@article{37144,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Artificial intelligence (AI) is being increasingly integrated into enterprises to foster collaboration within humanmachine teams and assist employees with work-related tasks. However, introducing AI may negatively impact employees’ identifications with their jobs as AI is expected to fundamentally change workplaces and professions, feeding into individuals’ fears of being replaced. To broaden the understanding of the AI identity threat, the findings of this study reveal three central predictors for AI identity threat in the workplace: changes to work, loss of status position, and AI identity predicting AI identity threat in the workplace. This study enriches information systems literature by extending our understanding of collaboration with AI in the workplace to drive future research in this field. Researchers and practitioners understand the implications of employees’ identity when collaborating with AI and comprehend which factors are relevant when introducing AI in the workplace.</jats:p>}},
  author       = {{Mirbabaie, Milad and Brünker, Felix and Möllmann Frick, Nicholas R. J. and Stieglitz, Stefan}},
  issn         = {{1019-6781}},
  journal      = {{Electronic Markets}},
  keywords     = {{Management of Technology and Innovation, Marketing, Computer Science Applications, Economics and Econometrics, Business and International Management}},
  number       = {{1}},
  pages        = {{73--99}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{The rise of artificial intelligence – understanding the AI identity threat at the workplace}}},
  doi          = {{10.1007/s12525-021-00496-x}},
  volume       = {{32}},
  year         = {{2021}},
}

@article{44899,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Changes in winery ratings in leading wine guides, that is, improvements as well as deteriorations, are typically attributed to corresponding changes in the quality of the wines produced by the respective winery. What remains unexplored in this context is changes in editorship and/or changes in the composition of the wine tasting teams working for the respective guide. Using data from two particularly prestigious German wine guides (Gault Millau and Vinum), this paper shows that these latter changes have a rather small, yet statistically significant impact on changes in winery ratings. Thus, consumers are well-advised to consider these changes before making their purchasing decision. (JEL Classifications: L21, M30, Q13)</jats:p>}},
  author       = {{Frick, Bernd}},
  issn         = {{1931-4361}},
  journal      = {{Journal of Wine Economics}},
  keywords     = {{Horticulture, General Business, Management and Accounting, Food Science}},
  number       = {{4}},
  pages        = {{370--377}},
  publisher    = {{Cambridge University Press (CUP)}},
  title        = {{{The Legacy of Gurus: The Impact of Armin Diel and Joel Payne on Winery Ratings in Germany}}},
  doi          = {{10.1017/jwe.2020.36}},
  volume       = {{15}},
  year         = {{2021}},
}

@article{41338,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>This study explains how manufacturers tackle the critical managerial challenge of transforming a product-focused sales force to undertake solution selling. Through an application of configurational theory, the authors explain how individual and organizational conditions combine to determine salespeople’s engagement in solution selling. Multilevel, multisource data from the sales organization of a global supplier of building solutions represent input from salespeople (<jats:italic>N</jats:italic> = 184), solution champions (<jats:italic>N</jats:italic> = 23), and sales managers (<jats:italic>N</jats:italic> = 26). A fuzzy set qualitative comparative analysis reveals no single, optimal way to overcome transformation challenges. Rather, consistent with prior research, solution selling requires certain types of salespeople, because value-based selling is a necessary condition for successful engagement. Beyond this foundational condition, a heterogeneous sales force can be engaged, as long as the organization provides appropriate support that is tailored to individual salespersons’ needs. The findings affirm that this viable support can come from either sales managers or solution champions.</jats:p>}},
  author       = {{Salonen, Anna and Terho, Harri and Böhm, Eva and Virtanen, Ari and Rajala, Risto}},
  issn         = {{0092-0703}},
  journal      = {{Journal of the Academy of Marketing Science}},
  keywords     = {{Marketing, Economics and Econometrics, Business and International Management}},
  number       = {{1}},
  pages        = {{139--163}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Engaging a product-focused sales force in solution selling: interplay of individual- and organizational-level conditions}}},
  doi          = {{10.1007/s11747-020-00729-z}},
  volume       = {{49}},
  year         = {{2021}},
}

