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Demand for fake physical and digital products is a global phenomenon with substantive detrimental effects on companies and consumers. This raises various questions and issues, such as whether there are generalizable explanations of purchase intentions.

This research is based on consumer samples from three different countries. This paper develops and tests a model based on the theory of planned behavior (TPB) to explain both the demand for counterfeits and digital piracy. Respondents were questioned about physical products (e.g. clothing, accessories) from well-known brands and digital products (e.g. software, music).

Socially oriented motives such as embarrassment potential, ethical concerns and social norms explain the intention to purchase fake physical and digital products, while personally oriented motives (e.g. self-identity) have indirect effects but not a direct impact on purchase intention.

As our results show, we find evidence for a general model – contributing and supporting our first and primary research goal of providing a theoretically robust model that bridges the gap between two streams of literature.

The fact that drivers of buying counterfeit physical and digital goods are similar across countries provides justification for companies and international organizations to bundle their efforts and thus leverage them more strongly on a global scale.

We provide a basis for consolidating future research on demand for counterfeits and pirated goods because underlying factors driving demand are similar across the three countries studied herein.

By drawing on various theoretical approaches and a gender perspective, this paper aims to examine business model (BM) experimentation as a step towards BM experimentation capabilities as an outcome and, as such, a key antecedent to firm performance.

In this paper, using a unique data set of 444 European small and medium-sized enterprises (SMEs), the authors draw on various theoretical perspectives to devise a structural equation model that examines BM experimentation as a step towards business model innovation (BMI) as an outcome and, as such, a key antecedent to firm performance. Potential differences are examined between female-owned and non-female-owned businesses with regard to hypothesized relations.

Multi-group analysis results reveal that drivers of BM experimentation and the paths linking BM experimentation to overall firm performance are different for female owners in comparison to male owners.

Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.

Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance.

Despite the increasing number of papers focussing on the relationship between BM and firm performance, the focus on female entrepreneurship, gender differences and BMI, more specifically the process of BMI as BM experimentation, is relatively rare.

The purpose of this paper is to analyze the differences and similarities that arise between manufacturing and service firms with regard to the impact of business model objectives on marketing innovation activities.

This study focuses on business model objectives and marketing innovations activities. As described by Oslo Manual, marketing innovations involve changes in product design, promotion, placement and pricing. Relationships between business model objectives and marketing innovations are based on the analysis of 9,525 firms, 5,488 of which are manufacturing companies and 4,037 of which are service companies.

Findings reveal distinctive results in the adoption of marketing innovation, depending on the business model objectives being pursued and the type of companies (manufacture or service) considered.

This research goes further than prior studies by identifying more precisely the particularities that differentiate the manufacturing and service sectors.

Firm’s age and size are not significant restrictions to introduce new marketing innovations in manufacturing or service sectors. In contrast, the business model objective to enter a new market is a significant driver of marketing innovations in most cases.

The focus on business model objectives and their impact on marketing innovations is novel. In addition, this study focuses on a large-scale sample that allows us to compare differences between manufacturing and service companies.

This paper aims to examine the effect of social disruption on the use of technologies for digitizing business-to-business (B2B) processes. The aim is to assess how digitalization technologies (DT) may impact corporate performance (CP) in B2B settings.

The methodology is based on a questionnaire survey in Norway, and a deductive research design. A total of 216 usable questionnaires out of 356 were returned, generating a response rate of 60.6%.

This study shows that there is an effect of social disruption on DT (such as digital communication tools, social media and customer relationship management systems) in B2B settings that may impact CP.

This study indicates that the use of technologies to digitize B2B processes may enhance CP when social disruption occurs.

This study offers insights to companies that need help in adapting their business processes to the changing social and technological environment. This study also highlights the importance of digitalization for business survival in the marketplace and society.

This study sheds light on the effect of social disruption on DT and provides opportunities for managing CP.

