Digital Innovations

Introduction

Impacts on Marketing, Value Chain and Business Models, Special issue of Canadian J Administrative Sciences, and Conference, Lyon, 11-12 Jun 2018; Deadline 15 Mar

CJAS – Call for Papers – Special Issue
Digital innovations:
impacts on marketing, value chain and business models

Submission Deadline: October 30, 2018

Guest Editors

Jean-Michel Sahut, Professor IDRAC Business School (France) & University of Applied Sciences Western Switzerland (CH)

Leo Paul Dana, Professor, Montpellier Business School (France) & Marie Curie Fellow at Princeton University (USA)

Michel Laroche, Royal Bank Distinguished Professor of Marketing, John Molson School of Business, Concordia University (CA)

Aims and Scope

Around the world, major corporations are embracing digital transformation and undergoing organizational change. Digital innovations, i.e, new combinations of digital and physical components to produce novel products (Yoo et al. 2010), allow firms to reinforce their competitive advantage, by differentiating themselves from their competitors. Digitalization implies the implementation of digital technologies and innovative business models in order to create value and improve organizational performance; thus, digital transformations change business models, as well as the value chain – and positively influence the company’s reputation (Anderson, 2014).

An effective mastering of digital innovations can have three advantages: (i) better customer experience; (ii) streamlined operations; and (iii) new lines of businesses (Fitzgerald et al., 2013). Through automation, companies are having the most success in implementing digital technologies in the area of customer experience and in operations. According to Fitzgerald et al. (2013), the digital change can start with customers, and the improvement of the customer experience represents one the main drivers of a digital transformation. The rise of the connected and tech-savvy customer has changed the expectations that consumers have of companies. From the consumer side, digital innovations have radically transformed the way consumers look for information, buy, consume, talk and share their experience about products and services. From the corporate perspective, digital innovations offer new ways “to reach, inform, engage, sell to, learn about, and provide service to customers” (Lamberton and Stephen, 2015, p. 146).

Digital innovations are changing business models and industries. Contactless payments, for instance, are revolutionizing banking. Smart, connected objects are impacting the insurance sector with the introduction of personalized premiums. Furthermore, thanks to digital innovations, massive amounts of customer data are collected. This raises privacy concerns, since many innovative products can only fully deploy their value if they rely on consumers’ personal information, and this issue challenges the confidence that consumers have in new innovations, and revolutionizes marketing practices (Mitlgen et al. 2016).

Since the adoption of digital innovations is associated with high levels of uncertainty for potential customers, particularly critical is to understand how consumers can adopt and accept the digital innovation. Kuester et al. (2018) suggest that the design of e-innovation go-to-market strategies should primarily signal trustworthiness and usability. Laifi and Josserand (2016) discuss an innovative business model of a digital library in the field of publishing and show that digital innovations need to be legitimized by the actors of the field, in order to be fully accepted and successful.

Despite these new trends, the digital innovation literature suffers from two major shortcomings: (i) from a theoretical standpoint, the marketing, value chain and business models impacts of digital innovations are still largely analyzed through theories and concepts developed before the digital revolution (Elia et al., 2016); and (ii) from a managerial standpoint, Lamberton and Stephen (2015) identify several points of disconnect between practice and academia. Hence, we invite contributions that will help to better understand, analyze, and theorize how digital innovations emerge, create value, improve the customer experience, go to market, are adopted by customers and affect the value chain. More precisely, we are looking for contributions that can investigate, but not only, the following points:

  • How do digital innovations improve the customer experience?
  • How do digital innovations transform the way consumers interact with companies?
  • How do digital innovations go from creation to market?
  • How should start-ups design go-to-market strategies to facilitate the adoption of e-innovations?
  • How do digital innovations, in different sectors, affect the value chain?
  • How do digital innovations affect the structuring of markets and business models?
  • How do digital innovations impact organizational structures?
  • How can consumers’ personal information be treated to instill consumer confidence and facilitate innovation adoption?
  • How should start-ups deal with consumers’ privacy concerns and how can consumer confidence in digital innovations be strengthened?
  • How do innovations in digital marketing create value?

Details of Paper Submission and Due Date

The authors have to present their paper at the International Conference “Digital Innovation and Financing” that will take place on June 11-12, 2018 in Lyon.

https://dif2018.sciencesconf.org

Interested contributors should submit preferably full papers in PDF files (in English or French), but extended abstracts (1,000 to 1,500 words) may also be considered if they show considerable promise, no later than March 15, 2018 through the conference website.

In a second step, after the conference, the selected papers will be submitted to CJAS submission platform, no later than October 30, 2018.

References

Anderson, C. (2014). Makers: The New Industrial Revolution, New York: Crown Business.

Elia, G., Margherita, A., & Petti, C. (2016). An Operational Model to Develop Technology Entrepreneurship “EGO-System”, International Journal of Innovation and Technology Management, 13 (5), https://doi.org/10.1142/S0219877016400083

Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology: A new strategic imperative. MIT Sloan Management Review, 55(2), 1.

Kuester, S., Konya-Baumbach, E., & Schuhmacher, M. C. (2018). Get the show on the road: Go-to-market strategies for e-innovations of start-ups. Journal of Business Research, 83(February), 65-81.

Laïfi, A., & Josserand, E. (2016). Legitimation in practice: A new digital publishing business model. Journal of Business Research, 69(7), 2343-2352.

Lamberton, C., & Stephen, A. T. (2016). A thematic exploration of digital, social media, and mobile marketing: research evolution from 2000 to 2015 and an agenda for future inquiry. Journal of Marketing, 80(6), 146-172.

Miltgen, C. L., Henseler, J., Gelhard, C., & Popovic, A. (2016). Introducing new products that affect consumer privacy: A mediation model. Journal of Business Research, 69(10), 4659-4666.

Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The New Organizing Logics of Digital Innovation: An Agenda for Information Systems Research. Information Systems Research, 21(4), 724-735.