Fintech platform failure rates are disproportionately high, with an estimated 90% failure rate over many years. There is a lack of public information on effective strategies for fintech platforms to survive and succeed. Conventional strategy recommendations may also be less applicable in the fintech context. The authors conducted a literature review of 293 papers on fintech strategies and identified gaps. They developed a theoretical lens based on six strategic logics and evaluated current literature through this lens. Their findings provide a more nuanced understanding of strategic options for fintech platforms to balance differentiation from rivals with meeting stakeholder expectations in changing environments.
Social business intelligence Review and research d.docxadkinspaige22
Social business intelligence: Review and research
directions
Helena Giotia, Stavros T. Ponisb* and Nikolaos Panayiotoub
a Hellenic Open University, Greece
b School of Mechanical Engineering, Section of Industrial Management and Operations
Research, National Technical University Athens, Greece
Corresponding author (*): [email protected]
Received 14 June 2018 Accepted 20 August 2018
ABSTRACT Social business intelligence (SBI) is a rather novel discipline, emerged in the
academic and business literature as a result of the convergence of two distinct research
domains: business intelligence (BI) and social media. Traditional BI scientists and practitioners,
after an inevitable initial shock, are currently discovering and acknowledge the potential of user
generated content (UGD) published in social media as an invaluable and inexhaustible source
of information capable of supporting a wide range of business activities. The confluence of these
two emerging domains is already producing new added value organizational processes and
enhanced business capabilities utilized by companies all over the world to effectively harness
social media data and analyze them in order to produce added value information such as
customer profiles and demographics, search habits, and social behaviors. Currently the SBI
domain is largely uncharted, characterized by controversial definitions of terms and concepts,
fragmented and isolated research efforts, obstacles created by proprietary data, systems and
technologies that are not mature yet. This paper aspires to be one of the few -to our knowledge-
contemporary efforts to explore the SBI scientific field, clarify definitions and concepts,
structure the documented research efforts in the area and finally formulate an agenda of future
research based on the identification of current research shortcomings and limitations.
KEYWORDS Βig data, business intelligence, review, social business intelligence, social media
1. INTRODUCTION
In the last decade, business intelligence (BI)
has proved, beyond any doubt, that it is a
rapidly expanding domain in both research and
business terms with the number of BI related
scientific publications and organizations
embracing BI methodologies, techniques, tools
and platforms rapidly increasing year by year.
This remarkable growth is directly connected
with the abundance of customer/user data as a
result of increased bandwidth, technological
advancements in information systems and
mobile applications and the explosion of user
generated content mostly materialized by
social media and other Web 2.0 platforms.
Nowadays, social media and BI are converging
faster than ever before. The confluence of these
two emerging domains is already producing
new added value organizational processes and
enhanced business capabilities utilized by
companies all over the world to effectively
harness social media data and analyze them in
order to produ.
Social business intelligence Review and research d.docxadkinspaige22
Social business intelligence: Review and research
directions
Helena Giotia, Stavros T. Ponisb* and Nikolaos Panayiotoub
a Hellenic Open University, Greece
b School of Mechanical Engineering, Section of Industrial Management and Operations
Research, National Technical University Athens, Greece
Corresponding author (*): [email protected]
Received 14 June 2018 Accepted 20 August 2018
ABSTRACT Social business intelligence (SBI) is a rather novel discipline, emerged in the
academic and business literature as a result of the convergence of two distinct research
domains: business intelligence (BI) and social media. Traditional BI scientists and practitioners,
after an inevitable initial shock, are currently discovering and acknowledge the potential of user
generated content (UGD) published in social media as an invaluable and inexhaustible source
of information capable of supporting a wide range of business activities. The confluence of these
two emerging domains is already producing new added value organizational processes and
enhanced business capabilities utilized by companies all over the world to effectively harness
social media data and analyze them in order to produce added value information such as
customer profiles and demographics, search habits, and social behaviors. Currently the SBI
domain is largely uncharted, characterized by controversial definitions of terms and concepts,
fragmented and isolated research efforts, obstacles created by proprietary data, systems and
technologies that are not mature yet. This paper aspires to be one of the few -to our knowledge-
contemporary efforts to explore the SBI scientific field, clarify definitions and concepts,
structure the documented research efforts in the area and finally formulate an agenda of future
research based on the identification of current research shortcomings and limitations.
KEYWORDS Βig data, business intelligence, review, social business intelligence, social media
1. INTRODUCTION
In the last decade, business intelligence (BI)
has proved, beyond any doubt, that it is a
rapidly expanding domain in both research and
business terms with the number of BI related
scientific publications and organizations
embracing BI methodologies, techniques, tools
and platforms rapidly increasing year by year.
This remarkable growth is directly connected
with the abundance of customer/user data as a
result of increased bandwidth, technological
advancements in information systems and
mobile applications and the explosion of user
generated content mostly materialized by
social media and other Web 2.0 platforms.
Nowadays, social media and BI are converging
faster than ever before. The confluence of these
two emerging domains is already producing
new added value organizational processes and
enhanced business capabilities utilized by
companies all over the world to effectively
harness social media data and analyze them in
order to produ.
