In recent years, the global geopolitical landscape has been significantly influenced by nations asserting dominance in key sectors, including finance, intellectual property, and military industries. This ascendancy allows states to dictate terms and wield substantial impact on the world order. In particular, China has emerged as a pivotal player, strategically utilizing innovation and economic prowess to reshape international relations. This research examines China’s role in redefining global power dynamics, particularly within Africa, while evaluating the effectiveness and criticisms of its “soft power” strategies. China’s robust presence in critical sectors such as finance, intellectual property, and military industries underscores the correlation between leadership in these domains and global influence. The country’s economic and technological prowess has positioned it as a formidable player, enabling it to exert significant control over international rules and norms. The ramifications of such dominance transcend mere economic power, influencing diplomatic relations and shaping the international order.

최근 한국 정치학계를 뜨겁게 달군 두 가지 연구 주제는 단연 ‘민주적 혁신’과 ‘포퓰리즘’이다. 양 주제의 연구자들에 의해 자주 언급되지만 아 직 제대로 연구가 이루어지지 않은 주제가 바로 후기구조주의적 구성주 의 정치이론가인 E. 라클라우의 독창적인 포퓰리즘 접근 방식이다. 이에 본 연구는 민주적 혁신과 포퓰리즘의 연계성을 탐색하는 것으로 출발하 여 포퓰리즘의 정체성과 ‘텅 빈 기표’의 은유를 설명하고 이어서 라클라 우의 구성주의적 포퓰리즘 이론을 검토한다. 라클라우에게 포퓰리즘은 ‘인민’의 구성양식이며, 포퓰리스트 이성은 ‘인민’의 구성원리로 각각 정 의된다. 글의 결론에서는 앞선 논의 사항들과 최근의 신고리 5·6호기 공 론화위원회의 경험에 근거해 작금의 민주적 혁신 기제들은 라클라우식 구성주의적 접근법을 제도정치 속으로 포섭함으로써 ‘숙의적’ 포퓰리즘의 등장을 지원한다고 주장한다.

원대 문인서화가로 유명한 조맹부는 부친 조여은의 취향과 감식안의 영향 하에서 초기 부터 사생과 같은 사실적 기법을 깊이 탐구하였다. 중기에는 희작과 같은 북송수묵화 양식들 을 폭넓게 수용한 뒤, 이를 자신만의 방법으로 변용하고 결합시킴으로써, 사생과 묵희의 개 념을 새롭게 확장시켰다. 장난삼아 사생한다는 뜻의 ‘희위사생’론은 ‘공필사생’과 ‘묵필희작’ 이라는 이질적 기법의 집성을 통해 ‘기운’ 혹은 ‘정성(情性)’을 얻는다는 혁신론이었다. 이는 〈이양도〉를 비롯한 일련의 작품들에서 보이는 고도로 복합적이고 균형잡힌 조형세계의 또 다른 층위를 해석하는 열쇠를 제공한다. 이렇듯 사실적인 회화세계의 토양 속에서 조맹부는 ‘전신의 묘’를 다하지 못한 당시 사부화가들에 대한 비판의식을 발전시켜 나갔다. 본고는 문 인화에 사실적 화법을 접목시키려는 조맹부의 탐구와 혁신적 방법론에 포커스를 맞춤으로써 원대 회화 및 그 향방을 좌우한 그에 대한 기존의 이해를 새롭게 확장시켜준다.

Explainable AI (XAI) is an approach that leverages artificial intelligence to support human decision-making. Recently, governments of several countries including Korea are attempting objective evidence-based analyses of R&D investments with returns by analyzing quantitative data. Over the past decade, governments have invested in relevant researches, allowing government officials to gain insights to help them evaluate past performances and discuss future policy directions. Compared to the size that has not been used yet, the utilization of the text information (accumulated in national DBs) so far is low level. The current study utilizes a text mining strategy for monitoring innovations along with a case study of smart-farms in the Honam region.

