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Competence Center for Mobile Business, Prof. Dr. Andrea Back, Christian Ruf

Adoption of Online Videos in Organizations A Multi-Case Comparison

http://alfabravo.com/wp-content/uploads/videowall_low.jpg

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Motivation and Research Question. 01

Theory and Methodology. 02

Results. 03

Discussion. 04

Q&A. 05

Content

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Motivation and Research Question:

Adoption of Online Videos in

Organizations

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http://www.bubblews.com/assets/images/news/857715648_1365688039.jpg

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Video is a Superior Communication Instrument

http://thenounproject.com/, Rosensteel (2013)

Face

Motion

Body

Language

Voice

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Video is a Superior Communication Instrument

http://thenounproject.com/, http://www.youtube.com/watch?v=LJj725XrHzs

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“Current state of TV viewing is flat while online video

consumption is growing constantly.”

This is a known fact!

TV vs. Online Video Consumption

iab (2012)

People spent 49%

more time

watching online

videos in 2012

than in 2011.

TV viewing has

been flat since

2011.

01/2011 01/2012 01/2013

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Marketing Resource Allocation

How much of the marketing budgets do companies

invest in traditional (offline)TV commercials?

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Marketing Resource Allocation

“Everyone is spending more time online, but the

percentage of advertising that is allocated there is

less than 10%. Even though online video represents

a mass market, 60 to 70% of ad budgets are spent

on broadcast TV…” Pérez (2013)

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Adoption of Online Videos in Organizations

Research Question:

What factors drive the use of online videos in

organizations?

Research Proposition:

Four case studies will reveal why organizations

adopt online videos. Furthermore, this paper will

test existing theory of IT/IS adoption.

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Theory and Methodology: • Adoption of IT/IS

• Case Study Research

• Semi-structured Interviews

• Qualitative Data Analysis

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Theory:

Adoption of IS/IT

Diffusion of

Innovation Theory

Theory of

Reasoned Action

Technology

Acceptance

Model

Theory of

Planned Behavior

Innovation

Characteristics

Organizational

Characteristics

Environmental

Characteristics

Top-Mgmt.

Characteristics

User Acceptance

Characteristics

Hameed et al. (2012)

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Methodology:

Overview

Case study research

4 different Swiss

enterprises

5 different interviewees

Decision makers,

managers and executives

Research Approach

Semi-structured

interviews

Each interview went on

for about 60-75 minutes

All interviews were

transcribed

Case study protocol and

data base was

established

Data Collection

Coding process with a

coding schema derived

from the literature

Data Analysis

Miles & Huberman (2005), Yin (2009)

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Methodology:

Case Study as Research Strategy

Unit of Analysis Context of Case Study

Enterprise Interviewees Industry Employees Market presence

Utility Company Interviewee A, Web Manager Utility more than 11'209 in 2011 International

Retail Company Interviewee B, the Head of Internet, Intranet, Corporate Identity

Retail and Commercie

75'000 in 2011 International

Insurance Company

Interviewee C, Content Master Internet Interviewee D, Project Leader Corporate Communications

Insurace 3'748 in 2011 National

Media Company Interviewee E, the Head Digital Media Media and News 7'448 in 2009 International

Large organizations from various industries.

Variability and accessibility. Miles & Huberman (2005), Yin (2009)

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Methodology:

Data Collection with Semi-Structured Interviews

Innovation Characteristics

How do you react to mistakes and failures in your organization? What are relevant

decision criteria for online video initiatives (business case, gut feeling etc.)? …

Organizational Characteristics

How do you interact with different departments when it comes to online video

projects? How do you communicate formally and informally? …

Environmental Characteristics

How do you monitor trends, the competitive landscape when it comes to online

videos? …

Top-Management Characteristics

How is the top-management’s attitude towards online video initiatives? How does

the top-management support online video projects? …

(Premkumar & Ramamurthy, 1995), (Subramanian & Nilakanta, 1996), (Damanpour & Schneider, 2006; Kohli & Jaworski, 1990)

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Methodology:

Qualitative Data Analysis

A-TM Antezedens Top-Management Quelle

A-TM-Überzeugung +Kundenorientierung

+Unterstütztung des Top-Management für Web-Video

-Technologie steht im Vordergrund

Felton (1959)