Social business intelligence Review and research d.docxgertrudebellgrove
Social business intelligence: Review and research
directions
Helena Giotia, Stavros T. Ponisb* and Nikolaos Panayiotoub
a Hellenic Open University, Greece
b School of Mechanical Engineering, Section of Industrial Management and Operations
Research, National Technical University Athens, Greece
Corresponding author (*): [email protected]
Received 14 June 2018 Accepted 20 August 2018
ABSTRACT Social business intelligence (SBI) is a rather novel discipline, emerged in the
academic and business literature as a result of the convergence of two distinct research
domains: business intelligence (BI) and social media. Traditional BI scientists and practitioners,
after an inevitable initial shock, are currently discovering and acknowledge the potential of user
generated content (UGD) published in social media as an invaluable and inexhaustible source
of information capable of supporting a wide range of business activities. The confluence of these
two emerging domains is already producing new added value organizational processes and
enhanced business capabilities utilized by companies all over the world to effectively harness
social media data and analyze them in order to produce added value information such as
customer profiles and demographics, search habits, and social behaviors. Currently the SBI
domain is largely uncharted, characterized by controversial definitions of terms and concepts,
fragmented and isolated research efforts, obstacles created by proprietary data, systems and
technologies that are not mature yet. This paper aspires to be one of the few -to our knowledge-
contemporary efforts to explore the SBI scientific field, clarify definitions and concepts,
structure the documented research efforts in the area and finally formulate an agenda of future
research based on the identification of current research shortcomings and limitations.
KEYWORDS Βig data, business intelligence, review, social business intelligence, social media
1. INTRODUCTION
In the last decade, business intelligence (BI)
has proved, beyond any doubt, that it is a
rapidly expanding domain in both research and
business terms with the number of BI related
scientific publications and organizations
embracing BI methodologies, techniques, tools
and platforms rapidly increasing year by year.
This remarkable growth is directly connected
with the abundance of customer/user data as a
result of increased bandwidth, technological
advancements in information systems and
mobile applications and the explosion of user
generated content mostly materialized by
social media and other Web 2.0 platforms.
Nowadays, social media and BI are converging
faster than ever before. The confluence of these
two emerging domains is already producing
new added value organizational processes and
enhanced business capabilities utilized by
companies all over the world to effectively
harness social media data and analyze them in
order to produ.
The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
ORIGINAL ARTICLEBig data analytics capabilities a systema.docxaman341480
ORIGINAL ARTICLE
Big data analytics capabilities: a systematic literature
review and research agenda
Patrick Mikalef1 • Ilias O. Pappas1 • John Krogstie1 •
Michail Giannakos1
Received: 15 November 2016 / Revised: 3 July 2017 / Accepted: 12 July 2017 /
Published online: 15 July 2017
� Springer-Verlag GmbH Germany 2017
Abstract With big data growing rapidly in importance over the past few years,
academics and practitioners have been considering the means through which they
can incorporate the shifts these technologies bring into their competitive strategies.
To date, emphasis has been on the technical aspects of big data, with limited
attention paid to the organizational changes they entail and how they should be
leveraged strategically. As with any novel technology, it is important to understand
the mechanisms and processes through which big data can add business value to
companies, and to have a clear picture of the different elements and their interde-
pendencies. To this end, the present paper aims to provide a systematic literature
review that can help to explain the mechanisms through which big data analytics
(BDA) lead to competitive performance gains. The research framework is grounded
on past empirical work on IT business value research, and builds on the resource-
based view and dynamic capabilities view of the firm. By identifying the main areas
of focus for BDA and explaining the mechanisms through which they should be
leveraged, this paper attempts to add to literature on how big data should be
examined as a source of competitive advantage. To this end, we identify gaps in the
extant literature and propose six future research themes.
Keywords Big data � Dynamic capabilities � Resource-based view � Competitive
performance � IT strategy
& Patrick Mikalef
[email protected]
1
Norwegian University of Science and Technology, Trondheim, Norway
123
Inf Syst E-Bus Manage (2018) 16:547–578
https://doi.org/10.1007/s10257-017-0362-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
https://doi.org/10.1007/s10257-017-0362-y
1 Introduction
The application of big data in driving organizational decision making has attracted
much attention over the past few years. A growing number of firms are focusing
their investments on big data analytics (BDA) with the aim of deriving important
insights that can ultimately provide them with a competitive edge (Constantiou and
Kallinikos 2015). The need to leverage the full potential of the rapidly expanding
data volume, velocity, and variety has seen a significant evolution of techniques and
technologies for data storage, analysis, and visualization. However, there has been
considerably less research attention on how organizations need to change in order to
embrace these technological innovations, as well as on the business shifts they entail
(McAfee et al. .
ORIGINAL ARTICLEBig data analytics capabilities a systema.docxvannagoforth
ORIGINAL ARTICLE
Big data analytics capabilities: a systematic literature
review and research agenda
Patrick Mikalef1 • Ilias O. Pappas1 • John Krogstie1 •
Michail Giannakos1
Received: 15 November 2016 / Revised: 3 July 2017 / Accepted: 12 July 2017 /
Published online: 15 July 2017
� Springer-Verlag GmbH Germany 2017
Abstract With big data growing rapidly in importance over the past few years,
academics and practitioners have been considering the means through which they
can incorporate the shifts these technologies bring into their competitive strategies.
To date, emphasis has been on the technical aspects of big data, with limited
attention paid to the organizational changes they entail and how they should be
leveraged strategically. As with any novel technology, it is important to understand
the mechanisms and processes through which big data can add business value to
companies, and to have a clear picture of the different elements and their interde-
pendencies. To this end, the present paper aims to provide a systematic literature
review that can help to explain the mechanisms through which big data analytics
(BDA) lead to competitive performance gains. The research framework is grounded
on past empirical work on IT business value research, and builds on the resource-
based view and dynamic capabilities view of the firm. By identifying the main areas
of focus for BDA and explaining the mechanisms through which they should be
leveraged, this paper attempts to add to literature on how big data should be
examined as a source of competitive advantage. To this end, we identify gaps in the
extant literature and propose six future research themes.
