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Startup’s internationalization and social media
No full textSTARTUP’S INTERNATIONALIZATION AND SOCIAL MEDIA
Startup’s internationalization and social media (1)
List of Abbreviations (5)
List of Tables (6)
Abstract (7)
1. Introduction (7)
1.1 Problem Statement (7)
1.2 Current State of the Research (8)
1.3 Research Goal (9)
1.4 Research Questions (9)
1.5 Methodology (9)
1.6 Findings (Contribution to the Literature) (9)
2. Literature Review (10)
2.1 Theoretical Background (10)
2.1.1 The Resource-Based View (10)
2.1.2 Dynamic Capabilities (11)
2.1.3 Evolution of Dynamic Capabilities (11)
2.1.4 The Relationship Between RBV and Dynamic Capabilities (12)
2.2 Marketing Capability in Dynamic Capabilities View (13)
2.3 Marketing Capabilities in the Internationalization Process (14)
2.3.1 Challenges and Barriers to Internalization (16)
2.4 The rise of social media in marketing (18)
2.4.1 Customer engagement and interaction (18)
2.4.2 Cost and accessibility (19)
2.4.3 Targeting and Reach (19)
2.4.4 Real-time feedback and adaptability (19)
2.4.5 Content marketing and community building (20)
2.4.6 Measurability and Analytics (20)
2.5 Emergence of Social Media Capabilities (21)
2.5.1 Defining Social Media Capability (21)
2.6 Resources Constituting Social Media Capability (23)
2.6.1 Employee Engagement and Activities (23)
2.6.2 Content Generation and Management (24)
2.6.3 Customer Interaction and Engagement (25)
2.6.4 Dynamic Capabilities and Innovation (26)
2.6.5 Technological and Financial Investments (27)
2.7 Influencer Marketing (28)
2.7.1 The Evolution and Growth of Influencer Marketing (29)
2.7.2 Influencer Marketing as a Tool for Business Success (29)
2.7.3 Role of Influencer Marketing for Internationalization (30)
2.8 Influence of Organizational Culture and Leadership on Social Media Capabilities (31)
2.9 Integration of Social Media with Other Digital Capabilities (32)
2.9.1 The Role of Data Analytics (32)
2.9.2 Artificial Intelligence and Machine Learning (32)
2.9.3 Integration with Marketing Automation Tools (33)
2.9.4 Integration with Innovation and R&D (34)
2.10 Comparative Insights for Startups and Multinationals (34)
2.11 Capturing Scaling Challenges Through the Greiner Lens (36)
3. Methodology (38)
3.1 Research Design (38)
3.2 Sample and Data Collection (38)
3.3 Application of the Greiner Growth Model (39)
3.4 Data Analysis and Gioia Methodology (39)
4. Findings (40)
4.1 Short Summary of Main Findings per Startup (Vertical Analysis) (40)
4.1.1 Fintech (Germany) – SU1 (40)
4.1.2 Fintech (Austria) – SU2 (41)
4.1.3 Retail (France) – SU3 (43)
4.1.4 EdTech (Ukraine/Spain) – SU4 (44)
4.1.5 Food Manufacturing (Ghana/Germany) – SU5 (46)
4.1.6 Functional Beverages (Austria) – SU6 (48)
4.1.7 Plant-Based Food (Austria) – SU7 (49)
4.1.8 E-commerce (Germany/Montenegro) – SU8 (51)
4.2 Cross-Case Analysis (Horizontal Analysis) (53)
4.2.1 Aggregate Dimension 1: Strategic Role of Social Media in Internationalization (53)
4.2.2 Aggregate Dimension 2: Social Media as a Tool for Risk Mitigation and Trust-Building (55)
4.2.3 Aggregate Dimension 3: Organizational Learning and Adaptation through Social Media (57)
