Examinando por Autor "Bravo, Edgardo"

Mostrando 1 - 2 de 2

Acceso Abierto
Rational or emotional user: the dual processing approach to understanding continuance usage
(IGI Global, 2023) Bravo, Edgardo; Ostos, Jhony
Understanding why users continue or discontinue using specific technology is vital for its providers. Existing literature has explored the reasons for continuance and discontinuance by taking into account both rational and emotional factors. However, one question remains unanswered: Why do some users depend more on rational factors for decision-making, while others rely more on emotional factors? This study addresses this question by integrating cognitive decision-making styles and the fear of making incorrect decisions into traditional continued usage models. Data were gathered from 285 TV users and analyzed using structural equation modeling. The results demonstrate that the introduced constructs moderated the direct effects of rational and emotional factors. The contribution of the study lies in incorporating the underlying cognitive processes of decision-making. It presents two actionable variables that managers can utilize to categorize their customers and enhance the effectiveness of their use continuance strategies.
Acceso Abierto
Relationship between the business environment and business strategy types: evidence in Peruvian companies
(Universidad del Rosario, 2016-10-10) Ostos, Jhony; Hinderer, Henning; Bravo, Edgardo
Various authors hold that the business environment is a variable with influence on corporate strategic decision-making. However, research does not delve into the influence of various types of business strategies. This empirical study, based on a survey of 99 service companies has the aim to review the influence of the business environment on the various types of business strategies. Additionally it examines organization characteristics, as a moderating variable of the relationship between environmental variables and strategy types. Our analysis reviewed two major components of the environment: complexity and uncertainty, and their interrelations with three types of business strategies: prospectors, analyzers and defenders. Statistical outcomes show that a complex business environment impacts the three types of strategy: prospectors, analyzers and defenders, while an uncertain environment only impacts companies enforcing prospectors’ strategies. These findings show not all companies consider the uncertain environment when designing their business strategies. It was also found that organizational characteristics do not moderate the relationship between both variables.