Keywords Big data � Dynamic capabilities � Resource-based view � Competitive
performance � IT strategy
& Patrick Mikalef
[email protected]
1
Norwegian University of Science and Technology, Trondheim, Norway
123
Inf Syst E-Bus Manage (2018) 16:547–578
https://doi.org/10.1007/s10257-017-0362-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
https://doi.org/10.1007/s10257-017-0362-y
1 Introduction
The application of big data in driving organizational decision making has attracted
much attention over the past few years. A growing number of firms are focusing
their investments on big data analytics (BDA) with the aim of deriving important
insights that can ultimately provide them with a competitive edge (Constantiou and
Kallinikos 2015). The need to leverage the full potential of the rapidly expanding
data volume, velocity, and variety has seen a significant evolution of techniques and
technologies for data storage, analysis, and visualization. However, there has been
considerably less research attention on how organizations need to change in order to
embrace these technological innovations, as well as on the business shifts they entail
(McAfee et al. ...
The Development of Theory in Accounting ResearchIOSRJBM
Accounting is a field that operates within an ever-changing environment. In terms of accounting research, development of theory is a central activity crucial to the advancement of knowledge within the discipline. To aid in the development of accounting information, standard setting bodies have developed a foundation of concepts embodied within a conceptual framework. This paper explores the literature related to theories used in accounting research, and provides commentary on the contributions made by the Financial Accounting Standards Board’s Conceptual Framework Project.
The Workshop on Data4Impact methodology and indicators took place on 24 June 2019 at the premises of the Research Executive Agency in Brussels. The goal of this hands-on, interactive workshop was to gather feedback on the chosen methodology, coverage and latency/timeliness of the developed indicators, to maximise the relevance for all stakeholders involved (particularly for funding agencies and policymakers).
This workshop report summarises the key sessions which took place during the event, including the introduction to Data4Impact, our conceptual framework, and the development of a series of indicators on the performance and societal impact of 40+ research programmes in the health domain. Furthermore, the report summarises the key group/panel discussion outcomes and suggestions for further steps. The list of workshop participants is annexed to the report.
The role of information systems by Emanuel BaisireEmanuel Baisire
Firms are constantly investing in information technology infrastructure to maintain a competitive edge and survive in a dynamic business environment. The paper focuses on the role played by information system’s components like organization’s strategy, technology and management to improve a firm’s competitive advantage . In this case, Information systems are referred to as those elements capturing data and process it into valuable information for decision-makers.
The motivation for this topic is based on the dominant role played by information systems in shaping new industry structures and increasing the rate of first-mover advantage. It is also important to note that firms investing in new or advanced information technology and ignore organizational changes in other complementary assets are not likely to rip the maximum benefits of information systems. Firms integrating technology with organization changes yield more returns in terms of high productivity and innovation than those without an expanded view of information systems.
The role of information system is also important because it enables organizations to identify and deploy new strategies and cost reduction techniques in a timely manner than competitors (Loudon, 2007). Firms need to integrate their business processes in order to gain a competitive advantage. For instance there is a need for technology within different departments like human resource, sales and marketing, production and research to complement each other to yield a competitive advantage.
Knowledge Management in the Brazilian Agribusiness Industry: a Case Study at Centro de Tecnologia Canavieira (Sugarcane Technology Center) - Rivadávia Alvarenga Neto & Rogério Salles Loureiro, 2009
Citizenship And Residency Programmes Based On Investment In The EUJulian Swartz
Citizenship And Residency Programmes Based On Investment In The EU
Website Content link -
https://freevisaandimmigrationadvice.blogspot.com/2022/06/citizenship-and-residency-programmes.html
#GoldenVisa
#GoldenVisaCountries
#GoldenVisaPortugal
Social business intelligence Review and research d.docxgertrudebellgrove
Social business intelligence: Review and research
directions
Helena Giotia, Stavros T. Ponisb* and Nikolaos Panayiotoub
a Hellenic Open University, Greece
b School of Mechanical Engineering, Section of Industrial Management and Operations
Research, National Technical University Athens, Greece
Corresponding author (*): [email protected]
Received 14 June 2018 Accepted 20 August 2018
ABSTRACT Social business intelligence (SBI) is a rather novel discipline, emerged in the
academic and business literature as a result of the convergence of two distinct research
domains: business intelligence (BI) and social media. Traditional BI scientists and practitioners,
after an inevitable initial shock, are currently discovering and acknowledge the potential of user
generated content (UGD) published in social media as an invaluable and inexhaustible source
of information capable of supporting a wide range of business activities. The confluence of these
two emerging domains is already producing new added value organizational processes and
enhanced business capabilities utilized by companies all over the world to effectively harness
social media data and analyze them in order to produce added value information such as
customer profiles and demographics, search habits, and social behaviors. Currently the SBI
domain is largely uncharted, characterized by controversial definitions of terms and concepts,
fragmented and isolated research efforts, obstacles created by proprietary data, systems and
technologies that are not mature yet. This paper aspires to be one of the few -to our knowledge-
contemporary efforts to explore the SBI scientific field, clarify definitions and concepts,
structure the documented research efforts in the area and finally formulate an agenda of future
research based on the identification of current research shortcomings and limitations.
KEYWORDS Βig data, business intelligence, review, social business intelligence, social media
1. INTRODUCTION
In the last decade, business intelligence (BI)
has proved, beyond any doubt, that it is a
rapidly expanding domain in both research and
business terms with the number of BI related
scientific publications and organizations
embracing BI methodologies, techniques, tools
and platforms rapidly increasing year by year.
This remarkable growth is directly connected
with the abundance of customer/user data as a
result of increased bandwidth, technological
advancements in information systems and
mobile applications and the explosion of user
generated content mostly materialized by
social media and other Web 2.0 platforms.
Nowadays, social media and BI are converging
faster than ever before. The confluence of these
two emerging domains is already producing
new added value organizational processes and
enhanced business capabilities utilized by
companies all over the world to effectively
harness social media data and analyze them in
order to produ.