4.2.4 Aggregate Dimension 4: Resource Constraints and Tactical Workarounds (59)
4.2.5 Aggregate Dimension 5: Strategic Use of Influencer Marketing (61)
4.2.6 Exploratory Insights from Weaker Patterns (63)
5. Discussion (64)
5.1 Implications for the Resource-Based View (RBV) (64)
5.2 Implications for Dynamic Capabilities Theory (65)
5.3 Implications for (International) Marketing Capabilities (66)
5.4 Implications for Social Media Capability as a Distinct Construct (66)
5.5 Implications for Organizational Culture and Leadership (67)
5.6 Reframing the Greiner Growth Model for Digital Startups (68)
6. Limitations & Future Research (68)
6.1 Methodological Limitations (69)
6.2 Contextual Limitations (69)
6.3 Theoretical Limitations (70)
7. Conclusion and Managerial Implications (70)
7.1 Summary of Theoretical Contributions (70)
7.2 Managerial Implications for Internationalizing Startups (71)
8. Appendix (73)
8.1 Tables (74)
8.2 Gioia Coding Dimensions and Quotes (76)
8.2.1 Aggregate Dimension 1: Strategic Role of Social Media in Internationalization (77)
8.2.2 Aggregate Dimension 2: Social Media as a Tool for Risk Mitigation and Trust-Building (79)
8.2.3 Aggregate Dimension 3: Organizational Learning and Adaptation through Social Media (80)
8.2.4 Aggregate Dimension 4: Resource Constraints and Tactical Workarounds (81)
8.2.5 Aggregate Dimension 5: Strategic Use of Influencer Marketing (83)
8.3 References (84)
8.5 Acknowledgments (94
Zwischen Anspruch und Realität
No full textZWISCHEN ANSPRUCH UND REALITÄT
Zwischen Anspruch und Realität (1
Authorized capital in the Austrian Flexible Company and its new financing opportunities
No full textAUTHORIZED CAPITAL IN THE AUSTRIAN FLEXIBLE COMPANY AND ITS NEW FINANCING OPPORTUNITIES
Authorized capital in the Austrian Flexible Company and its new financing opportunities (1
Green or greenwashed?
No full textGREEN OR GREENWASHED?
Green or greenwashed? (1)
List of Figures (7)
List of Tables (8)
1. Introduction (9)
1.1 Background and Motivation (9)
1.2 Problem Statement and Research Gap (10)
1.3 Research Objectives and Research Questions (11)
1.3 Structure of the Thesis (12)
2. Literature Review (14)
2.1 Sustainability Claims in Marketing Communication (14)
2.1.1 Definitions and Strategic Context (14)
2.1.2 Effects on Consumer Decision-Making (15)
2.1.3 Typologies and Forms of Green Claims (16)
2.2 Greenwashing (17)
2.2.1 Definition and Drivers (17)
2.2.2 Typologies of Sustainability Communication (18)
2.2.3 Implications for Market Dynamics and Consumer Trust (19)
2.3 Consumer Perception of Sustainability Communication (20)
2.3.1 Information Processing and Consumer Skepticism (20)
2.3.2 The Role of Labels and Certifications as Trust Cues (22)
2.3.3 Effects of Emotional and Factual Messaging (24)
2.3.4 Perceived Greenwashing and Consumer Responses (24)
2.4 Sustainability in the Coffee Industry (25)
2.4.1 Systemic Challenges Along the Coffee Value Chain (25)
2.4.2 Sustainability Strategies and Communication Trends (27)
2.5 Evaluation Frameworks and Research Gaps (29)
3. Development of the Evaluation Framework (31)
3.1 Conceptual Foundations of the Evaluation Framework (31)
3.2 Environmental Impact (33)
3.3 Social Responsibility (35)
3.4 Transparency and Verification (36)
3.5 Supply Chain Traceability (38)
