Jukka Heikkilä

Modeling hedonic is continuance through the uses and gratifications theory

This study examines the motivators for hedonic IS continuance among individuals.Three types of gratification affect an individuals continuance intention to use online games.Gender is a weak moderator whereas age is a strong moderator.The uses and gratifications theory is a good model to explore hedonic IS continuance. It has long been a challenge for online game providers that online game players frequently switch to alternative games without much hesitation. Current IS continuance theories are mainly developed to interpret user continuance of general utilitarian IS and are ineffective in interpreting user continuance of hedonic IS. In this study based on the uses and gratifications theory, a hedonic IS continuance model is developed by incorporating three types of gratification: hedonic gratification (enjoyment, fantasy and escapism); social gratification (social interaction and social presence); and utilitarian gratification (achievement and self-presentation). Age and gender are the moderating factors in the model. The research model is empirically assessed based on 3919 validated responses from the users of a social network game in China. In this study we found that three types of gratification affect an individuals continuance intention to use a social network game: hedonic gratification (enjoyment, fantasy and escapism), utilitarian gratification (achievement) and social gratification (social interaction and social presence). The results provide weak support for the moderating effect of gender on the relationship between each antecedent and continuance intention, but offer strong support for the moderating effect of age on the relationships.

Collaborative Business Model Innovation Process for Networked Services

This paper presents a process framework for innovating joint business models (co-BM) for multiple companies. Our framework describes the change management that should be carried out in parallel to the rigorous analysis and development of the business model details. With two illustrative cases we show that fruitful co-BM creation process in networks requires both development of the model itself, but also organizational innovation processes including mutual learning and harmonisation of operations. We claim that by understanding this dual process and its key facets might help (1) to coordinate the practical BM creation projects better and (2) to analyse which BM related decisions contribute or hinder the joint development project.

Modeling consumer switching behavior in social network games by exploring consumer cognitive dissonance and change experience

Purpose – The purpose of this paper is to model the effect of alternative products in motivating consumers’ e-service switching behavior in the context of the social network game (SNG) industry. In particular, the effects of both alternative attractiveness and change experience on switching behavior are quantified. Design/methodology/approach – With the aid of a leading e-service provider in China, 220,000 questionnaires were distributed to the players of a SNG. Valid responses from potential switching users are included in the data analysis. Structural equation modeling technique is utilized to test the research framework. Findings – The study found that alternative attractiveness negatively affects both the perceived service quality and individual users’ satisfaction with their current SNG. Additionally, alternative attractiveness has a strong and positive impact on both switching intention and behavior. The results show that users’ satisfaction and perceptions on service quality deteriorate significant...

Business model metrics: an open repository

Development of successful business models has become a necessity in turbulent business environments, but compared to research on business modeling tools, attention to the role of metrics in designing business models in literature is limited. Building on existing approaches to business models and performance measurement literature, we develop a generic open repository of metrics related to core business model concepts. We validate and assess the practical value of the repository based on four e-Business model cases. The repository can be utilized in designing business models, specifically for networked enterprises. It is neither complete nor universally applicable, but needs adjustment with each design. Ultimately, with this paper, we hope measurement will become an integral part of the business model innovation discussion.

Achieving agility using business model stress testing

Business Model (BM) Innovations aim at making systemic changes in the business logic of companies when they are bringing innovative products and services to the market. Companies should be sensitive to changes in their business environment and able to modify their BMs in an agile way. To assess the agility of BMI during specific market entry situations, this paper uses a method that stress tests the value proposition and the components of a BM against contingent uncertainties. We present three qualitative case studies of companies that differ in their market entry approach. Starting from their strategic orientation, these case companies’ stress test their Business models and BM components, using a scenario-based identification of uncertainties. The BM Stress Test method contributes to a quick understanding of the components their BM needs to monitor, reconsider, or improve. Such stress testing helps enhance business agility. The research contributes to market strategy and business modelling research by introducing BM Stress Testing as a new method that can achieve and maintain agility regarding BM uncertainties.

Understanding Individuals’ Switching of eService: An Empirical Study of Social Network Games Switching Intentions in China

Competitors in social network game (SNG) are constantly providing substitutes to attract SNG players, and SNG players switch among SNGs. In prior IS literature, little research has attempted to study the switching behavior of IS users. This paper aims at exploring users’ switching behavior in the context of SNG. We applied the push-pull-mooring framework from the marketing field to examine the determinants of SNG players’ switching intention. In addition, we investigate the moderating role of individuals’ demographics, such as age and gender. We tested the proposed research model with 541 responses collected via an online survey among Chinese SNG players. The research results suggest that perceived enjoyment (push effect), descriptive norms and alternative attractiveness (pull effects), as well as adaptation cost (mooring effect), have significant effects on individuals’ switching intention in SNGs. Meanwhile, demographics (such as age and gender) are moderating effects on relations among independent variables to switching intention in various degrees.

From strategic goals to business model innovation paths: an exploratory study

Purpose The purpose of this paper is to analyse how different strategic goals of (micro-, small- and medium-sized firms=SMEs) relate to the business model innovation (BMI) paths that SMEs take when improving their business. Design/methodology/approach The authors conducted 11 in-depth case studies involving SMEs innovating their business models (BMs). Findings The authors found evidence that strategic goals of SMEs (start new business, growth and profitability) lead them to alternative innovation path in terms of BM components affected. Growth seekers start from the right-hand side of a BM Canvas, while profitability seekers start from the back end, the left side of a Canvas; and new businesses adopt a cyclical approach considering BM components in turn, while at the same time redesigning and testing the BM. The findings of this study also indicate that all three paths gradually lead to improvement in several BM components. Research limitations/implications Findings indicate that a strategic management view in which strategic goals define BMI also applies to SMEs. The distinctive BMI paths that the authors identified provide evidence to suggest that, although the SMEs may not have an explicitly formulated strategy, their strategic goals determine the type of improvements they make to their BM. All three SME groups started their improvements from different BM components and changed several elements in their BMs in a specific order, forming distinctive BMI paths. Finally, to understand the BMI in SMEs better, more research is needed into BMI processes and into the way BMI is managed in SMEs. Practical implications The findings of this study help SMEs to anticipate the next steps in their path towards an improved BM. By mirroring their approach to the BMI paths, they can better manage their BM makeover process and focus on their innovation activities. For providers of BMI tools and methods, the study indicates which SME innovation tasks could be supported by tools and how the tools should be aligned with the BMI paths. Originality/value BMI is attracting growing attention in both research and practice. However, knowledge concerning BMI in SMEs is limited. The authors contributed to BMI research by focussing on the BMI paths of SMEs, i.e. the often sequential, non-linear and iterative steps taken to improve the business by making changes to specific BM components.