The delivery process consisted in the deregulation of local markets and international trends, which allowed the emergence of the phenomenon "globalization". This process has resulted in the restructuring of companies that are considered in the expansion of business, the level of competitiveness, expansion in the market of operations, technological adaptations and strategies; Mergers and Acquisition (M& A) characteristics operations. However, the main objective is to have priority in information promotion policies and initiatives to improve business conditions.
The objective of this article is to address the M& A theme in the context of globalization, seeking to answer the following question: what are the results obtained in the process of restructuring and operating M& A in the telecommunications company Oi S / A between the year of its creation and by the year 2016? To all that the literature review, literature studies, literature, literature studies, non-literature literature, pages, semantic studies, about the theme, being a bibliographic and descriptive research.
The study demonstrates that not always the processes of the frequency and license are advantageous to the parties related, due to character complexes that involve such operations. These groups can be supported in their search, mainly in studies on the market of action, differences in quotations and payments, employment opportunities in the societies involved.
ORIGINAL ARTICLEBig data analytics capabilities a systema.docxaman341480
ORIGINAL ARTICLE
Big data analytics capabilities: a systematic literature
review and research agenda
Patrick Mikalef1 • Ilias O. Pappas1 • John Krogstie1 •
Michail Giannakos1
Received: 15 November 2016 / Revised: 3 July 2017 / Accepted: 12 July 2017 /
Published online: 15 July 2017
� Springer-Verlag GmbH Germany 2017
Abstract With big data growing rapidly in importance over the past few years,
academics and practitioners have been considering the means through which they
can incorporate the shifts these technologies bring into their competitive strategies.
To date, emphasis has been on the technical aspects of big data, with limited
attention paid to the organizational changes they entail and how they should be
leveraged strategically. As with any novel technology, it is important to understand
the mechanisms and processes through which big data can add business value to
companies, and to have a clear picture of the different elements and their interde-
pendencies. To this end, the present paper aims to provide a systematic literature
review that can help to explain the mechanisms through which big data analytics
(BDA) lead to competitive performance gains. The research framework is grounded
on past empirical work on IT business value research, and builds on the resource-
based view and dynamic capabilities view of the firm. By identifying the main areas
of focus for BDA and explaining the mechanisms through which they should be
leveraged, this paper attempts to add to literature on how big data should be
examined as a source of competitive advantage. To this end, we identify gaps in the
extant literature and propose six future research themes.
Keywords Big data � Dynamic capabilities � Resource-based view � Competitive
performance � IT strategy
& Patrick Mikalef
[email protected]
1
Norwegian University of Science and Technology, Trondheim, Norway
123
Inf Syst E-Bus Manage (2018) 16:547–578
https://doi.org/10.1007/s10257-017-0362-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
https://doi.org/10.1007/s10257-017-0362-y
1 Introduction
The application of big data in driving organizational decision making has attracted
much attention over the past few years. A growing number of firms are focusing
their investments on big data analytics (BDA) with the aim of deriving important
insights that can ultimately provide them with a competitive edge (Constantiou and
Kallinikos 2015). The need to leverage the full potential of the rapidly expanding
data volume, velocity, and variety has seen a significant evolution of techniques and
technologies for data storage, analysis, and visualization. However, there has been
considerably less research attention on how organizations need to change in order to
embrace these technological innovations, as well as on the business shifts they entail
(McAfee et al. .
ORIGINAL ARTICLEBig data analytics capabilities a systema.docxvannagoforth
ORIGINAL ARTICLE
Big data analytics capabilities: a systematic literature
review and research agenda
Patrick Mikalef1 • Ilias O. Pappas1 • John Krogstie1 •
Michail Giannakos1
Received: 15 November 2016 / Revised: 3 July 2017 / Accepted: 12 July 2017 /
Published online: 15 July 2017
� Springer-Verlag GmbH Germany 2017
Abstract With big data growing rapidly in importance over the past few years,
academics and practitioners have been considering the means through which they
can incorporate the shifts these technologies bring into their competitive strategies.
To date, emphasis has been on the technical aspects of big data, with limited
attention paid to the organizational changes they entail and how they should be
leveraged strategically. As with any novel technology, it is important to understand
the mechanisms and processes through which big data can add business value to
companies, and to have a clear picture of the different elements and their interde-
pendencies. To this end, the present paper aims to provide a systematic literature
review that can help to explain the mechanisms through which big data analytics
(BDA) lead to competitive performance gains. The research framework is grounded
on past empirical work on IT business value research, and builds on the resource-
based view and dynamic capabilities view of the firm. By identifying the main areas
of focus for BDA and explaining the mechanisms through which they should be
leveraged, this paper attempts to add to literature on how big data should be
examined as a source of competitive advantage. To this end, we identify gaps in the
extant literature and propose six future research themes.
Keywords Big data � Dynamic capabilities � Resource-based view � Competitive
performance � IT strategy
& Patrick Mikalef
[email protected]
1
Norwegian University of Science and Technology, Trondheim, Norway
123
Inf Syst E-Bus Manage (2018) 16:547–578
https://doi.org/10.1007/s10257-017-0362-y
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
http://crossmark.crossref.org/dialog/?doi=10.1007/s10257-017-0362-y&domain=pdf
https://doi.org/10.1007/s10257-017-0362-y
1 Introduction
The application of big data in driving organizational decision making has attracted
much attention over the past few years. A growing number of firms are focusing
their investments on big data analytics (BDA) with the aim of deriving important
insights that can ultimately provide them with a competitive edge (Constantiou and
Kallinikos 2015). The need to leverage the full potential of the rapidly expanding
data volume, velocity, and variety has seen a significant evolution of techniques and
technologies for data storage, analysis, and visualization. However, there has been
considerably less research attention on how organizations need to change in order to
embrace these technological innovations, as well as on the business shifts they entail
(McAfee et al. ...