4. Methodology (41)
4.1 Research Design and Overview (41)
4.2 Research Questions (42)
4.3 Objective Company Evaluation: Qualitative Content Analysis (46)
4.3.1 Sample Selection and Claim Collection (46)
4.3.2 Unit of Analysis and Coding Procedure (49)
4.3.3 Evaluation Framework and Scoring System (50)
4.4 Consumer Study: Quantitative Survey (52)
4.4.1 Sample and Data Collection (52)
4.4.2 Experimental Setup (53)
4.4.3 Measures and Scales (54)
4.5 Data Integration and Calculation of Perception Gaps (58)
5. Results (60)
5.1 Qualitative Company Evaluation (60)
5.2 Survey Findings (65)
5.2.1 Data Analysis Strategy (65)
5.2.2 Descriptive Statistics (66)
5.2.3 Analysis of Perception Gaps (69)
5.2.4 Variations in Perception Gaps Across Dimensions (72)
5.2.5 Sustainability Engagement as Predictor of Perception Gaps (73)
5.2.6 Understanding and Greenwashing Perceptions Across Claims (74)
5.2.7 Association Between Perception Gaps and Greenwashing Perception (76)
6. Discussion (78)
6.1 Interpretation of Key Findings (78)
6.2 Implications (87)
6.3 Limitations and Future Research (92)
7. Conclusion (94)
References (95
Innovationsprozesse in familiengeführten KMU
No full textINNOVATIONSPROZESSE IN FAMILIENGEFÜHRTEN KMU
Innovationsprozesse in familiengeführten KMU (1
Sustainable development in the airline industry using sustainable aviation fuels (SAF)
No full textSUSTAINABLE DEVELOPMENT IN THE AIRLINE INDUSTRY USING SUSTAINABLE AVIATION FUELS (SAF)
Sustainable development in the airline industry using sustainable aviation fuels (SAF) (1
E-Mobilität in nachhaltigen europäischen Städten
No full textE-MOBILITÄT IN NACHHALTIGEN EUROPÄISCHEN STÄDTEN
E-Mobilität in nachhaltigen europäischen Städten (1)
Kurzfassung (3)
Abstract (4)
Abbildungsverzeichnis (8)
Tabellenverzeichnis (8)
Abkürzungsverzeichnis (8)
Hilfsmittelverzeichnis (9)
1. Einleitung (10)
1.1. Problemstellung (10)
1.2. Forschungsfragen (12)
1.3. Zielsetzung der Arbeit (12)
1.4. Relevanz für Theorie und Praxis (13)
1.5. Methodisches Vorgehen (13)
2. Theoretische Grundlagen (14)
2.1. Geschäftsmodelle von Unternehmen (14)
2.1.1. Definitionen von Geschäftsmodellen (14)
2.1.2. Vorteile und Nachteile Geschäftsmodelle (17)
2.1.3. Nachhaltige Geschäftsmodelle (19)
2.2. Frameworks für Geschäftsmodelle (22)
2.2.1. Wertbasierter Geschäftsmodellansatz (22)
2.2.1.1. Leistungskonzept (23)
2.2.1.2. Wertschöpfungskonzept (24)
2.2.1.3. Kanäle (24)
2.2.1.4. Ertragsmodell (25)
2.2.1.5. Wertverteilung (25)
2.2.1.6. Entwicklungskonzept (25)
2.2.1.7. Fazit (26)
2.2.2. Business Model Canvas (BMC) (26)
2.2.2.1. Wertversprechen (28)
2.2.2.2. Kundensegmente (29)
2.2.2.3. Kanäle (29)
2.2.2.4. Kundenbeziehungen (29)
2.2.2.5. Einnahmequellen (29)
2.2.2.6. Schlüsselressourcen (30)
2.2.2.7. Schlüsselaktivitäten (30)
2.2.2.8. Schlüsselpartner (30)
2.2.2.9. Kostenstruktur (30)
2.2.2.10. Fazit (31)
2.3. Nachhaltige Städte: Definition, Vor- und Nachteile (32)
2.4. Grundlagen der E-Mobilität (35)
2.5. Grundlagen der Energiebranche (38)
3. Methodik (40)
3.1. Forschungsdesign (40)
3.2. Datenquellen (43)
3.2.1. Akademische Literatur (43)
3.2.2. Graue Literatur (45)
3.2.3. Interviews (47)
3.3. Methoden der Datenanalyse (49)
4. Ergebnisse (51)