디지털 기술의 급격한 발전은 시민들의 정치적 행태와 관련하여 민주 주의 성격에도 큰 변화를 낳고 있다. 디지털 기술을 활용한 민주주의는 기존제도에 시민참여의 증가 및 심화를 촉진시킨다. 이러한 디지털 민주 주의의 대표적인 사례로는 전자청원이 있다. 본 논문은 한국 전자청원 사례인 국민청원제도를 ‘민주주의 혁신(Democratic Innovations)’의 시 각을 통해 분석한다. 민주주의 혁신은 정치적 결정과정에 시민참여를 증 가시키거나 심화하기 위해서 구체적으로 설계된 제도이다. 청와대 홈페 이지에 국민소통 플랫폼으로 개설된 국민청원은 제도의 법적 근거는 미 비하다. 하지만, 이용자 중심의 직관적으로 구성된 홈페이지는 시민들의 접근성을 높였고, 많은 시민이 활용하는 전자청원제도로서 구축되었다. 이후, 제도의 효율적인 운영을 위하여 시민들의 의견을 수렴한 개편을 시행하였고, 시민참여는 증가하였다. 답변요건을 충족한 청원글은 정부의 책임실무자가 공식적인 답변과 함께 실질적인 조치를 제공하기 때문에 시민들은 이를 통해 정치효능감을 경험한다. 이러한 과정은 시민참여의 심화를 반영한다. 본 논문은 시민참여에 초점을 맞추어 국민청원제도가 민주적으로 운영되었는지 민주주의 혁신의 시각에서 분석한다. 이를 통 해 오늘날 급진적으로 발달하는 디지털 기술로 인해 변화하는 한국의 디 지털 민주주의를 진단하는데 함의가 있다.

In the ongoing project, the major building technology companies in Finland are joining forces to research and develop a platform based ecosystem in the intelligent building context. From the business perspective, one of the main question is which kind of business model is needed in the future ecosystem. Keywords: smart buildings; platform economy; ecosystem; business model innovations

The study applies the concept of consumer innovativeness to predict Indian consumers’ purchase intention of electric car and wood fibre-based clothing. Consumers with high novelty seeking attitudes appear to be early adopters of these two eco-innovations suggesting that marketers need to highlight the novelty attributes of these sustainable products.

The role of top managers in firm’s performance is central to strategic management. Trying to identify factors that influence company’s strategy and innovations this study adopts resource-based theory (RBT) and upper echelon theory (UET) and apply them to the Swiss luxury watchmaking companies. This paper presents results of qualitative and quantitative research based on interviews with CEO and Marketing managers among Swiss luxury watchmaking industry. We present a set of conclusions of the connection between top executive’s background and their strategic choices and innovation strategy in Swiss luxury watchmaking industry.

Recent headlines predict that artificial intelligence, machine learning, predictive analytics and other aspects of cognitive computing will be the next fundamental drivers of economic growth (Brynjolfsson & McAfee, 2017). We have evidenced several success stories in the recent years, such as those of Google and Facebook, wherein novel business opportunities have evolved based on data-driven business innovations. Our directional poll among companies, however, reveals that at present, only few companies have the keys to successfully harness these possibilities. Even fever companies seem to be successful in running profitable business based on data-driven business innovations. Company’s capability to create data-driven business relates to company’s overall capability to innovate. Therefore, this research builds a conceptual model of barriers to data-driven business innovations and proposes that a deeper understanding of innovation barriers can assist companies in becoming closer to the possibilities that data-driven business innovations can enable. As Hadjimanolis (2003) suggests, the first step in overcoming innovation barriers is to understand such barriers. Consequently, we identify technology-related, organizational, environmental and people-related i.e. attitudinal barriers and examine how these relate to company’s capability to create data-driven business innovations. Specifically, technology-related barriers may originate from the company’s existing practices and predominant technological standards. Organizational barriers reflect the company’s inability to integrate new patterns of behavior into the established routines and practices (Sheth & Ram, 1987). Environmental barriers refer to various types of hampering factors that are external to a company. Environmental barriers are caused by the company’s external environment and thus company has relatively limited possibilities to influence and overcome such factors. Attitudinal barriers are people-related perceptual barriers that can be studied at the individual level, and if necessary, separately for managers and employees (Hadjimanolis, 2003). Future research will pursue to build an empirical model to examine how these different barriers are related to company’s capability to create business based on data-driven innovations.

