While the impacts of health information technology (HIT) are widely studied, prior research presents mixed findings. In this study, a granular examination of the impact of HIT systems on how resources are allocated to healthcare tasks and processes was undertaken. A longitudinal field study that combined interview, archival, observation, and survey data was conducted. The effects of telemedicine on the input allocative efficiency of the healthcare process through the reallocation of organizational resources was evaluated and an assessment of whether gains in allocative efficiency resulted in improvements in organizational outcomes, such as lower hospitalization rates and lower uncertainty in patient wait time, was conducted. Applying the theory of swift and even flow, our findings suggest that the gains in allocative efficiency for some processes are associated with improved organizational outcomes.
Customized bundling retail strategies have become increasingly popular online. In customized bundling, consumers decide the bundle’s components, and the effects of this change on consumption variety have important implications for information goods retailers. Although reduction in transaction and search costs increases supply-side product variety, customized bundling can introduce new types of friction in the consumption process. We show that customization of information good bundles reduces consumption variety through two effects: design cost effects and compromise effects. We present the results of three behavioral experiments and an empirical study using sales data from a national music retailer. This study contributes to the theoretical understanding of the effects of customized bundling on search costs and demand-side dynamics. The results provide insights for information goods retailers on the effects of design and search costs on consumer purchasing behavior. Implications for the design of retail platforms for customizable information goods are discussed.
Applying behavioral economic theories, we hypothesize that consumers have sticky reference prices for individual information goods, but their perceived value for customizable bundle offers can be significantly influenced by the framing of a multipart pricing scheme. The potential impacts of these framing effects are measurable changes in consumer behavior and sales outcomes. We conducted a series of behavioral experiments and a large-scale natural field experiment involving actual purchases of customized information good bundles to confirm and analyze the hypothesized effects. The results demonstrate a consumer's willingness to purchase a customized bundle of information goods, the size of the resulting bundling, and the consumer's perceptions of the transaction are each significantly influenced by the design of the multipart pricing scheme. These results hold even when the final price and size of a customized bundle are the same across differing schemes. We discuss the potential tradeoffs in economic outcomes that result from price framing (e.g., likelihood of sale versus size of purchased bundles) and the implications for information good retailers.
As information technology (IT) becomes more accessible, sustaining any competitive advantage from it becomes challenging. This has caused some critics to dismiss IT as a less valuable resource. We argue that, in addition to being able to generate strategic advantage, IT should also be viewed as a strategic necessity that prevents competitive disadvantage in rapidly changing business environments. We test a set of hypotheses on strategic advantage and strategic necessity in the context of Internet banking investments for the population of U.S. Federal Deposit Insurance Corporation (FDIC) banks from 2003 to 2005. We seek to understand whether their IT investments were made as a strategic choice or as a result of strategic necessity. Our econometric analysis suggests that IT investments (1) were made to complement firm strategy for strategic advantage as well as due to strategic necessity, and (2) paid off by enhancing firm performance and addressing the issue of strategic necessity. In addition, our analysis reveals the simultaneous relationship between performance and IT investments: high-performing banking firms appear to have been more likely to invest in IT. The econometric analysis methods that we employ made it possible for us to state all of our quantitative findings for the FDIC data to be stated after adjusting for this endogeneity through simultaneity.
We explore the issue of seller differentiation in competitive auction environments, where most sellers have a high percentage of positive feedback. Analyzing a set of eBay auction listings for identical products, we find evidence that the use of visibility-enhancing and quality-signaling discretionary auction attributes affects auction outcomes throughout the auction process (i.e., listing views, bids, and price premiums). We also find strong evidence that the number of reputable sellers in an auction marketplace moderates the effects of these discretionary attributes on auction outcomes. Specifically, as auction environments become more competitive, these attributes become more effective tools for differentiation, whereas seller feedback scores become less effective. Furthermore, sellers appear to select their strategies for employing these discretionary attributes based on both their prior experience and the number of experienced reputable sellers in the market. These findings suggest that in addition to relying on feedback scores, online sellers must take a more strategic approach in the selection of discretionary attributes in their auction listings.
Electronic marketplaces (EMPs) are widely assumed to increase price transparency and hence lower product prices. Results of empirical studies have been mixed, with several studies showing that product prices have not decreased and others showing that prices have increased in some cases. One explanation is that sellers prefer not to join EMPs with high price transparency, leading highly price transparent EMPs to fail. Therefore, in order to be successful, EMPs might be expected to avoid high price transparency. But that strategy creates a catch-22 for EMPs on the buy side: Why would buyers want to join EMPs in the absence of price transparency and the benefit of lower prices? We argue that successful EMPs must provide compensatory benefits for sellers in the case of high price transparency and for buyers in the case of low price transparency. To understand how EMPs could succeed, regardless of price transparency, we examined the relationships among EMP strategy, price transparency, and performance by analyzing all 19 EMPs that compete by selling a broad range of standard electronics components. We found that all EMPs pursuing a low cost strategy had high price transparency and performed poorly. All EMPs that performed well pursued strategies of differentiation, but, interestingly, not all successful EMPs avoided price transparency: Some EMPs succeeded despite enabling high price transparency. We therefore examined two differentiated EMPs in greater depth--one with high price transparency, the other with low price transparency--to show how they achieved strategic alignment of activities and resources and provided compensatory benefits for their customers.