@article{41337,
  abstract     = {{<jats:title>Abstract</jats:title><jats:p>Online reviews have profound impacts on firm success in terms of sales volume and how much customers are willing to pay, yet firms remain highly dependent on customers’ voluntary contributions. A popular way to increase the number of online reviews is to use product testing programs, which offer participants free products in exchange for writing reviews. Firms that employ this practice generally hope to increase review quality and secure higher product rating scores. However, a qualitative study, experimental study, and multilevel analysis of a field study dataset of more than 200,000 online reviews by product testers combine to reveal that product testing programs do not necessarily generate higher quality reviews, nor better product ratings. Only in certain circumstances (e.g., higher priced products) does offering a product testing program generate these benefits for the firm. Therefore, companies should consider carefully if and when they want to offer product testing programs.</jats:p>}},
  author       = {{Garnefeld, Ina and Krah, Tabea and Böhm, Eva and Gremler, Dwayne D.}},
  issn         = {{0092-0703}},
  journal      = {{Journal of the Academy of Marketing Science}},
  keywords     = {{Marketing, Economics and Econometrics, Business and International Management}},
  number       = {{4}},
  pages        = {{703--722}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Online reviews generated through product testing: can more favorable reviews be enticed with free products?}}},
  doi          = {{10.1007/s11747-021-00770-6}},
  volume       = {{49}},
  year         = {{2021}},
}

@inproceedings{16933,
  abstract     = {{The continuous innovation of its business models is an important task for a company to stay competitive. During this process, the company has to validate various hypotheses about its business models by adapting to uncertain and changing customer needs effectively and efficiently. This adaptation, in turn, can be supported by the concept of Software Product Lines (SPLs). SPLs reduce the time to market by deriving products for customers with changing requirements using a common set of features, structured as a feature model. Analogously, we support the process of business model adaptation by applying the engineering process of SPLs to the structure of the Business Model Canvas (BMC). We call this concept a Business Model Decision Line (BMDL). The BMDL matches business domain knowledge in the form of a feature model with customer needs to derive hypotheses about the business model together with experiments for validation. Our approach is effective by providing a comprehensive overview of possible business model adaptations and efficient by reusing experiments for different hypotheses. We implement our approach in a tool and illustrate the usefulness with an example of developing business models for a mobile application.}},
  author       = {{Gottschalk, Sebastian and Rittmeier, Florian and Engels, Gregor}},
  booktitle    = {{Proceedings of the 22nd IEEE International Conference on Business Informatics}},
  keywords     = {{Business Model Decision Line, Business Model Adaptation, Hypothesis-driven Adaptation, Software Product Line, Feature Model}},
  location     = {{Antwerp}},
  publisher    = {{IEEE}},
  title        = {{{Hypothesis-driven Adaptation of Business Models based on Product Line Engineering}}},
  doi          = {{10.1109/CBI49978.2020.00022}},
  year         = {{2020}},
}

@inproceedings{16934,
  abstract     = {{To build successful products, the developers have to adapt their product features and business models to uncertain customer needs. This adaptation is part of the research discipline of Hypotheses Engineering (HE) where customer needs can be seen as hypotheses that need to be tested iteratively by conducting experiments together with the customer. So far, modeling support and associated traceability of this iterative process are missing. Both, in turn, are important to document the adaptation to the customer needs and identify experiments that provide most evidence to the customer needs. To target this issue, we introduce a model-based HE approach with a twofold contribution: First, we develop a modeling language that models hypotheses and experiments as interrelated hierarchies together with a mapping between them. While the hypotheses are labeled with a score level of their current evidence, the experiments are labeled with a score level of maximum evidence that can be achieved during conduction. Second, we provide an iterative process to determine experiments that offer the most evidence improvement to the modeled hypotheses. We illustrate the usefulness of the approach with an example of testing the business model of a mobile application.}},
  author       = {{Gottschalk, Sebastian and Yigitbas, Enes and Engels, Gregor}},
  booktitle    = {{Business Modeling and Software Design}},
  editor       = {{Shishkov, Boris}},
  keywords     = {{Hypothesis Engineering, Model-based, Customer Need Adaptation, Business Model, Product Features}},
  location     = {{Potsdam}},
  pages        = {{276--286}},
  publisher    = {{Springer International Publishing}},
  title        = {{{Model-based Hypothesis Engineering for Supporting Adaptation to Uncertain Customer Needs}}},
  doi          = {{10.1007/978-3-030-52306-0_18}},
  volume       = {{391}},
  year         = {{2020}},
}