Although researchers have explored mobile commerce (e.g. Ngai & Gunasekaran, 2007), literature on diffusion and adoption of digital innovations lacks an investigation of late adoption and possible solutions to avoid late adoption. This study applies fsQCA and proposes that disparate configurations of causal factors (resistance to innovation, skepticism, traditional mindset, perceived risk, and product simplicity) are equifinal to predict the negation of late adoption of mobile taxi app [mytaxi]. The first path suggests that lower perceived risk and lower resistance to innovation result in the negation of late adoption of the mobile application my taxi. The second and third configurations show that low level of perceived risk with low level of skepticism or low level of perceived risk with low level of traditional mindset also result in negation of late adoption. These three paths are aligned with existing literature, which presents resistance to innovation, skepticism and traditional mindset as characteristics of late adopters (Jahanmir and Lages, 2016; Laukkanen, 2016; Moore, 2014). Finally, low level of resistance to innovation with low level of traditional mindset, low level of skepticism, and low level of perceived product simplicity also lead to the negation of late adoption. This finding is also in line with prior research regarding late adopters’ preference for simple product (Jahanmir and Lages, 2016). The study also presents managerial implications. Results show that in order to avoid late adoption, firms should primarily focus on lowering consumers’ perceived risk as well as their resistance toward their digital innovations. Shifting consumers’ focus from risk to utility and performance of the digitized products is one way of lowering their resistance and increasing the rate of adoption.

Global supply chains offer a range of expertise to suppliers interested in generating innovative new products from their close, working relationships with other firms. However, research on whether and how social capital between firms can be leveraged for innovation is equivocal, conceptualizing little of the underlying processes responsible for mobilizing social capital and yielding mostly contradictory empirical results. This study proposes and tests the intermediate mechanisms of proactive customer orientation and joint learning capability as two distinctive capabilities that may account for the way social capital drives relationship-based radical innovation. The conceptual model posits the social capital-innovation link is neither simple nor direct, and an empirical test on 204 Taiwanese suppliers demonstrates the complexity of the innovation generation process. Largely confirming our conceptualization, two pathways from social capital to innovation are revealed: joint learning capability fully mediates the link while proactive customer orientation’s role is moderated by aspects of the suppliers tie to its international customer. Finally, implications for theory and practice for innovation in global supply chain relationships are drawn.

