Studies into open source software (OSS) development projects have hitherto focused on the question of why people aremotivated to contribute to these projects, thereby assuming that motivational factors are the same across all types of OSSprojects. In this study we challenge this assumption by investigating the question what motivates developers’ selection of anOSS project depending on the level of license restrictiveness. Hereto we first develop a comprehensive multi-theoreticalmodel of developers’ motivations based on a literature review of foundational theories of motivations from multipledisciplinary backgrounds. Second, through data from 159 surveys, we show that developers’ motivations indeed influence theselection of projects to which they contribute based on license restrictiveness. Drawing upon our findings, we propose atheoretical process model of project selection. This model helps to understand the relations between motivations, projectselection and level of contribution and can be applied in future research.

This study attempts to demonstrate empirically how the importance of website content in online purchasing varies across 2 product categorizations: goods versus services and hedonic versus utilitarian products. We conducted an experiment that showed that when purchasing services, customers value evaluative elements and risk-reducing content, while consumers buying goods may be satisfied with fewer features. In addition, selling hedonic products could be more effective when focusing on large and unique assortment. Websites selling utilitarian products, on the other hand, may profit from investing in instrumental website content. The study validates the guiding role of product type in website design, and suggests that incorporating product tactics into design likely contributes to the development of websites tailored to specific consumer groups.

In recent years, it has been widely stated that electronic commerce will signify the dawn of a friction-free market (Gates, 1995). Structural changes in markets, such as disintermediation, would occur due to the impact of electronic trade and electronic information exchange. As argued by Sarkar, Butler and Steinfield (1995), these statements are oversimplified and exaggerated, because different outcomes are possible, such as cybermediation and re-intermediation. In order to clarify the issues concerning the implications of e-commerce for market structure, this paper attempts to validate the model developed by Sarkar et al., by applying the model to the art and antiques market. The implications of e-commerce depend on the choice to internalize electronic inter-organizational activities or outsource these activities to so-called cybermediaries. The emergence of new intermediary roles and actors is not always based on pure economic arguments. Of equal importance are the constraints imposed by the social and cultural embedding of intermediary roles. However, the precise impact on market structure cannot be explained exclusively by e-commerce. In this paper, it is argued that a better understanding of the evolutionary impact of e-commerce on existing market structures and intermediary roles is reached by taken into account both historical and regional perspectives.

E‐commerce researchers have shown that retailers are increasingly following a click and mortar strategy, whereby online and offline channels are becoming more integrated. Despite case study evidence for the benefit of this approach, an analysis of the websites of nearly 1,000 US‐based retailers having both an online and offline presence reveals that a high degree of integration across channels is relatively uncommon. On the contrary, the study reported here demonstrates that retailers are more likely to pursue easy‐to‐accomplish, low intensity, informational integration when developing an online presence, exemplified by such features as a listing of store locations or hours. Few retail websites offer complex integration capabilities, such as the ability to search local store inventories, or to pick up and return online purchases in a local outlet. Regression analyses reveal that the retail sector and firm resources help to explain this discrepancy. With regard to sector, some product types require more ph...

Firms continue to focus more attention on how to make use of the Internet for commercial purposes. Traditional firms are integrating their existing market channels and their online presence, into what is often called click-and-mortar e-commerce. In this paper we will discuss how click-and-mortar e-commerce generates synergies and customer value, and what implications it has for the type of customers and the geographical market a firm serves. The analysis of eighteen Dutch firms from a variety of industries has the following results. First of all, click-and-mortar e-commerce is used to strengthen relations with existing customers in geographical markets where firms are already active. Secondly, click-and-mortar firms are able to serve relocating customers and re-establish contact with customers who have moved away. Thirdly, click-and-mortar e-commerce can make it easier and less costly to make a purchase within a firm’s existing market, which may have the effect of bringing in new customers in that market. Contrary to the usual expectations for e-commerce, click-and-mortar e-commerce are to a lesser extent used to penetrate new, more distant geographical markets, nationally as well as internationally. The case studies also indicate that the degree of click-and-mortar e-commerce integration influences the way in which firms exploit synergies, as well as the possibilities to target different customers and geographical markets.