@inproceedings{35660,
  abstract     = {{Effective customer loyalty programs are essential for every company. Small and medium sized brick-and- mortar stores, such as bakeries, butcher and flower shops, often share a common overarching loyalty program, organized by a third-party provider. Furthermore, these small shops have limited resources and often cannot afford complex BI tools. Out of these reasons we investigated how traditional brick-and- mortar stores can benefit from an expansion of service functionalities of a loyalty card provider. To answer this question, we cooperated with a cross-industry customer loyalty program in a polycentric region. The loyalty program was transformed from simple card-based solution to a mobile app for customers and a web- application for shop owners. The new solution offers additional BI services for performing data analytics and strengthening the position of brick-and-mortar stores. Participating shops can work together in order to increase sales and align marketing campaigns. Therefore, shopping data from 12 years, 55 shops, and 19,000 customers was analyzed.}},
  author       = {{Kucklick, Jan-Peter and Kamm, Michael Reiner and Schneider, Johannes and vom Brocke, Jan}},
  booktitle    = {{Proceedings of the 53rd Hawaii International Conference on System Sciences}},
  keywords     = {{brick-and-mortar stores, business intelligence, case study, loyalty program}},
  title        = {{{Extending Loyalty Programs with BI Functionalities A Case Study for Brick-and-Mortar Stores}}},
  year         = {{2020}},
}

@article{35662,
  abstract     = {{While the analysis and usage of data are increasing in importance, the application of sophisticated BI solutions in small stores is limited by available technical capabilities and financial resources. This study investigates how brick-and-mortar stores can benefit from an expansion of service functionalities of a cross-industry loyalty card provider. Digitalizing the loyalty program created new opportunities, while the analysis of shopping data of 13 years, 19,000 customers, and 55 shops empowered data-based decision support.}},
  author       = {{Kamm, Michael Reiner and Kucklick, Jan-Peter and Schneider, Johannes and vom Brocke, Jan}},
  issn         = {{1058-0530}},
  journal      = {{Information Systems Management}},
  keywords     = {{Customer loyalty, case study, brick-and-mortar stores, business intelligence, loyalty programs}},
  number       = {{4}},
  pages        = {{270--286}},
  publisher    = {{Informa UK Limited}},
  title        = {{{Data mining for small shops: Empowering brick-and-mortar stores through BI functionalities of a loyalty program1}}},
  doi          = {{10.1080/10580530.2020.1855486}},
  volume       = {{38}},
  year         = {{2020}},
}

@article{48524,
  author       = {{Hubner-Benz, Sylvia}},
  issn         = {{1742-5360}},
  journal      = {{International Journal of Entrepreneurial Venturing}},
  keywords     = {{Management of Technology and Innovation, Strategy and Management, Business and International Management}},
  number       = {{2}},
  publisher    = {{Inderscience Publishers}},
  title        = {{{When entrepreneurs become leaders: how entrepreneurs deal with people management}}},
  doi          = {{10.1504/ijev.2020.105571}},
  volume       = {{12}},
  year         = {{2020}},
}