The purpose of this paper is to focus on the implementation process of enterprise resource planning (ERP), the evolution of business model innovation (BMI) and the organizational outcome. This research analyses how ERP and BMI are related and, in turn, what is the final the impact on organizational performance.

The sample consisted on 104 organizations from different industries, all of which used an ERP software. A structural equation model was used to test the six hypotheses.

The results indicate that the BMI constructs considered (i.e. value-generation and organizational complexity) mediate the impact of the ERP constructs (organizational adaptation and organizational resistance), in organizational performance. Successful ERP implementation is not an end itself for this companies, but merely a path and a process for improving the business model with the aim improving performance in the marketplace.

This study offers a new outlook on how a company should leverage the ERP adaptation, and any resistance in the organization to innovating in the business model. This study is rooted in the evolutionary perspective of BMI, but it also integrates into an overall model other points of view such as the rational positioning view and cognitive view.

Organizations must understand the ERP flows in depth, each ERP flow is the work result of a multitude of companies over several years. All departments, and in particular the research and development department must participate actively in the ERP implementation. Organised complexity means opportunities for success in the market. Organizations must train their departments in ERP and not just teach them how the ERP works. ERP implementation needs consider improvements to the business model and ultimately the performance, but not separately.

BMI has received contributions from several domains such as entrepreneurship, management organization and strategic management among others. Nonetheless, the role of ERP in BMI is far from being understood and the few contributions focus only on technology per se. To the best of our knowledge this is the first study that has explored the connections of ERP and BMI and in turn the final outcome in organizational performance.

The purpose of this paper is to develop a research model that examines the effect of information overload and information disorganisation upon customers’ perceived risk and purchase intention online in a single integrative model. In addition the paper investigates whether internet experience moderates these relationships.

To achieve the paper's objectives an experiment that involved visiting the ten most visited e-commerce web sites in Spain was conducted. Hypotheses were tested by using structural equation modelling on a data set of 1,396 online shopping customers.

The results suggest a positive relationship between information overload and customer purchase intention and that internet experience reinforces this positive effect. Moreover the results confirm that the relationship between information disorganisation and customer purchase intention is not significant and that internet experience does not moderate the relationship. The findings also indicate that perceived risk mediates the relationship between information overload and information disorganisation on customer purchase intention.

This work contributes to the literature by exploring the phenomenon of information overload and information disorganisation upon customers’ perceived risk and purchase intention in the e-commerce environment as well as the moderating effect of internet experience on these relationships in a single integrative model. The main conclusions of this investigation can be valuable to organisations that implement or intend to implement e-commerce.

This study aims to extend the proposal of Holmqvist with regard to organisational processes of learning and their impact on firm performance.

Based on a survey of 187 firms, the paper shows that certain organisational processes of learning are related to innovation performance. Further, it investigates the moderating role of product radicalness on such relationships.

Based on a survey of 187 firms, the paper shows that certain organisational processes of learning are related to innovation performance. Further, it investigates the moderating role of product radicalness on such relationships and proves that the other two types of organisational learning processes are not related to innovation performance.

The innovation performance of collaboration between firms has not received a great deal of attention in the literature. This research paper offers some guidelines on how to obtain great advantages from this collaboration.

The purpose of this article is to present a model that compares the switching costs that consumers face when they buy pioneering and follower products.

A study of 255 new products indicates that switching costs are actually higher when switching from an existing product to a pioneering product.

The study shows that people who buy a pioneering product may also face switching costs, if the pioneering product is launched in an existing category where consumers are already familiar with similar products.

The results help to reinforce the view that first movers have advantages and demonstrate that switching costs do not lead to a higher level of consumer retention.

This study provides interesting managerial implications on how to launch new products more effectively when they suffer from switching costs..

Researchers commonly view switching costs as a barrier to market entry that protects enterprises that launch pioneering products and gives them a competitive advantage over those that launch follower products. The underlying idea is that people only experience switching costs when they change to a different follower product, rather than when they purchase a pioneering product instead of the product that they usually purchase.