The Development of Theory in Accounting ResearchIOSRJBM
Accounting is a field that operates within an ever-changing environment. In terms of accounting research, development of theory is a central activity crucial to the advancement of knowledge within the discipline. To aid in the development of accounting information, standard setting bodies have developed a foundation of concepts embodied within a conceptual framework. This paper explores the literature related to theories used in accounting research, and provides commentary on the contributions made by the Financial Accounting Standards Board’s Conceptual Framework Project.
The Workshop on Data4Impact methodology and indicators took place on 24 June 2019 at the premises of the Research Executive Agency in Brussels. The goal of this hands-on, interactive workshop was to gather feedback on the chosen methodology, coverage and latency/timeliness of the developed indicators, to maximise the relevance for all stakeholders involved (particularly for funding agencies and policymakers).
This workshop report summarises the key sessions which took place during the event, including the introduction to Data4Impact, our conceptual framework, and the development of a series of indicators on the performance and societal impact of 40+ research programmes in the health domain. Furthermore, the report summarises the key group/panel discussion outcomes and suggestions for further steps. The list of workshop participants is annexed to the report.
The role of information systems by Emanuel BaisireEmanuel Baisire
Firms are constantly investing in information technology infrastructure to maintain a competitive edge and survive in a dynamic business environment. The paper focuses on the role played by information system’s components like organization’s strategy, technology and management to improve a firm’s competitive advantage . In this case, Information systems are referred to as those elements capturing data and process it into valuable information for decision-makers.
The motivation for this topic is based on the dominant role played by information systems in shaping new industry structures and increasing the rate of first-mover advantage. It is also important to note that firms investing in new or advanced information technology and ignore organizational changes in other complementary assets are not likely to rip the maximum benefits of information systems. Firms integrating technology with organization changes yield more returns in terms of high productivity and innovation than those without an expanded view of information systems.
The role of information system is also important because it enables organizations to identify and deploy new strategies and cost reduction techniques in a timely manner than competitors (Loudon, 2007). Firms need to integrate their business processes in order to gain a competitive advantage. For instance there is a need for technology within different departments like human resource, sales and marketing, production and research to complement each other to yield a competitive advantage.
Knowledge Management in the Brazilian Agribusiness Industry: a Case Study at Centro de Tecnologia Canavieira (Sugarcane Technology Center) - Rivadávia Alvarenga Neto & Rogério Salles Loureiro, 2009
Citizenship And Residency Programmes Based On Investment In The EUJulian Swartz
Citizenship And Residency Programmes Based On Investment In The EU
Website Content link -
https://freevisaandimmigrationadvice.blogspot.com/2022/06/citizenship-and-residency-programmes.html
#GoldenVisa
#GoldenVisaCountries
#GoldenVisaPortugal
Is a Genuine Link Requirement the Future of EU Citizenship?Julian Swartz
Is a Genuine Link Requirement the Future of EU Citizenship?
Website Content link -
https://www.knowhowtotargetcustomersonline.com/2022/05/is-genuine-link-requirement-future-of.html
#EUCitizenshipUK
#IsEUCitizenshipAMeaninglessConcept
#BritishCitizenship
Comparison Of EU Residency By Investment ProgrammesJulian Swartz
Comparison Of EU Residency By Investment Programmes
Website Content link -
https://julianswartz.com/f/comparison-of-eu-residency-by-investment-programmes
#UKGoldenVisa
#CheapestGoldenVisaEurope
#CitizenshipByInvestmentCountries
GLOBAL GOVERNANCE AND INVESTMENT CITIZENSHIP FIRMSJulian Swartz
GLOBAL GOVERNANCE AND INVESTMENT CITIZENSHIP FIRMS
Website Content link -
https://gettargetcustomers.com/home/f/global-governance-and-investment-citizenship-firms
#CitizenshipProgram
#TheFirmOfGlobalCitizens
#CitizenshipByInvestment
Invest in Nutritional and Obesity PreventionJulian Swartz
Invest in Nutritional and Obesity Prevention
https://gettargetcustomers.com/home/f/invest-in-nutritional-and-obesity-prevention
#ObesityPreventionPrograms #NutritionalAnemiaPrevention #TypesOfNutritionalAnemia
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?Julian Swartz
HOW SHOULD MAJOR DECISIONS BE MADE IN A BUSINESS PARTNERSHIP?
There are three basic commercial decision-making choices in partnerships: consensus, partner conversation, or delegation. The Articles of Partnership document of a company contains a lot of information about its structure and decision-making procedures.
What Are the 5 Essential Elements of a Partnership Agreement?
The value of capital contributions
Partnering responsibilities
It is decided how earnings and losses will be distributed.
Acceptance of responsibility
Dispute resolution
Read more...https://julianswartz.com/f/how-should-major-decisions-be-made-in-a-business-partnership
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
How to get verified on Coinbase Account?_.docxBuy bitget
t's important to note that buying verified Coinbase accounts is not recommended and may violate Coinbase's terms of service. Instead of searching to "buy verified Coinbase accounts," follow the proper steps to verify your own account to ensure compliance and security.
Currently pi network is not tradable on binance or any other exchange because we are still in the enclosed mainnet.
Right now the only way to sell pi coins is by trading with a verified merchant.
What is a pi merchant?
A pi merchant is someone verified by pi network team and allowed to barter pi coins for goods and services.
Since pi network is not doing any pre-sale The only way exchanges like binance/huobi or crypto whales can get pi is by buying from miners. And a merchant stands in between the exchanges and the miners.
