Das Paper „Driving or Driven by Others? A Dynamic Perspective on How Data-Driven Start-Ups Strategize Across Different Network Roles in Digitalized Business Networks”, welches Corinna Winkler, Curd-Georg Eggert und Lehrstuhlinhaber Prof. Dr. Jan H. Schumann in Zusammenarbeit mit Philipp Mosch, Prof. Dr. Robert Obermaier und Prof. Dr. Wolfgang Ulaga verfasst haben, ist im Industrial Marketing Management zur Veröffentlichung angenommen worden.
Der Beitrag im Einzelnen:
Mosch, P., Winkler, C., Eggert, C.-G., Schumann, J. H., Obermaier, R., & Ulaga, W. (forthcoming). Driving or Driven by Others? A Dynamic Perspective on How Data Driven Start-Ups Strategize Across Different Network Roles in Digitalized Business Networks. Industrial Marketing Management.
Abstract:
Digitalization transforms how actors conduct activities and exchange resources in business networks. Data-driven start-ups are key actors in this transformation as they are often the first to commercialize novel digital technologies and influence business networks through their strategizing. Extant Industrial Marketing & Purchasing (IMP) literature has investigated roles and strategizing in business networks. However, understanding how data-driven start-ups’ specificities impact their roles and strategizing is still at its infancy. Specifically, the authors conceptually show that assumptions on how data-driven start-ups strategize contradict strategizing tenets of prior IMP literature. Therefore, previous knowledge on strategizing needs further differentiation. Addressing this research need, theories-in-use and multiple case study research on 23 data-driven start-ups is conducted to examine (1) in what network roles they operate and (2) how they strategize within and across different network roles. The study extends IMP and data-driven business model research by identifying four network roles (enabler, extender, transformer, orchestrator) and developing a specific classification framework for data-driven start-ups. Furthermore, the study shows that IMP tenets apply in specific network roles only to some extent to data-driven start-ups. Finally, three strategizing trajectories are identified, which provide a dynamic perspective to IMP literature for guiding entrepreneurs on strategizing opportunities.