Marketing literature have widely discussed the interplay between marketing capabilities (i.e. company resources and competences in marketing-mix area), market orientation, company innovativeness and company performance (e.g. Knight & Cavusgil, 2004; Luca & Atuahene-Gima, 2007; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009). However, these studies presented static view of marketing capabilities and resources which becomes less and less relevant in today uncertain market environments (Day, 2011). In this study we follow dynamic capability view (DCV) in management research (Eisenhardt & Martin, 2000; Teece, Pisano, & Shuen, 1997) and we distinguish dynamic marketing capabilities (DMC) from other dynamic capabilities, company resources and competencies (Barrales - Molina, Martínez - López, & Gázquez - Abad, 2014; Morgan, 2012). Specifically, we conceptualize Dynamic Marketing Reconfiguration (DMR) as a DMC grounded explicitly in dynamic capability view and we provide empirical test for a research model, where DMR is hypothesized as factor complementing Market Orientation and influencing on company product innovation success. Corresponding with contingency theory (Donaldson, 2001; Drazin & Van de Ven, 1985), in this study we hypothesize and test the idea that DMR is a company capability that is in a good “fit” with certain organizational and environmental factors. Morgan (2012) and Barrales - Molina, et al. (2014) have proposed dynamic marketing capabilities (DMC) aligned with concepts of “market knowledge” and “marketing resources” and they distinguish DMC from other company capabilities (e.g. manufacturing capabilities, SCM capabilities). Recent marketing literature illustrated empirically that there are actually various DMCs that the focal company may utilize to achieve competitive advantage. For example, Narver, Slater & MacLachlan (2004) focus on Proactive Market Orientation that enable dynamic sensing and satisfying unconscious consumer needs through new product development. Weerawardena, et al. (2015) tested the impact of global dynamic marketing capability and market focused learning on innovation performance and company early internationalization. In this study we focus on specific dynamic marketing capability that complements prior works in this area, namely Dynamic Marketing Reconfiguration (DMR). In line with DCV we conceptualize DMR as company routines oriented at transforming market knowledge into modified and new configurations of marketing resources that are better aligned with market changes. Corresponding with prior studies on static marketing resources and capabilities (Knight & Cavusgil, 2004; Moorman & Slotegraaf, 1999; Morgan, Vorhies, & Mason, 2009), we argue that DMR utilizes such static resources dynamically by systematic enriching and combining them, and,as the consequence, the company equipped with advanced DMR can improve their alignment with the market environment. We do not assume that DMR equals strategy orientating company only at new marketing resources (e.g. utilizing new market knowledge, implementing new advertising instruments, brand repositioning, entering new market segments), but rather at improved configurations of marketing resources (e.g. combing existing resources and marketing experience with new marketing tools in effective way). Our conceptualization of DMR mirrors some real marketing practices that are observable in case of companies operating successfully in regional markets and companies operating on global scale today. The spectacular illustration of DMR is Disney corporation strategy with regard to their new product “Star Wars: the Force Awakens” that was released in December 2015. Disney have implemented very dynamic, innovative and massive approach to promotion of their new product, complementing their traditional advertising tools (e.g. TV advertisement, toys) by modern instruments, such as fan events, new computer games, cartoons and PR in social media (Bart, 2015; Schwartz, 2015). The positive influence of Market Orientation (MO) on company product innovations and company performance was widely discussed in prior studies (Atuahene-Gima, 1996; Han, Kim, & Srivastava, 1998; Hurley & Hult, 1998; Kumar, Jones, Venkatesan, & Leone, 2011). Following Narver, et al. (2004), in this study we treat MO as business’s attempt to understand and to satisfy customers’ needs. Such understanding is useful at every stage of new product development. Additionally, MO does not help the company only through positive impact on product innovativeness, but also through leveraging effectiveness of all marketing resources and instruments, because they are aligned with knowledge about customer needs. Thus, we hypothesize: H1.1: The higher Market Orientation of the company, the stronger success of its product innovations. H1.2: The higher Market Orientation of the company, the better company performance. Dynamic Marketing Reconfiguration (DMR) complements company MO in attempts to improve product innovation success, because understanding and satisfying customer needs present rather static approach to marketing-market alignment. MO is not enough in today volatile markets, when company needs to constantly reconfigure marketing resources to develop and, especially commercialize, new products (Day, 2011; Barrales - Molina, et al. 2014). DMR does not only influence positively on product innovations, but it also directly influences on company performance. Systematically adjusting marketing resources to changes in market environment leverages sales of all company products, not only newly introduced ones. Therefore, we hypothesize: H2.1: The higher Dynamic Marketing Reconfiguration in the company, the stronger success of its product innovations. H2.2: The higher Dynamic Marketing Reconfiguration in the company, the better company performance. This research is focused on product (offering) innovations as the key innovation outcome of a firm’s marketing routines. Product innovation has been established in the management and strategy literature as an important driver of firm performance (e.g. Han et al., 1998). Thus, our hypothesis is:H3: The stronger Product Innovation Success, the better company performance. Companies do not operate in a vacuum, so this study follows contingency theory that postulates finding the “fit” between environmental contingencies and internal configurations within the company (Donaldson, 2001; Van de Ven & Drazin, 1984). So far, only a few studies applying dynamic capabilities perspective have discussed the role of contingencies which creates a research gap for our understanding of DCV (Barreto, 2010). Such research gap is even more visible with regard to our knowledge of dynamic marketing capabilities (DMC), because prior empirical studies in this area have largely ignored contingencies, except environmental uncertainty and firm age (Flatten, et al., 2015). Consequently, in this study we analyse the role of two contingency factors, namely: company size (internal configuration) and industry norms related to product customization (external configuration). Prior studies have presented blurred picture of the role of company size, because dynamic capabilities were also found effective in case of small enterprises (Døving & Gooderham, 2008; Salvato, 2003). Nevertheless, in this study we incorporate original DCV reasoning, because intuitively, in SMEs company routines may be replaced by other factors that are