I will leave the telegram contact of my personal pi merchant. I and my friends has traded more than 6000pi coins successfully
Tele-gram
@Pi_vendor_247
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
how to sell pi coins effectively (from 50 - 100k pi)DOT TECH
Anywhere in the world, including Africa, America, and Europe, you can sell Pi Network Coins online and receive cash through online payment options.
Pi has not yet been launched on any exchange because we are currently using the confined Mainnet. The planned launch date for Pi is June 28, 2026.
Reselling to investors who want to hold until the mainnet launch in 2026 is currently the sole way to sell.
Consequently, right now. All you need to do is select the right pi network provider.
Who is a pi merchant?
An individual who buys coins from miners on the pi network and resells them to investors hoping to hang onto them until the mainnet is launched is known as a pi merchant.
debuts.
I'll provide you the Telegram username
@Pi_vendor_247
how to sell pi coins on Bitmart crypto exchangeDOT TECH
Yes. Pi network coins can be exchanged but not on bitmart exchange. Because pi network is still in the enclosed mainnet. The only way pioneers are able to trade pi coins is by reselling the pi coins to pi verified merchants.
A verified merchant is someone who buys pi network coins and resell it to exchanges looking forward to hold till mainnet launch.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
Exploring Abhay Bhutada’s Views After Poonawalla Fincorp’s Collaboration With...beulahfernandes8
The financial landscape in India has witnessed a significant development with the recent collaboration between Poonawalla Fincorp and IndusInd Bank.
The launch of the co-branded credit card, the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card, marks a major milestone for both entities.
This strategic move aims to redefine and elevate the banking experience for customers.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
What price will pi network be listed on exchangesDOT TECH
The rate at which pi will be listed is practically unknown. But due to speculations surrounding it the predicted rate is tends to be from 30$ — 50$.
So if you are interested in selling your pi network coins at a high rate tho. Or you can't wait till the mainnet launch in 2026. You can easily trade your pi coins with a merchant.
A merchant is someone who buys pi coins from miners and resell them to Investors looking forward to hold massive quantities till mainnet launch.
I will leave the telegram contact of my personal pi vendor to trade with.
@Pi_vendor_247
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
how can i use my minded pi coins I need some funds.DOT TECH
If you are interested in selling your pi coins, i have a verified pi merchant, who buys pi coins and resell them to exchanges looking forward to hold till mainnet launch.
Because the core team has announced that pi network will not be doing any pre-sale. The only way exchanges like huobi, bitmart and hotbit can get pi is by buying from miners.
Now a merchant stands in between these exchanges and the miners. As a link to make transactions smooth. Because right now in the enclosed mainnet you can't sell pi coins your self. You need the help of a merchant,
i will leave the telegram contact of my personal pi merchant below. 👇 I and my friends has traded more than 3000pi coins with him successfully.
@Pi_vendor_247
Introduction to Indian Financial System ()Avanish Goel
The financial system of a country is an important tool for economic development of the country, as it helps in creation of wealth by linking savings with investments.
It facilitates the flow of funds form the households (savers) to business firms (investors) to aid in wealth creation and development of both the parties
how to sell pi coins at high rate quickly.DOT TECH
Where can I sell my pi coins at a high rate.
Pi is not launched yet on any exchange. But one can easily sell his or her pi coins to investors who want to hold pi till mainnet launch.
This means crypto whales want to hold pi. And you can get a good rate for selling pi to them. I will leave the telegram contact of my personal pi vendor below.
A vendor is someone who buys from a miner and resell it to a holder or crypto whale.
Here is the telegram contact of my vendor:
@Pi_vendor_247
1. Fintech Platforms' Strategic Possibilities
The failure rate of
fi
ntech platforms is disproportionately high, which
might be attributed to a dearth of public information on the best
tactics to use.
There are also signi
fi
cant constraints related to the current work.
To overcome these restrictions, the researchers discovered
distinctive traits and their strategic consequences.
Following that, we modi
fi
ed a framework composed of six traditional
fundamental logics of strategy and compared their prescriptions
with the unique qualities we found.
Fintech is an umbrella term encompassing the creation and delivery
of
fi
nancial goods and services using information technology.
According to industry estimates, the global
fi
ntech market will
develop at a compound annual growth rate of roughly 20% to reach
around US $305 billion by 2025.
Because technology improves the openness and timeliness of
fi
nancial information,
fi
ntech may lead to the creation and
exploitation of new business possibilities.
Digital technology has been used in ways that have "driven fresh
entrepreneurship, unfettered creativity, and a major rise in interest
by venture capital companies" in recent years.
This has resulted in the birth of hundreds of new
fi
rms throughout
the world, many of which provide revolutionary platform-based
services.
The failure rate of these new
fi
ntech platforms is expected to be
exceedingly high (Muthukannan et al., 2020), with estimations of
approximately 90% over many years.
2. The
fi
ntech market is not only hypercompetitive, but it is also
saturated, implying that platforms will require an even more
effective competitive strategy to secure their existence and navigate
the unfavourable contextual circumstances surrounding their
businesses (Chanias et al., 2019).
First, there may be a shortage of public information about the
tactics that might secure their businesses' survival and success.
Second, typical approach recommendations are less applicable or
successful in functional situations.
To acquire an overview of the strategic possibilities accessible to a
fi
ntech platform, we will build a theoretical lens based on an existing
typology of strategies.
The researchers analysed, if there are limits in previous studies'
results and prescriptions when seen through our theoretical lens,
and the researchers provided a research plan to overcome them.
The researchers evaluation excluded books, dissertations, case
studies, and book reviews.
The researchers looked through the websites of the AIS Senior
Scholars' Basket of Eight (Bo8) journals.