Levitt (1969)

Kimberly & Evanisko (1981)

Hambrick & Mason (1984)

Webster (1988)

Premkumar & Ramamurthy (1995)

Thong (1999)

A-TM-Risikobereitschaft +Risikofreude, Fehler gehören zum Alltagsgeschäft

-Entscheidungen werden rational und basierend auf

kalkulationen getroffen

Kimberly & Evanisko (1981)

Kohli, Jaworski (1990)

Premkumar & Ramamurthy (1995)

Thong (1999)

A-ABT Antezedens Abteilungsübergreifende Dynamik

A-ABT-Konflikte +mit Problemen und Meinungsverschiedenen kann man

umgehen

-es gibt viele Konflikte

Felton (1959)

Levitt (1969)

Lusch, Udell, & Laczniak (1976)

A-ABT-Vernetzung +viele informelle und formelle Treffen in der Organisation Patton (1978)

Cronbach & Associates (1981)

Deshpande & Zaltman (1982)

A-ORGA Antezedens Organisationales System

A-ORGA-Fromalisierung +Improvisation und spontanes Vorgehen

-Strukturen, Regeln, Guidelines

Hall, Johnson & Haas (1967)

Subramanian & Nilakanta (1996)

A-ORGA-Zentralisierung +Mitarbeiter haben hohe Autonomie

-Alle Entscheidungen müssen vom Management

abgesegnet werden

Aiken & Hage (1968)

Subramanian & Nilakanta (1996)

A-ORGA-Abteilungserfolg +langfristige und qualitative Ziele

-kurzfristige finanzielle Ziele

Anderson & Chambers (1985)

Jaworski (1988)

Lawler & Rhode (1976)

Webster (1988)

E Eigenschaften der Marktorientierung

E-Marktforschung +Wissen über den Kunden und den Markt generieren

+Monitoring Tools und Messungen der Nutzung

Kohli & Jaworski (1990)

Tornatzky & Fleischer (1990)

Damanpour and Schneider, 2006)

Quaddus & Hofmeyer (2007)

E-Wissensaustausch +Prozesse und Tools, um dieses Wissen zu teilen

+Kontakte zur Marktforschung

Kohli, Jaworski (1990)

Tornatzky & Fleischer (1990)

Damanpour and Schneider, 2006)

Quaddus & Hofmeyer (2007

E-Umsetzung +Koordination in der Umsetzung von Projekten

+Know-how über den Markt beeinflusst die Umsetzung

von Projekten

Kohli, Jaworski (1990)

Tornatzky & Fleischer (1990)

Damanpour and Schneider, 2006)

Quaddus & Hofmeyer (2007

Codierung

http://www.dedoose.com/

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Results: Environmental and Top-Management

Characteristics as Key Drivers

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Utility Company

http://www.qas.co.uk/resources/images/company/newsfeed/uk/newsarticles/utilities.jpg

“...our top-management reacts pretty aggressively with

censorship if they think anything could go wrong...”

“Well the checklist and everything, nobody

likes filling out these forms...”

“Our employees need to network and think across functional

structures. We support and value interac- tions among different

departments and therefore host weekly editorial meetings.”

“We do not monitor how our competitors use OV...”

“In order to get feedback, we target specific customer groups.”

“... we planned to launch a cor- porate web TV on our intranet, but top-

management didn’t see the benefits and didn’t think we have the money either...”

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Retail Company

“We don't just follow new buzzwords and trends. We always try to

analyze each specific case separately. If the business case doesn't

convince us, then we don't do it.”

“It's not like someone was pushing online videos and everybody

else was watching what was going on. Usually, such projects

[online video projects] are coordinated across different business

units and departments.”

“We have strict corporate branding guidelines that

regulate how online video projects are carried out…”

http://static.cbronline.com/images/rbrnews/retail%20gen%202.jpeg

One of my objectives is trend scouting. Other colleagues from

6 different departments also carry the same responsibility.”

The Head of the newspaper division was a huge

support for our OV initiatives...”

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Insurance Company

http://www.carinsurancecomparison.com/Images/car-insurance-companies-ranked-woman-chart.jpg

“Our second attempt was a real mess. Fortunately, the decision

makers reacted very positively. Despite what happened, they still

supported us going forward with online video projects.”