@article{48521,
  author       = {{Rudic, Biljana and Hubner-Benz, Sylvia and Baum, Matthias}},
  issn         = {{2352-6734}},
  journal      = {{Journal of Business Venturing Insights}},
  keywords     = {{Management of Technology and Innovation, Business and International Management}},
  publisher    = {{Elsevier BV}},
  title        = {{{Hustlers, hipsters and hackers: Potential employees’ stereotypes of entrepreneurial leaders}}},
  doi          = {{10.1016/j.jbvi.2020.e00220}},
  volume       = {{15}},
  year         = {{2020}},
}

@article{17156,
  abstract     = {{Business Process Management is a boundary-spanning discipline that aligns operational capabilities and technology to design and manage business processes. The Digital Transformation has enabled human actors, information systems, and smart products to interact with each other via multiple digital channels. The emergence of this hyper-connected world greatly leverages the prospects of business processes – but also boosts their complexity to a new level. We need to discuss how the BPM discipline can find new ways for identifying, analyzing, designing, implementing, executing, and monitoring business processes. In this research note, selected transformative trends are explored and their impact on current theories and IT artifacts in the BPM discipline is discussed to stimulate transformative thinking and prospective research in this field.}},
  author       = {{Beverungen, Daniel and Buijs, Joos C. A. M. and Becker, Jörg and Di Ciccio, Claudio and van der Aalst, Wil M. P. and Bartelheimer, Christian and vom Brocke, Jan and Comuzzi, Marco and Kraume, Karsten and Leopold, Henrik and Matzner, Martin and Mendling, Jan and Ogonek, Nadine and Post, Till and Resinas, Manuel and Revoredo, Kate and del-Río-Ortega, Adela and La Rosa, Marcello and Santoro, Flávia Maria and Solti, Andreas and Song, Minseok and Stein, Armin and Stierle, Matthias and Wolf, Verena}},
  issn         = {{2363-7005}},
  journal      = {{Business & Information Systems Engineering}},
  keywords     = {{Business process management (BPM), Social computing, Smart devices, Big data analytics, Real-time computing, BPM life-cycle}},
  pages        = {{145--156}},
  publisher    = {{SpringerNature}},
  title        = {{{Seven Paradoxes of Business Process Management in a Hyper-Connected World}}},
  doi          = {{10.1007/s12599-020-00646-z}},
  volume       = {{63}},
  year         = {{2020}},
}

@article{41299,
  author       = {{Kim, Jisu J. and Steinhoff, Lena and Palmatier, Robert W.}},
  issn         = {{0092-0703}},
  journal      = {{Journal of the Academy of Marketing Science}},
  keywords     = {{Marketing, Economics and Econometrics, Business and International Management}},
  number       = {{1}},
  pages        = {{71--95}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{An emerging theory of loyalty program dynamics}}},
  doi          = {{10.1007/s11747-020-00719-1}},
  volume       = {{49}},
  year         = {{2020}},
}

@article{41310,
  author       = {{Henderson, Conor M. and Steinhoff, Lena and Harmeling, Colleen M. and Palmatier, Robert W.}},
  issn         = {{0092-0703}},
  journal      = {{Journal of the Academy of Marketing Science}},
  keywords     = {{Marketing, Economics and Econometrics, Business and International Management}},
  number       = {{2}},
  pages        = {{350--373}},
  publisher    = {{Springer Science and Business Media LLC}},
  title        = {{{Customer inertia marketing}}},
  doi          = {{10.1007/s11747-020-00744-0}},
  volume       = {{49}},
  year         = {{2020}},
}