4.1. Nachhaltigkeit und urbane Mobilität (51)
4.1.1. Vorreiterstädte und Best Practices (53)
4.1.1.1. Amsterdam (53)
4.1.1.2. Stockholm (54)
4.1.2. Rolle des Elektroantriebs bei nachhaltiger Mobilität (55)
4.2. Geschäftsmodelle der E-Mobilität (57)
4.2.1. Carsharing (58)
4.2.1.1. Wertversprechen Carsharing (59)
4.2.1.2. Kundensegmente Carsharing (60)
4.2.1.3. Kanäle und Kundenbeziehungen Carsharing (60)
4.2.1.4. Schlüsselressourcen, -aktivitäten und -partner Carsharing (61)
4.2.1.5. Einnahmequellen Carsharing (61)
4.2.2. Vehicle-to-Grid (62)
4.2.2.1. Wertversprechen Vehicle-to-Grid (63)
4.2.2.2. Kundensegmente Vehicle-to-Grid (64)
4.2.2.3. Kanäle und Kundenbeziehungen Vehicle-to-Grid (64)
4.2.2.4. Schlüsselressourcen, -aktivitäten und -partner Vehicle-to-Grid (64)
4.2.2.5. Einnahmequellen Vehicle-to-Grid (65)
4.2.3. Batteriewechsel (65)
4.2.3.1. Wertversprechen Batteriewechsel (66)
4.2.3.2. Kundensegmente Batteriewechsel (67)
4.2.3.3. Kanäle und Kundenbeziehungen Batteriewechsel (67)
4.2.3.4. Schlüsselressourcen, -aktivitäten und -partner Batteriewechsel (68)
4.2.3.5. Einnahmequelle Batteriewechsel (68)
4.2.4. Multi-Life-Modell (68)
4.2.4.1. Wertversprechen Multi-Life (69)
4.2.4.2. Kundensegmente Multi-Life (70)
4.2.4.3. Kanäle und Kundenbeziehungen Multi-Life (70)
4.2.4.4. Schlüsselressourcen, -aktivitäten und -partner Multi-Life (71)
4.2.4.5. Einnahmenquellen Multi-Life (71)
4.2.5. Ladeinfrastruktur (71)
4.2.5.1. Wertversprechen Ladeinfrastruktur (72)
4.2.5.2. Kundensegmente Ladeinfrastruktur (73)
4.2.5.3. Kanäle und Kundenbeziehungen Ladeinfrastruktur (74)
4.2.5.4. Schlüsselressourcen, -aktivitäten und -partner Ladeinfrastruktur (75)
4.2.5.5. Einnahmequellen Ladeinfrastruktur (75)
4.3. Bewertung der Geschäftsmodelle aus Sicht städtischer Energieversorger (76)
4.3.1. Wirtschaftliche Tragfähigkeit (77)
4.3.2. Herausforderungen & Hemmnisse (78)
4.3.3. Erfolgsfaktoren & fördernde Rahmenbedingungen (79)
4.3.4. Kooperationsbedarf & Marktlogik (80)
4.3.5. Systematische Bewertung und Vergleich (81)
4.3.5.1. Bewertung Carsharing (83)
4.3.5.2. Bewertung Vehicle-to-Grid (84)
4.3.5.3. Bewertung Batteriewechsel (85)
4.3.5.4. Bewertung Multi-Life (86)
4.4. Implikationen und strategische Ableitungen (87)
4.4.1. Handlungsfelder für städtische Energieversorger (87)
4.4.2. Zukunftstrends und Entwicklungen der E-Mobilität (89)
5. Diskussion (91)
5.1. Implikationen für die Forschung (91)
5.2. Implikationen für die Managementpraxis (92)
5.3. Limitierungen (93)
6. Fazit (95)
Literaturverzeichnis (97)
Anhang A: Interviewleitfaden für Expertengespräche (106
A corpus pragmatic analysis of variational politeness in spoken English business communication
No full textA CORPUS PRAGMATIC ANALYSIS OF VARIATIONAL POLITENESS IN SPOKEN ENGLISH BUSINESS COMMUNICATION
A corpus pragmatic analysis of variational politeness in spoken English business communication (-
Differentiation through after-sales services
No full textDIFFERENTIATION THROUGH AFTER-SALES SERVICES
Differentiation through after-sales services (1
Steuerliche Anreize für ökologische und nachhaltige Investitionen in Österreich
No full textSTEUERLICHE ANREIZE FÜR ÖKOLOGISCHE UND NACHHALTIGE INVESTITIONEN IN ÖSTERREICH
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