LITERATURE DIGITAL MARKETING AND TECHNOLOGY 2022
Taught by: Emile Lancée
Table of Contents
Integrating information technology and marketing: An examination of the drives and outcomes of e-Marketing
capability (Trainor, et al., 2011)........................................................................................................................... 2
Strategic renewal in the digital age: The digital marketing core as a starting point (Lancée 2019).........................5
Is augmented reality technology an effective tool for e-commerce? An interactivity and vividness perspective
(Yim, Chu & Sauer, 2017)..................................................................................................................................... 7
Augmenting the eye of the beholder: exploring the strategic potential of augmented reality to enhance online
service experiences (Hilken, et al., 2017)........................................................................................................... 10
The emotional review-reward effect: How do reviews increase impulsivity? (Motyka et al., 2018).....................14
A meta-analytic investigation of the role of valence in online reviews (Purnawirawan et al., 2015)....................19
Toward a three-dimensional framework for omni-channel (Saghiri et al., 2017).................................................21
Integrating bricks with clicks: retailer-level and channel-level outcomes of online-offline channel integration
(Herhausen et al., 2015).................................................................................................................................... 25
Linguistic elements of conversational human voice in online brand communication: Manipulations and
perceptions (Liebrecht, Tsaousi & Hooijdonk, 2021)........................................................................................... 28
Watch your tone: How a brand’s tone of voice on social media influences consumers responses (Barcelos et al.,
2018)................................................................................................................................................................ 32
Don’t forget that others are watching, too! The effect of conversational human voice and reply length on
observers’ perceptions of complaint handling in social media (Javornik, Filieri & Gumann, 2020).......................36
How does web personalization create value for online retailers? Lower cash flow volatility or enhanced cash
flows (Kalaignanam, Kushwaha & Rajavi, 2018)................................................................................................. 39
Influencer marketing: Social media influencers as human brands attaching to follower and yielding positive
marketing results by fulfilling needs (Ki et al., 2020).......................................................................................... 42
Driving Brand Engagement Through Online Social Influencers: An Empirical Investigation of Sponsored Blogging
Campaigns (Hughs, Swaminatha & Brooks, 2019).............................................................................................. 44
1
,Integrating information technology and marketing: An examination of
the drives and outcomes of e-Marketing capability (Trainor, et al., 2011)
Lecture 2: Digital marketing capabilities: the future performance of businesses in hyper dynamic
tech realities
Integrating IT into marketing practices can foster rich interactions with the customers.
e-Marketing = IT + marketing.
Research purpose: examine e-Marketing as a dynamic firm-level capability and the role of
resources.
Theoretical background
Resource based view and dynamic capabilities
Resource-based view (RBV): resources that are valuable, rare, inimitable and non-substitutable
competitive advantage for businesses.
Dynamic capabilities: emphasize the key role of management to appropriately adapt, integrate
and reshape organizational skills and resources as well as internal and external functional
competences.
Marketing resources or capabilities must be combined and integrated with other
complementary capabilities to generate and sustain a competitive advantage. Dominate business
performance, understand customer needs and create long term relationships.
The efficient deployment of resources can also lead to improvements in an organization's ability
to adapt to its competitive environment. Adaptability: the extent to which a firm can use a
variety of organizational capabilities to implement changes in its strategic position – achieve fit
with environment.
2
,e-Marketing capability: a firm’s competence in using the Internet and other information
technologies to facilitate rich interactions with customers. It creates value in 2 ways:
1) It provides customers with access to firm resources and information and provides the
firm information about its customers (demand and product usage).
2) Focus on the customer and synchronizing activities and information throughout the
organization improve overall sales productivity and organizational efficiency. Helps to
look at customers’ needs.
e-Marketing capability consists of 3 dimensions:
1) IT resources: deployment of technology infrastructure supporting e-Marketing initiatives
(interaction with customers).
a. E-business adoption: firm’s implementation of technology, has a positive
influence on the performance outcomes of customer satisfaction, sales
performance and relationship development.
2) Human resources: managerial support for technological initiatives and an organizational
culture that embraces these initiatives.
3) Business resources: the extent to which the technology is integrated throughout the
organization.
Market orientation: firm’s capability to sense and respond to customer requirements. Diagnose
current capabilities, anticipate future capabilities and redesign processes to support new ones.
