Andrea Pontiggia

Network effects in technology acceptance: Laboratory experimental evidence

This research analyzes network effects in technology acceptance. The hypothesis is that the size of the user network affects technology acceptance. Even today, empirical measurement of network effects is challenging and there is a lack of experimental evidence. In order to investigate and measure the relationship between network size (number of adopters) and user acceptance, technology acceptance research needs to broaden its scope and approaches. To overcome this limitation we reproduce a particular type of technology acceptance process in a laboratory experiment, controlling for user network size and testing its influence on user perceptions and, ultimately, on acceptance decisions. We measured user perceptions and analyzed the data using consolidated and tested technology acceptance models. The results confirm our hypothesis, showing a significant effect of user network size on user perceptions. Finally, we discuss the theoretical and managerial implications of our approach and findings.

Working with tweets vs. working with chats: an experiment on collaborative problem solving

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Full length articleWorking with tweets vs. working with chats: An experiment on collaborative problem solving☆

This publication contains reprint articles for which IEEE does not hold copyright. Full text is not available on IEEE Xplore for these articles.

Panel: Governance in Open Source Projects and Communities

“Although considerable research has been devoted to the growth and expansion of open source communities and the comparison between the efficiency of corporate structures and community structures in the field of software development, rather less attention has been paid to their governance structures (control, monitoring, supervision)” (Lattemann and Stieglitz 2005).

The Beauty Ideal in Chinese Luxury Cosmetics: Adaptation Strategies of Western Companies

The aim of this paper is to determine if the standardization strategies, widely implemented by the luxury companies in international markets, can successuflly adopted in the Chinese Markets. In order to verify this statement, we analyse the luxury cosmetics industry in a market characterized by evident cultural differences. The cultural differences have been studied in term of beauty ideals and consumersO behavior and expectations. We study four western luxury cosmetics companies. Although the first moves were mainly shaped on replication and standardization, the cultural differences force the four western companies to transform their orientation towards adaptation. This finding was partially unexpected and suggests that for specific type of luxury products the adaptation and flexibility are required despite the drift to replicate the standardized marketing strategies. These results are consistent with those of other studies suggesting the need for a balanced approach of standardization and adaptation in managing the international strategies.

Internationalisation strategies of medium-size multinational firms: when size matters in Chinese markets

Abstract: This chapter provides a framework and gives empirical results of an investigation to understand how and why MMNE (medium-size multinational enterprise) internationalisation strategies deviate from the more established strategies of multinational and global companies (MNCs). We study a sample of Italian MMNEs, analysing the strategic and governance models adopted in Chinese businesses and markets and the relationship between the headquarters and overseas branches in China. We investigate two specific factors: ‘mirroring effects’ and ‘acquainted markets’. Mirroring effects relate to adaptation, innovative governance forms of which in our sample are strongly affected by such features as size failing to fit the potential or actual dimension of the market (size factor). Acquainted markets have the effect of decreasing difficulties in accessing countries’ institutional externalities and gaining marketing competitive advantages. Our results show that MMNEs tend to replicate their existing business models when they enter ‘informed’ and ‘experienced’ markets. Our study explains these differences as an evolutionary path driven by internal capabilities to replicate organisational and business models facilitated by the availability of accustomed and informed markets.

