Wechat emojis1/8/2024 And we found that different factors played remarkably different roles in the three stages. The empirical results show that the service innovation of MSNs is mainly influenced by five key factors: user, developer, market environment, social environment and technology. Furthermore, factor analysis was used to extract key factors influencing the service innovation of MSNs, correlation analysis was employed to discuss the relationship among factors, and regression analysis was applied to explore their specific roles in different stages in the service innovation process. On that basis, we constructed a model, and then collected data from 184 managers from 20 leading mobile social network corporates in China through questionnaires to examine the model. The purpose of this paper is to explore the key factors influencing the service innovation of mobile social networks (MSNs), figure out the mechanism of all factors in different stages of service innovation and help mobile social application developers promote better service innovation.įrom previous research, this paper adopted nine initial factors that influence the service innovation of MSNs, and divide the service innovation process into three stages (i.e., demand analysis, service design and innovation implementation). Our findings implicate that the one-size-fits-all approach of native apps as a general-purpose technology does not meet specific needs of platform users and could be supplemented by innovations such as MPs to fill the gap. Supported by an exploratory case study, we shed light on this platform innovation and investigate its implications within the field of mobile platform ecosystems. Known as Mini-Programs (MPs), WeChat enables third-party developers to create light apps within its own infrastructure, essentially creating an ecosystem of apps within an app. In China, a novel phenomenon responds to the debate, introducing lightweight micro-apps embedded into the social messaging platform of WeChat. For services of infrequent use, it is questionable whether native apps and their respective app stores still offer a suitable development strategy. However, an increasing reluctance amongst smartphone users to download them has surfaced. Mobile applications (apps) have long fueled the growth of digital business models. The relative balance between competition and cooperation changed over time, and top management guidance and firm-level routines were essential in managing the challenges of coopetition within the firm. The coopetition dynamic took place in three key areas: technology, product promotion, and complementary assets of suppliers. Building on the intrafirm coopetition and evolutionary literatures, the paper shows that three business units simultaneously competed and cooperated in developing alternative IM products while being exposed to market selection for survival. Tracing the competitive dynamics in the Chinese IM sector from its inception, we found that Tencent was able to create the innovative WeChat product through a crisis-induced intrafirm coopetition dynamic that was embedded in variation-selection-retention evolutionary processes spanning the market, the firm, and the business unit levels. This historical case study explores what organizational mechanisms allowed Tencent, a Chinese firm in the fast-changing instant messaging (IM) service sector, to achieve a new-to-the-world innovation with its WeChat smartphone app. Chinese firms have been widely seen as imitative.
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