@inproceedings{9275,
  abstract     = {{In the last years, store-oriented software ecosystems are gaining
more and more attention from a business perspective. In these ecosystems,
third-party developers upload extensions to a store which can be
downloaded by end users. While the functional scope of such ecosystems
is relatively similar, the underlying business models differ greatly in and
between their different product domains (e.g. Mobile Phone, Smart TV).
This variability, in turn, makes it challenging for store providers to 
find a business model that fits their own needs.
To handle this variability, we introduce the Business Variability Model
(BVM) for modeling business model decisions. The basis of these decisions
is the analysis of 60 store-oriented software ecosystems in eight
different product domains. We map their business model decisions to the
Business Model Canvas, condense them to a variability model and discuss
particular variants and their dependencies. Our work provides store
providers a new approach for modeling business model decisions together
with insights of existing business models. This, in turn, supports them
in creating new and improving existing business models.}},
  author       = {{Gottschalk, Sebastian and Rittmeier, Florian and Engels, Gregor}},
  booktitle    = {{Business Modeling and Software Design}},
  editor       = {{Shishkov, Boris}},
  keywords     = {{Software Ecosystems, Business Models, Variabilities}},
  location     = {{Lisbon}},
  pages        = {{153--169}},
  publisher    = {{Springer International Publishing}},
  title        = {{{Business Models of Store-Oriented Software Ecosystems: A Variability Modeling Approach}}},
  doi          = {{10.1007/978-3-030-24854-3_10}},
  year         = {{2019}},
}

@inproceedings{9850,
  abstract     = {{A business model describes the mechanisms whereby a firm creates, delivers, and captures value. Following the steadily growing interest in business model innovation, software tools have shown great potential in supporting business model development and innovation. Yet, understanding the cognitive processes involved in the generation of business model ideas is an aspect of software design-knowledge that has so far been neglected. To investigate whether providing stimuli – in this case, brainstorming questions – can enhance individual creativity in this context, we conduct an exploratory experiment with over 100 participants. Our study is the first to systematically investigate the process of idea generation using a software-based business model development tool with stimuli. Our preliminary findings have the potential to support the future development of business model development tools and to refine the research design used to evaluate such tools.}},
  author       = {{Szopinski, Daniel}},
  booktitle    = {{Proceedings of the ACM Creativity & Cognition}},
  keywords     = {{Business model innovation, idea generation, cognitive stimuli, business model development tools, experiment, creativity support system}},
  location     = {{San Diego, USA}},
  title        = {{{Can stimuli improve business model idea generation? Developing software-based tools for business model innovation}}},
  year         = {{2019}},
}

@article{9853,
  abstract     = {{Business model innovation is typically taught in small seminars at universities. Teaching this intrinsically task-oriented subject to a large number of students is a challenge. In this paper we address this challenge by proposing an experiential and interactive approach to teaching business models in a large classroom setting.}},
  author       = {{Szopinski, Daniel}},
  journal      = {{Journal of Business Models}},
  keywords     = {{Business model teaching, peer assessment, experiential learning}},
  number       = {{3}},
  pages        = {{90--100}},
  title        = {{{Squaring the circle: Business model teaching in large classroom settings}}},
  volume       = {{7}},
  year         = {{2019}},
}

@inproceedings{13138,
  abstract     = {{Mobile app stores like Apple's AppStore or Google's PlayStore are highly competitive markets for third-party developers wanting to develop successful applications. During the development process, many developers focus on the multitude of product functions but neglect the business model as an equally important part. As a result, developers often fail to meet customer needs, leading to unnecessary development costs and poor market penetration. This, in turn, raises the question of how we intertwine the business model and product functions during the development process to ensure a better alignment between the two.
In this paper, we show this intertwined development by adapting the concept of Twin Peaks to the business model and product functions. Based on feature modeling as an abstraction layer, we introduce the concept of a Business Model Decision Line (BMDL) to structure the business model decisions and their relation to product functions structured in a Software Product Line (SPL). The basis of our feature models is the analysis of top listed applications in the app stores of Apple and Google. To create and modify both models, we provide an incremental feature structuring and iterative feature selection process. This combination of abstraction layer and development process supports third-party developers to build successful applications both from a business and a product perspective. 
}},
  author       = {{Gottschalk, Sebastian and Rittmeier, Florian and Engels, Gregor}},
  booktitle    = {{Software Business}},
  editor       = {{Hyrynsalmi, Sami and Suoranta, Mari and Nguyen-Duc, Anh and Tyrväinen, Pasi and Abrahamsson, Pekka}},
  keywords     = {{Intertwined Development, Twin Peaks, Feature Model, Business Model, Product Functions}},
  location     = {{ Jyväskylä}},
  number       = {{1}},
  pages        = {{192--207}},
  publisher    = {{Springer International Publishing}},
  title        = {{{Intertwined Development of Business Model and Product Functions for Mobile Applications: A Twin Peak Feature Modeling Approach}}},
  doi          = {{10.1007/978-3-030-33742-1_16}},
  volume       = {{370}},
  year         = {{2019}},
}