Perché le aziende venete devono puntare ai mercati asiatici

Il titolo presenta una domanda che può suonare retorica, la cui risposta sembra non poter essere che positiva. Alcuni osservatori mostrano come il processo sia simmetrico: anche le aziende asiatiche, infatti, guardano con interesse in mercati europei. Altri ci ricordano che oggi non si può prescindere in molti settori dalle dinamiche competitive e di mercato generate dalle economie dei Paesi asiatici. Non è una novità, certamente, e anche i più distratti si sono resi conto della trasformazione che nell’ultimo decennio ha interessato il rapporto tra i sistemi economici sovrannazionali e le potenzialità di sviluppo competitivo delle aziende. Le imprese sembrano aver progressivamente perso un riferimento stretto di localizzazione. Ne è testimonianza recente il dibattito sulla globalizzazione dei mercati e delle aziende. Ciò che appariva una scelta limitata ad alcuni players (grandi aziende e gruppi multinazionali) che per dimensione e vocazione sembravano essere gli attori unici di questi progetti di espansione, oggi è il terreno di confronto anche delle aziende di minori dimensioni. Aziende che per storia e per vocazione avevano fatto del radicamento nel territorio un fattore distintivo si trovano a dover fare un passo, diremmo un salto, nella competizione internazionale. Non sembra quasi più una scelta possibile, ma piuttosto una sorta di ‘obbligo’ strategico per la stessa sopravvivenza dell’azienda. Senza rievocare questi scenari un po’ apocalittici da fine di un periodo, o conclusione di un percorso secolare, resta tra le possibili (e spesso imposte) alternative di sviluppo e di consolidamento. In fondo i mercati asiatici, pur nelle loro profonde differenze, possono rappresentare un’opportunità offerta alle aziende venete. In una frase: anche se non ci sentiamo cittadini del mondo, nostro malgrado lo siamo già! Ed è proprio questo il senso del nostro contributo: capire in che cosa consiste per le aziende italiane e venete essere diventate internazionali, anche quando forse non ne abbiamo compreso fino in fondo le implicazioni. Più abbiamo costruito una realtà locale, più corriamo il rischio di costruirci una visione limitata e miope. Traiettorie di evoluzione che dovrebbero, più che intimorirci, alimentare la ricerca di nuove soluzioni; la ricerca di nuovi modi di affrontare i cambiamenti in atto sono il terreno oggi più che mai di valutazione delle capacità imprenditoriali.

Internationalization of Middle Size Multinational Enterprises in Chinese Markets: Mirroring Back Effects

In this paper, we focus on the internationalization strategies implemented by Middle Size Multinational Enterprises (MMNE) in Chinese markets. We assume that these strategies differs from those of the large multinational companies. Differences explained by the size of the company (medium) compared to the size of the potential market (large). The hypothesis is that in the internationalization strategy of Medium size Multinational Enterprises (MMNEs) is recursive and based on two-way innovation process. This processes is defined as a mirroring back phase and its shown by companies prone to innovate the business model because of the international exposure. Culturally distant and large markets may support firms to increase their strategic innovation rate. Evidences based on case studies show the content and the modes of the internationalization of MMNEs.

When Size Does Matter - Trends of SMEs Internationalization Strategies in Chinese Economy

The strategies of internationalization have been one of hottest topics in managerial literature in the last decade. Interestingly to notice how deep and unexpected changes have challenged the mainstream of international management theories. This paper illustrates a framework and some preliminary results aim to comprehend how and why MMNEs (Medium-size Multinational Entreprise) internationalization strategies deviate from the more established strategies of multinational and global companies (MNC). We study a sample of Italian SMEs, analyzing the strategy choice and the governance models adopted in China businesses. Qualitative analysis highlights both the feasibility and sustainability of governance models (criteria and components) and forms (model execution and implementation). This paper investigates the specificities of SMEs: The adaptation process and, in some cases, the innovative governance forms analyzed in our sample of cases (described in the paper) are strongly affected by the following factors: first, the size does not fit the potential or actual dimension of market (size factor); Second, increasing difficulties to access to the countries? institutional externalities and strong reliance on the efficiency of markets in order to purchase product and services which they can not internalize (make or buy factor);. Third, negative effects of size preventing to reach arrangements with local and national government (government and local shareholders factor); Fourth, being part of the supply chain of larger firms (MNC) is a common entry mode in Chinese market. Last factor refers to the lack of resources (human, market and relational capital).

What’s New in Innovation? A Contribution to the Novelty of Innovation Management Approaches

This contribution analyzes two sides of managerial strategic decisions on innovation: first the choices regarding innovation modes, second the choices concerning innovation outcomes protection/accessibility (IP strategy). Literature on innovation management treats these aspects in a somehow separate way. It follows a lack of frameworks which take simultaneously into account these two sides of innovation strategy. We develop a framework based on a set of components of the double managerial choice. The framework reflects a configurational approach to the strategic combinations on both innovation modes and outcomes. It provides guidelines to support strategic decision making. The set of factors highlights the hybrid nature of innovation models and shows the limitations of strategic decision making based on discrete dimensions: open versus closed and collective versus private outcomes.