Their literature search was conducted over a two-month period in
May and June 2021.
They also narrowed our search parameters to include articles on
our topic of interest.
For this work, they did a literature search of 293 peer-reviewed
publications published in the Bo8 and other IS journals.
The Bo8 publications were chosen since they are the major IS
journals and are often referenced.
They searched four important databases:
3. Edit Image
Literature review stages and activities
ABI/INFORM, the ACM Digital Library, the AIS Electronic Library,
and Scopus–Elsevier.
Backward and forward searches were carried out using a manual
assessment of the references of the sampled articles.
These were carried out by utilising the Google Scholar search
engine's "Cited by" option.
The dataset analysis and synthesis process starts with a thorough
reading of each sampled article.
Articles in which
fi
ntech was not the primary phenomenon
investigated were excluded from our sample.
A narrative technique (A. Langley, 1999) was subsequently used, in
which a member of our research team created textual summaries of
each article.
The selected papers were then categorised by af
fi
nity into a variety
of research categories based on their summaries (see similar
approach in Lagna & Ravishankar, 2022).
They started by categorising existing publications in the
fi
nance
literature to help us identify conceptual links and disconnections.
4. The papers were then critically evaluated to uncover 'explicit or
hidden con
fl
icts and lacking explanations, and so identify or build
white patches or gaps' (Boell & Cecez-Kecmanovic, 2014, p. 267).
The procedure was repeated to compare previously categorised
articles to newly generated or changed themes.
The rising body of work on
fi
ntech may be generally categorised
into four primary areas based on our analysis of the literature.
The
fi
rst subject is Fintech Drivers, and studies in this
fi
eld often
strive to uncover the variables that promote the overall growth of
the
fi
ntech movement.
The second subject, which is covered by the bulk of extant research
(see Gomber et al., 2018b), is Fintech Operations.
This
fi
eld of study seeks to give insight on how
fi
rms should be
formed and how innovations occur (e.g., D'Acunto & McGroarty,
2017; Muthukannan & Co, 2020).
A deeper look at the articles associated with this subject reveals
that many of them are descriptive and rely primarily on anecdotal
evidence.
For example, Dhar and Stein (2017), for example, made a
persuasive case for integrating technology and business processes
while keeping open access in order to create a "full"
fi
ntech
platform.
The study of Chanias et al. (2019) is an exception, since they
theorised on the process through which a digital transformation plan
might be formed and constantly changed.
Fintech platforms may struggle to manage the global
fi
ntech
landscape's competitive dynamics and poor market circumstances
(Chanias et al., 2019).
The Fintech strategy literature has not effectively addressed why
these tactics are acceptable and bene
fi
cial for the survival and
development of their operations.
They shifted their focus to what the current literature has to say
about the distinctive properties of
fi
nTech platforms and the
consequences of those traits for strategy creation and
implementation.
A
fi
ntech platform is a hybrid organisation that must balance the
competing needs of its dual nature.
5. Unlike many other technology companies, they must combine
expansion with care in order to keep the risks connected with the
supply of
fi
nancial goods and services at an acceptable level.
Customers are more likely to be drawn from the disadvantaged
elements of society that incumbent
fi
nancial institutions have
historically ignored, particularly in developing nations.
Platforms are exposed to increased public scrutiny as a
consequence of worries about exploitation.
Sambamurthy et al. (2003) created the six basic strategic logics,
which include the logics of optimality and social congruence.
They differ fundamentally from the idea of institutional logic (see
Reay & Hinings, 2009; Thornton & Ocasio, 2008).
A strategic logic is de
fi
ned as "a collection of stated principles that
determine strategic objectives, frameworks, skills, and success
expectations" (Lengnick-Hall & Wolff, 1999, p. 1109).
These logics may not account for all feasible methods, but they
would re
fl
ect the more traditional possibilities available to
fi
ntech
platforms.
There are two approaches to competitive strategy logic, both of
which emphasise the establishment and maintenance of a fresh
value proposition.
The Logic of Positioning is based on Michael Porter's (1980, 1996)
fundamental corporate strategy conceptualization.
The second is the Logic of Leverage, which contends that higher
performance results from leveraging
fi
rm-speci
fi
c strategic
resources and competencies.
Previous research in the digital platforms literature has shown how
business-speci
fi
c resources and competencies, such as an
established parent
fi
rm and extensive market expertise, may give
competitive advantages.
The fourth rationale is the Logic of Complexity, which is based on
Chaos theory and proposes that greater performance is the
consequence of keeping the business network healthy.
Because of the networked structure of digital platforms, strategy
prescriptions linked with the logic of complexity are notably common
in the literature.
6. To successfully manage a network of entities and steer them toward
a common objective, governance rules and procedures that
represent platform-wide principles are required.
A platform sponsor's strategy should be oriented around carefully
subsidising and supporting complementors that are not just 'best in
class' but can add diverse types of value.
The
fi
fth logic is optimality logic, which is based on Hannan and
Freeman's Organizational Ecology.
This implies that companies are vulnerable to natural selection
pressures.
This logic's strategy focuses on achieving and maintaining an ideal
organisational shape. The thesis here is that if a platform lacks
certain characteristics, it should work to obtain them.
The sixth logic, derived from institutional theory, is the Logic of
Social Congruence (see Tolbert & Zucker, 1999).
This logic emphasises the signi
fi
cance of "social
fi
tness," which is a
certain organisational condition in which a business is consistent
with the external constraints operating on it.
They shifted their focus to evaluating the current
fi
ntech literature's
results and prescriptions via this lens.
In the next part, they looked at the results and recommendations of
current
fi
ntech research as well as provide instances that match
each of the fundamental logics of strategy.