@article{47917,
  abstract     = {{<jats:p> Companies disclosing negative aspects in sustainability reports often employ legitimation strategies to present mishaps in a favorable light. In incentivized experiments, we find that nonprofessional investors divest from companies with a negative sustainability-related incident, and that symbolic legitimation (which only evasively explains a negative incident) is not a strong enough signal to counter this divestment behavior. Even substantial legitimation (which reports on measures and behavioral change) mitigates the divestment decisions only if the company reports on concrete remediation actions in morally charged situations, such as social or environmental incidents. We elaborate these results in light of signaling and screening theory, and suggest the conceptual extension of “costly signals” to what we call “valuable signals.” We argue that valuable signals need be not only costly for the sender from an economic perspective but also perceived as appropriate by the receiver from a noneconomic perspective. </jats:p>}},
  author       = {{Hahn, Rüdiger and Reimsbach, Daniel and Kotzian, Peter and Feder, Madeleine and Weißenberger, Barbara E.}},
  issn         = {{0007-6503}},
  journal      = {{Business &amp; Society}},
  keywords     = {{Social Sciences (miscellaneous), Business, Management and Accounting (miscellaneous)}},
  number       = {{4}},
  pages        = {{943--978}},
  publisher    = {{SAGE Publications}},
  title        = {{{Legitimation Strategies as Valuable Signals in Nonfinancial Reporting? Effects on Investor Decision-Making}}},
  doi          = {{10.1177/0007650319872495}},
  volume       = {{60}},
  year         = {{2019}},
}

@article{48515,
  abstract     = {{This article analyzes the contagion process of entrepreneurial passion and its effects on employee outcomes. We develop a mediation model showing entrepreneurs’ entrepreneurial passion affects an employee passion response, which in turn affects employee outcomes. We draw on a dual-process perspective to analyze how entrepreneurs’ emotional and identity displays interact to create employees’ perceptions of entrepreneurs’ passion, and question whether the contagion effect uniformly works for all employees. Our empirical studies, one field study and one experiment, provide empirical support for a contagion effect of entrepreneurial passion, and show the particularities of the effects of entrepreneurs’ passion on employee outcomes.}},
  author       = {{Hubner-Benz, Sylvia and Baum, Matthias and Frese, Michael}},
  issn         = {{1042-2587}},
  journal      = {{Entrepreneurship Theory and Practice}},
  keywords     = {{Economics and Econometrics, Business and International Management}},
  number       = {{6}},
  pages        = {{1112--1140}},
  publisher    = {{SAGE Publications}},
  title        = {{{Contagion of Entrepreneurial Passion: Effects on Employee Outcomes}}},
  doi          = {{10.1177/1042258719883995}},
  volume       = {{44}},
  year         = {{2019}},
}

@techreport{47083,
  author       = {{Habla, Wolfgang and Huwe, Vera and Kesternich, Martin}},
  issn         = {{0043-6275}},
  keywords     = {{Business, Management and Accounting (miscellaneous)}},
  pages        = {{330--334}},
  publisher    = {{Wirtschaftsdienst 99(5), 330-334}},
  title        = {{{Tempolimits und Grenzwerte: für eine evidenzbasierte verkehrspolitische Debatte}}},
  doi          = {{10.1007/s10273-019-2452-6}},
  volume       = {{99(5)}},
  year         = {{2019}},
}