One way of generating revenue from broadband media content rests upon the assumption that multi-media content may trigger a greater intent to buy products and services impulsively. An experiment was performed in order to explore the effects of media formats on the emotions and impulse buying intentions for music compact discs (CDs). Three distinct media formats of World Wide Web pages were set up: (1) the text of the lyrics, (2) still images from the song's music video and (3) the music video itself. Each had a varying degree of visual/verbal intensity while simultaneously playing the soundtrack in all three conditions. The results of this study indicate that displaying the text of the lyrics had a greater effect on the impulse buying intent than showing still images of the music video. In addition, different media formats caused emotional responses that can explain the participant's impulse buying intent to buy the CD. Unexpectedly, the still images and video did not necessarily generate more buying intention than combinations of the text and music. Therefore, it is recommended that electronic commerce and marketing managers explore innovative ways of integrating visual and verbal media formats for eliciting an effective consumer response.

Little empirical work has directly addressed the sources of competitive advantage of the click and mortar e-commerce approach, despite growing recognition of its importance as a business model. In this paper, we introduce a framework to describe the areas of physical and virtual synergy in click and mortar enterprises, the management actions for achieving synergies and avoiding channel conflicts, and the types of benefits that may be obtained. Case studies of ten US companies, including both business to consumer (B2C) and business to business (B2B) cases are used to illustrate the utility of the framework.

Many traditional brick-and-mortar businesses supplement their physical outlets with e-commerce capabilities on the Web, but there has been little empirical research on the underlying dynamics of the "click-and-mortar" business approach. This paper develops a conceptual framework that highlights the four types of synergies obtained by integrating e-commerce with physical infrastructures: cost savings, improved differentiation, enhanced trust, and market extension. Case studies of click-and-mortar enterprises provide concrete examples of these synergy benefits and of the managerial actions needed to prevent channel conflicts.

Despite the attention focused on click and mortar strategies, little empirical work has directly addressed the sources of competitive advantage of this approach, nor the factors that distinguish between a successful and unsuccessful implementation. In this paper, we review theoretical work that establishes the basis for expecting synergy between e-commerce and physical presence in a market. We then describe a series of cases illustrating the types of synergies gained by click and mortar firms. Sources of competitive advantage arising from click and mortar e-commerce models are described, as well as management approaches that facilitate the formation of successful click and mortar strategies. Charles Steinfield, Harry Bouwman, Thomas Adelaar

Suggest hybrid e‐commerce strategies can take many forms – ranging from approaches with limited interaction between the physical and virtual entities – to where these two modes are inseparable. Investigates theoretical strengths of synergy models, presenting a series of case studies that illustrate that some companies and industries have hybrid strategies. Sums up that contrary to the former e‐commerce rhetoric, distance is not dead and geography still bears an influence on e‐commerce retail activity.

In recent years, it has been widely stated that electronic commerce will signify the dawn of a friction-free market (Gates, 1995). Structural changes in markets, such as disintermediation, would occur due to the impact of electronic trade and electronic information exchange. As argued by Sarkar, Butler and Steinfield (1995), these statements are oversimplified and exaggerated, because different outcomes are possible, such as cybermediation and re-intermediation. In order to clarify the issues concerning the implications of e-commerce for market structure, this paper attempts to validate the model developed by Sarkar et al., by applying the model to the art and antiques market. The implications of e-commerce depend on the choice to internalize electronic inter-organizational activities or outsource these activities to so-called cybermediaries. The emergence of new intermediary roles and actors is not always based on pure economic arguments. Of equal importance are the constraints imposed by the social and cultural embedding of intermediary roles. However, the precise impact on market structure cannot be explained exclusively by e-commerce. In this paper, it is argued that a better understanding of the evolutionary impact of e-commerce on existing market structures and intermediary roles is reached by taken into account both historical and regional perspectives.