typical advantages of small scale enterprise. On the extreme point, in micro firms (e.g. below 10 employees), there is no need to standardize certain behaviours among employees at all, because all marketing actions, including planning, execution and control are performed usually by one person. Therefore, we hypothesize: H4.1: The Dynamic Marketing Reconfiguration has stronger influence on Product Innovation Success in big and medium companies in comparison to small companies. Contingency theory suggests controlling for the effects from not only organizational features, but also environmental factors (Donaldson, 2001; Van de Ven & Drazin, 1984). We follow Lampel & Mintzberg (1996) suggestion that “…some industries favour customization and some foster standardization…” (p. 21) and we assume that all industries may be distinguished into two main categories: High customization industry vs. Low customization industry. Such distinction is based on perceived dominance of customization vs. standardization practices among competing companies and it may be treated as a proxy to the popularization of relationship marketing strategy (Grönroos, 1994) and service-dominant logic (Vargo & Lusch, 2004) in a given industry. In industries, where high product customization function as a norm, the new product development works through collaborative efforts with customers and value co-creation (Hoyer, Chandy, Dorotic, Krafft, & Singh, 2010). Dynamic marketing capabilities oriented at marketing reconfiguration may be not effective in case of companies working in high customization industries, as close customer relationships popular in such industries demand customer trust and commitment rather than dynamic marketing, including utilizing newest marketing instruments (Mitrega & Katrichis, 2010; Palmatier, Dant, Grewal, & Evans, 2006). In sum, we hypothesize: H4.2: The Dynamic Marketing Reconfiguration has weaker influence on Product Innovation Success, when it is implemented in the industry that favours high product customization. We tested our hypotheses on the cross-sectional survey data based on the sample of 155 companies operating in Poland and we applied structural equation modeling(PLS-SEM) to estimate the hypothesized research model using SmartPLS 3.0 (Hair, Hult, Ringle, & Sarstedt, 2013; Ringle, Wende, & Becker, 2014). As our conceptualization of DMR is grounded in the dynamic capabilities view, we searched for such scales for this construct, which would reflect actions standardized among managers and other people involved in marketing (Eisenhardt & Martin, 2000; Teece, 2007). Thus, for DMR we have adapted selected scales proposed for dynamic capabilities by Pavlou & El Sawy (2011). The market orientation was measured in line with reactive market orientation (Narver, et al. 2004), product innovation success was measured according to Ritter and Gemünden (2003) and company performance according to Reinartz et al. (2004). We applied single item measurement for our contingency factors. Specifically, company size was measured due to number of people employed in the company and industry norms with regard to product customization were measured through question: “Please specify, if your industry demands adjusting company offering to individual requirements of a given customer (e.g. detailed negotiations, product adjustments)”. After purifying measurement model through Exploratory Factor Analysis, we retained 18 items for our 4 latent constructs. The items are available by email upon request. Our measurement model received empirical support for its validity and reliability with regard to literature suggestions, i.e. AVE > 0.5; Cronbach Alpha >0.7; Alpha and Fornell-Larcker discriminant validity criterion (Fornell & Larcker, 1981; Hair et al., 2012). We conducted PLS-SEM analysis following Hair et al. (2013) suggestions. T-statistics were computed by applying a bootstrapping procedure with 5000 bootstrap samples. The detailed results of model estimation are available upon request. Path coefficients for the research model appeared to be all significant except the link between market orientation and company performance, which supports hypotheses H1.1, H2.1; H2.2 and H3, but rejects H1.2. Additionally, contingency effects were tested using Multi-Group Analysis (MGA) implemented in SmartPLS 3.0 (Ringle, et al.2014). The differences in coefficient for path DMR -> PROD. INNOV SUCCESS were found significant in sub-samples according to company size and according to customization industry norms. Specifically, in case of medium and big companies (n = 71) the influence of DMR on product innovation success was significantly stronger (b=0.59) than in case of small companies (n=84; b = 0.28). In case of companies that did not report product customization as industry norm (n=93) the influence of DMR on product innovation success was significantly stronger (b=0.46) than in case of companies that reported industry pressure on product customization (n=62; b=0.27). Thus, all hypotheses connected with contingency effects (H4.1; H4.2) received support. Our study corresponds with recent research devoted to dynamic marketing capabilities (Flatten, et al, 2015; Weerawardena, et al. 2015) and it enriches this research by looking at DMCs from a different angle. Dynamic Marketing Reconfiguration (DMR) that we focus on embraces explicitly these company routines that transform existing marketing resources into their new combinations better aligned with market changes. Thus, DMR is different to proactive market orientation (Narver, at al. 2004) as such PMO is oriented at latent customer needs, but does not assume marketing reconfiguration, e.g. in terms of utilizing new marketing tools. In contrast to Flatten et al. (2015), DMR does not focus only on dynamic pricing capabilities, but it refers to reconfiguration of all marketing resources (i.e. pricing and other marketing-mix elements as well). Our study validates and enriches study by Weerawardena, et al.(2015), where dynamic marketing capabilities were found as the leverage for innovation performance. Similarly to this recent study, our study also confirms positive influence of dynamic marketing capability on innovation performance, but study by Weerawardena et al. (2015) was limited to early internationalizing firms in US and Australia, so we provide different empirical setting for testing this influence (i.e. companies based in Poland in various stages of their internationalization). More importantly, we qualify Weerawardena et al. (2015) by combining insights from dynamic capabilities theory (Teece et al., 1997) and contingency theory (Donaldson, 2001; Van de Ven & Drazin, 1984) and we test previously neglected contingency effects, namely: company size and industry norms with regard to product customization. Our research results suggest that dynamic marketing capabilities, namely DMR, are especially important for bigger companies and for these companies that are not under pressure for strong product customization. It may mean that DMR should be not applied in case of these companies that follow relationship marketing approach (Palmatier, Scheer, Evans, & Arnold, 2008), especially these companies that operate in B2B settings. In general, our study follows recent call for better understanding of dynamic marketing capabilities through more rigorous conceptualizations and providing tests in various empirical settings (Barrales - Molina, et al, 2014).

