This study explores the influence of student-generated electronic word-of-mouth (eWOM) on university image within the context of an increasingly competitive higher education landscape. Drawing on social identity and congruence theories, we examine how both satisfied and dissatisfied students' positive and negative eWOM influences the highereducation institution's brand perception. The study reveals that dissatisfied students demonstrate social creativity. Despite their dissatisfaction, they spread positive eWOM, which further increases their self-brand incongruity. Student (dis)satisfaction has a significant impact on the detrimental effect of students' negative eWOM on the educational institution's brand image. Students' (dis)satisfaction also moderates the influence of commitment on self-brand incongruity. It is imperative for educational administrators to foster a strong relationship between students and their institution, as high levels of commitment can mitigate the perceived incongruence of dissatisfied students and enhance the institution's image. The study's insights highlight the strategic value of managing eWOM for policymakers and administrators in higher education.

This study extends congruence theory by providing novel insights into the influence of congruence and incongruence on eWOM. The study compares groups of high and low-intensity social networking site (SNS) users and provides suggestions for managers of tertiary educational institutions to adapt communication to the needs of those user groups.

This paper qualitatively evaluates the negotiation impact factors of companies active in Business-to-Business (B2B) and Business-to-Government (B2G) sales. Scholars consider B2G relationships to be comparable to or integrated in B2B relationships. Few studies examine the attributes of B2G relationships compared to those of B2B. This paper maps and analyses possible differences related to buying and negotiation processes. Consolidating 240 interviews, the authors provide empirical evidence that power and dependence are dynamic and change during negotiation phases. This evidence forms the basis for a structured process depending on the type of industry studied and refers to standardized versus customized products. 

Building on social identity theory, this study aims to quantify the drivers and consequences of positive and negative eWOM engagement on social networking sites used by two distinct groups of respondents in higher education. Several differences and a major influence of commitment on eWOM, self-brand connection and incongruity were identified.

Very recently the relevance of critical infrastructure gained public awareness. We evaluated the buy process for critical infrastructure versus the buying processes of other B-2-B marketing contexts. In both data sets, the organization’s digitalization capabilities have an impact on the general satisfaction with digitalization processes. We found a positive relationship between satisfaction with digitalization processes, the general satisfaction with the supplier and towards relationship quality. We were able to explain 66% (CI data set) and 81% (non-CI dataset) of the drivers of relationship quality. Nevertheless, in the non-CI sample, the degree of satisfaction with the organization’s digitalization capabilities as well as the general degree of digitalization has an impact on trust in their supplier’s IoT credibility. This does not hold for the CI-related sample. Referring to CI operators’ data, there is a positive relationship between the general perception on the Usefulness of the IoT and Trust in their supplier’s IoT credibility. CI operators strongly rely on already existing trustful relationships to develop trust in a suppliers IoT credibility. This is not true for non-CI operators. CI members are influenced by different drivers and are more strongly relying on existing relationship trust.

In dieser Arbeit wurde die Variationsflechttechnik für die Entwicklung einfacher und verzweigter Koronarstents verwendet. Ein Herstellungsverfahren für einfache und verzweigte Koronarstents wird vorgestellt, die entwickelten einfachen Koronarstents wurden getestet und die Ergebnisse nach ihren Prozessparametern für die praktische Verwendbarkeit des Implantierens bewertet.

In dieser Arbeit wurde die Variationsflechttechnik für die Entwicklung einfacher und verzweigter Koronarstents verwendet. Ein Herstellungsverfahren für einfache und verzweigte Koronarstents wird vorgestellt, die entwickelten einfachen Koronarstents wurden getestet und die Ergebnisse nach ihren Prozessparametern für die praktische Verwendbarkeit des Implantierens bewertet.

This empirical study discusses chances and challenges of disruptive Internet of Things (IoT) business models. The goal of an innovative, successful business model refers to delivering customer value in a new way. Focusing on Eastern European business-to-business data, we address the following question: (1) What do B2B customers expect from the Internet of Things? (2) Are customers willing to co-creating value in the sense of Service-Dominant (S-D) logic and engage in IoT-related business models? This paper evaluates the attitude of B2B customers active in Poland regarding co-creation of value in disruptive projects and provides strategic recommendations to overcome the significant lack of knowledge in IoT-related business opportunities. Based on a case study incorporating qualitative CATI interviews, our findings indicate the following: The willingness of buyers to co-create value is still limited. Considering the idea of Berry et al. (2006), we offer an enhanced IoT-related service strategy to actively include reluctant buyers into the network of actors. “No interaction is an island”, instead it is rooted in the reaction on the involved counterparts’ acting. An early involvement of all actors in interaction processes like the development of service business models may prevent manufacturers from creating severe obstacles for their customers to co-create value.

Until today, scholars claim that the phenomenon of “co-creation” of value in an “interacted” economy and in the context of positive actor-to-actor relationships has not been adequately explored. This study aims to first to identify and separate the accessible values of internet of things (IoT)-based business models for business-to-business (B2B) and business-to-government (B2G) customer groups. It quantifies the drivers to successfully implement disruptive business models. Data were gathered from 292 customers in Western Europe. The conceptual framework was tested using partial least square structural equation modeling. Managing disruptions in the digital age is closely related to the fact that the existing trust in buyer-seller relationships is not enough to accept IoT projects. A company’s digitalization capabilities, satisfaction with the existing relationship and trust in the IoT credibility of the manufacturer drives the perceived value of IoT-based business models in B2B settings. Contrastingly, in B2G settings, money is less important. Research refers to one business field, the data set is of European origin only. Findings indicate that the drivers to engage in IoT-related projects differ significantly between the customer groups and therefore require different marketing management strategies. Saving time today is more important to B2G buyers than saving money. The disparate nature of B2B and B2G buyers indicates that market segmentation and targeted marketing must be considered before joint-venturing in IoT business models. To joint venture supply chain partners co-creating value in the context of IoT-related business models, relationship management should be focused with buyers on the same footing, as active players and co-developers of a personalized experience in digital service projects. Diverging from established studies focusing on the relationship within a network of actors, this study defines disruptive business models and identifies its drivers in B2B and B2G relationships. This study proposes joint venturing with B2B and B2G customers to overcome the perceived risk of these IoT-related business models. Including customers in platforms and networks may lead to the co-creation of value in joint IoT projects.