Consists of 3 components:
1) Customer orientation higher level of adoption
2) Competitor orientation
3) Inter-functional orientation
H1: market orientation is positively related to e-Marketing capability. Supported
Technology orientation: firm’s capability in recognizing and adapting to emerging
technologies. Technologically-oriented firms invest more in R&D and more easily apply new
technology.
H2: technology orientation is positively related to e-Marketing capability. Supported
Competitive environment is a moderator. The external environment involves getting feedback
from customers and suppliers. Monitor changes in the dynamic environments to gain awareness
of opportunities. Furthermore, e-Marketing provides a unique channel for organizations to
communicate with both suppliers and customers.
H3a: competitive environment has a positive moderating effect on the relationship between
market orientation and e-Marketing capability. Not supported
H3b: competitive environment has a positive moderating effect on the relationship between
technology orientation and e-Marketing capability. Supported
e-Marketing capabilities results in 2 performance outcomes.
Customer relationship performance: customer retention and satisfaction.
Technological advances have enabled organizations to interact with customers more effectively
and efficiently.
H4: e-Marketing capability is positively related to customer relationship performance. Supported
3
, Organization performance: a broader view of overall firm health.
H5 e-Marketing capability is positively related to organization performance. Supported
Customer satisfaction and loyalty are viewed as critical predictors of future sales growth and
other performance measures.
H6: customer relationship performance is positively related to organization performance.
Supported
Market turbulence is a moderator. Technology systems enable firms to gather market
information and adjust strategy more when market-related uncertainty is high. It enables the
business to react quickly and efficiently. In highly turbulent environments, firms are more likely
to adapt to their competitive environment and achieve advantage.
H7a: market turbulence has a positive moderating influence on the relationship between e-
Marketing capability and customer relationship performance. Supported
H7b: market turbulence has a positive moderating influence on the relationship between e-
Marketing capability and organizational performance. Not supported
Competitive intensity is also a moderator. Competitive intensity: the degree of competition that
a firm faces that influences how firms leverage resources to adapt to their environments. In
highly competitive environments, companies must strive to innovate, explore new markets, and
look for novel ways of differentiating themselves.
H8a: competitive intensity has a positive moderating influence on the relationship between e-
Marketing capability and customer relationship performance. Not supported
H8b: competitive intensity has a positive moderating influence on the relationship between e-
Marketing capability and organizational performance. Supported
4
Taught by: Emile Lancée
Table of Contents
Integrating information technology and marketing: An examination of the drives and outcomes of e-Marketing
capability (Trainor, et al., 2011)........................................................................................................................... 2
Strategic renewal in the digital age: The digital marketing core as a starting point (Lancée 2019).........................5
Is augmented reality technology an effective tool for e-commerce? An interactivity and vividness perspective
(Yim, Chu & Sauer, 2017)..................................................................................................................................... 7
Augmenting the eye of the beholder: exploring the strategic potential of augmented reality to enhance online
service experiences (Hilken, et al., 2017)........................................................................................................... 10
The emotional review-reward effect: How do reviews increase impulsivity? (Motyka et al., 2018).....................14
A meta-analytic investigation of the role of valence in online reviews (Purnawirawan et al., 2015)....................19
Toward a three-dimensional framework for omni-channel (Saghiri et al., 2017).................................................21
Integrating bricks with clicks: retailer-level and channel-level outcomes of online-offline channel integration
(Herhausen et al., 2015).................................................................................................................................... 25
Linguistic elements of conversational human voice in online brand communication: Manipulations and
perceptions (Liebrecht, Tsaousi & Hooijdonk, 2021)........................................................................................... 28
Watch your tone: How a brand’s tone of voice on social media influences consumers responses (Barcelos et al.,
2018)................................................................................................................................................................ 32
Don’t forget that others are watching, too! The effect of conversational human voice and reply length on
observers’ perceptions of complaint handling in social media (Javornik, Filieri & Gumann, 2020).......................36
How does web personalization create value for online retailers? Lower cash flow volatility or enhanced cash
flows (Kalaignanam, Kushwaha & Rajavi, 2018)................................................................................................. 39
Influencer marketing: Social media influencers as human brands attaching to follower and yielding positive
marketing results by fulfilling needs (Ki et al., 2020).......................................................................................... 42
Driving Brand Engagement Through Online Social Influencers: An Empirical Investigation of Sponsored Blogging
Campaigns (Hughs, Swaminatha & Brooks, 2019).............................................................................................. 44
1
,Integrating information technology and marketing: An examination of
the drives and outcomes of e-Marketing capability (Trainor, et al., 2011)
Lecture 2: Digital marketing capabilities: the future performance of businesses in hyper dynamic
tech realities
Integrating IT into marketing practices can foster rich interactions with the customers.
e-Marketing = IT + marketing.