This gave a more thorough treatment of what is already known, as
well as account for pockets of insights distributed throughout the
existing literature in a holistic and integrated way.
Kazan et al. (2018, p. 212) outline a "transformation strategy" that
may separate a
fi
ntech business from its rivals "via innovative and
cost-effective arrangements."
Fintech platforms are value models that may be adjusted over a
wide range of parameters to give a unique value proposition while
accounting for contextual effects (Gimpel et al., 2018).
These models are consistent with the logic of positioning since they
re
fl
ect many approaches to creating value.
However, including consideration of the speci
fi
c characteristics of
fi
ntech platforms may increase the complexity and applicability of
the results and prescriptions linked with this reasoning.
7. The dynamic and unpredictable regulatory landscape, for example,
shows that the environmental possibilities and dangers that they
face are continuously altering.
Future research paths that are consistent with the logic of leverage
Ant Financial used its parent company's vast user base and
considerable technology resources to create Yu'e Bao, a wealth
management platform that developed to become one of China's
biggest and most extensively used.
This implies that
fi
ntech platforms may have access to resources
and capabilities that their rivals do not have and cannot mimic.
When the particular qualities of
fi
ntech platforms are taken into
consideration, the logic of leverage might become more
sophisticated.
What does it mean, for example, for a platform to be predominantly
a tech business (e.g., T. Tan et al., 2020) or more of a
fi
nance
fi
rm?
And what if the platform is a startup competing against more
resource-rich established
fi
rms?
Addressing these issues would offer a more complete picture of the
resources and capabilities that should be prioritised and used.
Because of the particular qualities of
fi
ntech platforms, maintaining
a succession of transient competitive advantages may be very
dif
fi
cult.
For the Logic of Opportunity, investigations into the mechanics of
fi
nterech innovation offer an example of results and
recommendations associated with this logic among our selected
publications.
Kazan et al. (2018) present another example of a prescription for
how a
fi
ntech platform's value production and delivery architectures
might be con
fi
gured.
Accounting for the distinct features of
fi
ntech platforms may give
insights into how the latter might be recombined or changed to
improve performance.
Future research might look at ways to manage competitive
dynamics with market incumbents or regulators (Kazan et al., 2018)
while maintaining the former's goodwill and support.
For example, if a platform is required to communicate and transact
with a broader range of organisations, how will it manage its
relationships and interactions with these entities?
8. Relationship management with both prominent and peripheral
groups will be critical to the capacity of
fi
ntech platforms to utilise
pooled resources.
Ondrus et al. argue for the signi
fi
cance of selective openness,
especially in terms of service supply, technological compatibility,
and user engagement, which would improve market potential.
Future study areas associated with the concept of optimality
include investigations focused on certain qualities or traits
deemed suitable for
fi
ntECH platforms.
The digital hybrid approach is recommended for
fi
nancial platforms
since it will establish a closed environment and decrease the need
for multi-homing (see Barua & Mukherjee, 2021).
Both of these studies from our picked publications support and
expand on Dhar and Stein's argument for combining technology,
business processes, and open access.
Future research, for example, might explicitly account for the
volatile regulatory climate (see Zetsche et al., 2017) and strive to
uncover the characteristics that would boost the likelihood of a
fi
ntech platform's survival against this dynamic background.
For the Logic of Social Congruence, studies on regtech provide an
example of discoveries and recommendations that are consistent
with this logic among our selected papers.
Regtech refers to regulators' use of technology advancements to
enhance regulation, reporting, and compliance procedures (Yang &
Li, 2018).
It has the potential to solve the ineffectiveness and inef
fi
ciencies of
existing
fi
nancial laws while still protecting the interests of
consumers.
There are some key holes that future research on
fi
ntech platforms
should seek to
fi
ll.
According to our study, there has been little focus on the
rami
fi
cations of the dual identity that they are unavoidably
presented with.
There is a need for a better understanding of how sociopolitical
legitimacy may be attained and maintained against the background
of a continually changing regulatory framework.
Conclusions
9. Fintech platform failure rates are disproportionately high
(Muthukannan et al., 2020), particularly when compared to other
types of new companies.
First, there may be a shortage of public information about the
tactics that might secure their businesses' survival and success.
Second, conventional strategy prescriptions may be less applicable
or successful in the setting of
fi
nancial technology platforms.
Our work on
fi
ntech platform strategies is one-of-a-kind.
We discovered a number of "white spots", or gaps, in the current
literature that are relevant to our main issue.
We have established a route for resolving these knowledge gaps by
proposing a comprehensive design for future research spanning a
wide variety of concerns.
The breadth of the arguments and prescriptions offered in our paper
may be deemed wider since they are applicable to pro
fi
t-oriented or
socially oriented
fi
ntech platforms in both developed and developing
environments.
Our
fi
ndings re
fl
ect the reasoning of previous research on other
digital platforms (e.g., T. C. Tan et al., 2017), implying that the
achievement of a platform's pro-social goals would inevitably follow
the achievement of
fi
nancial viability.
A
fi
ntech platform may be able to carve out a pro
fi
table niche for
itself inside the
fi
nancial services industry.
However, occupying an appealing market position may be transitory
unless it can preserve that position against powerful incumbents.
This implies that a mix of strategic logics may be necessary.
For example, complementary business partners might be used to
bridge gaps in the main platform's portfolio of resources and
competencies.
A
fi
ntech platform must strike a careful balance between seeking to
differentiate itself from rivals and meeting the expectations, rules,
and standards of its stakeholders.
Our
fi
ndings should be particularly valuable for individuals
confronting existential crises since they provide a more nuanced
picture of the strategic alternatives available.
The regulators and policymakers that supervise the
fi
nancial
industry are the second stakeholder group that our analysis might
possibly enlighten.
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