Ultimately, it all [decisions for online video projects] depends

on what Pam [head of corporate communications] thinks...”

“Yes, maybe it is legitimate to have a proper business case, with the

financials and everything. But, I think more often than not, it is just a lot

of paperwork and a lot of effort for a really small project.”

“We try to think from the customer's point of view. What does the

customer want, how do we want to transmit our message and how do they

want to receive it.”

“The head of corporate communications was a big supporter of online

video. Our CEO thinks that videos are absolutely vital for us. This helps us

to pursue our online video projects. That's for sure.”

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Media Company

“Trial-and-error, that is a very successful approach when it

comes to online activities.”

“If someone has a new idea and everybody thinks

it is great, it only takes about 2 to 3 days and we

have a go and we do it.”

“We have very flat structure and my colleagues

are responsible for their own budgets.”

“We've received far better responses from our in-house

videos than from video contents from our partners. That is

the reason why we are now staffing new video teams.

Hopefully, they will come up with new ideas and new

videos.”

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Cross Case Analysis

Characteristics

Company Innovation (I) Organizational (II) Environmental (III) Top-Management (IV)

Utility No Yes/No Yes/No No

Retail No Yes/No Yes Yes

Insurance Yes Yes/No Yes Yes

Media Yes Yes Yes Yes

Environmental and Top-Management characteristics

drive the use of online videos in organizations.

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Discussion: 2012: Organizations are getting ready

2013: Value Generation of IT

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2013 and Future Outlook

IT Ressources

Complementary

Organizational

Resources

Business

Processes

Business

Process

Performance

2012 2013

How can organizations create business value

with online video and video communication. Melville et al. (2004)

24 Picture: http://presse.samsung.ch/app/images

Q&A

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email christian.ruf@unisg.ch

twitter @rufch

profile xing

contact

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Damanpour, F., & Schneider, M. (2006). Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers.

British Journal of Management, 17(3), 215–236. Retrieved from http://dx.doi.org/10.1111/j.1467-8551.2006.00498.x

Hameed, M. A., Counsell, S., & Swift, S. (2012). A conceptual model for the process of IT innovation adoption in organizations. Journal of Engineering and

Technology Management, 29(3), 358–390. doi:10.1016/j.jengtecman.2012.03.007

iab. (2012). A Comprehensive Picture of Digital Video and TV Advertising: Viewing, Budget Share Shift and Effectiveness. Retrieved May 30, 2013, from

http://www.iab.net/media/file/Digital-Video-and-TV-Advertising-Viewing-Budget-Share-Shift-and-Effectiveness.pdf

Kohli, A. K., & Jaworski, B. J. (1990). Market Orientation: The Construct, Research Propositions, and Managerial Implications. Journal of Marketing, 54(2),

1–18. Retrieved from http://www.jstor.org/stable/1251866

Melville, N., Kraemer, K., & Gurbaxani, V. (2004). Review: information technology and organizational performance: an integrative model of it business

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Pérez, W. (2013). Online video will overtake TV by 2020, says John Farrell, Director of YouTube Latin America. Portada. Retrieved May 30, 2013, from

http://latam.portada-online.com/2013/02/14/online-video-will-overtake-tv-by-2020-says-john-farrell-director-of-youtube-latin-america/

Premkumar, G., & Ramamurthy, K. (1995). The Role of Interorganizational and Organizational Factors on the Decision Mode for Adoption of

Interorganizational Systems*. Decision Sciences, 26(3), 303–336. Retrieved from http://dx.doi.org/10.1111/j.1540-5915.1995.tb01431.x

Rosensteel, S. (2013). Why Online Video Is Vital For Your 2013 Content Marketing Objectives - Forbes. Forbes. Retrieved April 1, 2013, from

http://www.forbes.com/sites/seanrosensteel/2013/01/28/why-online-video-is-vital-for-your-2013-content-marketing-objectives/

Subramanian, A., & Nilakanta, S. (1996). Organizational innovativeness: Exploring the relationship between organizational determinants of innovation,

types of innovations, and measures of organizational performance. Omega, 24(6), 631–647. Retrieved from

http://www.sciencedirect.com/science/article/pii/S030504839600031X

Yin, R. K. (2009). Case Study Research - Design and Methods (4th ed.). Washington DC, USA: Sage Publications.

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