider that integrating customers in firms’ business models comes with positive consequences. However, customer integration may also detrimentally influence firms by limiting their strategic and operational latitude, which, in this context, refers to the degree of freedom companies possess over their strategic and operational decisions and actions. Being aware of that would enable companies to limit this potentially harmful influence. Design/methodology/approach – This is a conceptual paper that relies on recent business cases. It is suggested that the negative influence of customers on firms’ latitude occurs through the three dimensions of their business model, namely, resources and competences, value propositions (i.e. the firm’s offer) and the organization. Findings – By influencing the use of resources and competences, the design and evolution of the value proposition or the functioning of the organization, customers may constrain firms’ strategic and operational moves and thus have detrimental effects on their performance and evolution. Three ways to counterbalance this potentially negative influence are proposed. Research limitations/implications – A lack of prior research on the negative side effects of customer integration in firms’ business models is emphasized. Further studies are needed to help firms take these into consideration. Practical implications – Being aware of the potential drawbacks associated with using customers as resources, firms are invited to balance the level of their strategic and operational latitude with the importance that they grant to their customers. Originality/value – This paper introduces the concept of strategic and operational latitude. It is also one of the few to highlight the negative consequences of customer integration in firms’ business models.