Research purpose: examine e-Marketing as a dynamic firm-level capability and the role of
resources.
Theoretical background
Resource based view and dynamic capabilities
Resource-based view (RBV): resources that are valuable, rare, inimitable and non-substitutable
competitive advantage for businesses.
Dynamic capabilities: emphasize the key role of management to appropriately adapt, integrate
and reshape organizational skills and resources as well as internal and external functional
competences.
Marketing resources or capabilities must be combined and integrated with other
complementary capabilities to generate and sustain a competitive advantage. Dominate business
performance, understand customer needs and create long term relationships.
The efficient deployment of resources can also lead to improvements in an organization's ability
to adapt to its competitive environment. Adaptability: the extent to which a firm can use a
variety of organizational capabilities to implement changes in its strategic position – achieve fit
with environment.
2
,e-Marketing capability: a firm’s competence in using the Internet and other information
technologies to facilitate rich interactions with customers. It creates value in 2 ways:
1) It provides customers with access to firm resources and information and provides the
firm information about its customers (demand and product usage).
2) Focus on the customer and synchronizing activities and information throughout the
organization improve overall sales productivity and organizational efficiency. Helps to
look at customers’ needs.
e-Marketing capability consists of 3 dimensions:
1) IT resources: deployment of technology infrastructure supporting e-Marketing initiatives
(interaction with customers).
a. E-business adoption: firm’s implementation of technology, has a positive
influence on the performance outcomes of customer satisfaction, sales
performance and relationship development.
2) Human resources: managerial support for technological initiatives and an organizational
culture that embraces these initiatives.
3) Business resources: the extent to which the technology is integrated throughout the
organization.
Market orientation: firm’s capability to sense and respond to customer requirements. Diagnose
current capabilities, anticipate future capabilities and redesign processes to support new ones.
Consists of 3 components:
1) Customer orientation higher level of adoption
2) Competitor orientation
3) Inter-functional orientation
H1: market orientation is positively related to e-Marketing capability. Supported
Technology orientation: firm’s capability in recognizing and adapting to emerging
technologies. Technologically-oriented firms invest more in R&D and more easily apply new
technology.
H2: technology orientation is positively related to e-Marketing capability. Supported
Competitive environment is a moderator. The external environment involves getting feedback
from customers and suppliers. Monitor changes in the dynamic environments to gain awareness
of opportunities. Furthermore, e-Marketing provides a unique channel for organizations to
communicate with both suppliers and customers.
H3a: competitive environment has a positive moderating effect on the relationship between
market orientation and e-Marketing capability. Not supported
H3b: competitive environment has a positive moderating effect on the relationship between
technology orientation and e-Marketing capability. Supported
e-Marketing capabilities results in 2 performance outcomes.
Customer relationship performance: customer retention and satisfaction.
Technological advances have enabled organizations to interact with customers more effectively
and efficiently.
H4: e-Marketing capability is positively related to customer relationship performance. Supported
3
, Organization performance: a broader view of overall firm health.
H5 e-Marketing capability is positively related to organization performance. Supported
Customer satisfaction and loyalty are viewed as critical predictors of future sales growth and
other performance measures.
H6: customer relationship performance is positively related to organization performance.
Supported
Market turbulence is a moderator. Technology systems enable firms to gather market
information and adjust strategy more when market-related uncertainty is high. It enables the
business to react quickly and efficiently. In highly turbulent environments, firms are more likely
to adapt to their competitive environment and achieve advantage.
H7a: market turbulence has a positive moderating influence on the relationship between e-
Marketing capability and customer relationship performance. Supported
H7b: market turbulence has a positive moderating influence on the relationship between e-
Marketing capability and organizational performance. Not supported
Competitive intensity is also a moderator. Competitive intensity: the degree of competition that
a firm faces that influences how firms leverage resources to adapt to their environments. In
highly competitive environments, companies must strive to innovate, explore new markets, and
look for novel ways of differentiating themselves.
H8a: competitive intensity has a positive moderating influence on the relationship between e-
Marketing capability and customer relationship performance. Not supported
H8b: competitive intensity has a positive moderating influence on the relationship between e-
Marketing capability and organizational performance. Supported
4