The objective of this study is to test how five theory-driven adoption barriers and three key consumer demographics influence consumer adoption versus rejection decisions in two seemingly similar service innovations. The earlier literature on innovation diffusion recognizes two streams of research: one focusing on innovation adoption and acceptance of innovations, and the other stream, though less traveled, calling attention to innovation resistance. All innovations face a certain degree of resistance among consumers depending on consumer characteristics and the innovation itself. The literature argues that consumers can simultaneously express views that are both favorable and unfavorable towards the innovations (Ferreira, da Rocha, & da Silva, 2014) and thus both resistance and adoption can coexist during the lifetime of an innovation (Ram, 1987). Thus it is reasonable to explore how innovation resistance influences consumer decisions in different service innovations. Initially scholars explained resistance to innovations through two constructs, habit or satisfaction with an existing behavior and perceived risks associated with innovation adoption (Sheth, 1981). Ram and Sheth (1989) provide a more comprehensive view to the phenomenon by explaining consumer resistance through functional and psychological barriers that they further divide into five distinct barriers, namely usage, value, risk, tradition and image. This study tests how these five adoption barriers as well as three consumer demographics, gender, age, and income, influence consumer adoption versus rejection decisions in Internet and mobile banking. An effective total sample size of 1,736 consumer responses were collected from Finland. Logistic regression analysis finds that the value barrier is the strongest inhibitor of Internet and mobile banking adoption. In addition, while the image barrier slows down mobile banking adoption, the tradition barrier explains the rejection of Internet banking. In addition, age greatly explains this behavior and the results show that younger segments have a significantly greater likelihood of Internet banking adoption than their older counterparts. Contrary to Internet banking, it appears that gender significantly contributes to mobile banking adoption and the intention to use it. The results predict that males have nearly two times greater likelihood towards adoption compared to females.

Every company is buzzing “innovation” these days, while continuously developing and launching new products. However, empirical research points to high failure rates of innovations, indicating that most new products fail as they are rejected by consumers due to their resistance to innovation. Using a scenario-based experiment, we show that innovation resistance evolves from individual’s inclination to resist changes (cognitive resistance) and status quo satisfaction (situational resistance), inhibiting new product adoption. While consumers high on cognitive or situational resistance were shown to exhibit negative effects, that were similar in their magnitude, consumers high on both dimensions show the strongest predisposition to resist innovations. Thus, these consumers represent the most crucial segment when it comes to new product launches.

Despite the rapid growth and potential for technology-based services from a technology and productivity perspective, the biggest challenges that managers often face are gaining customer acceptance and increasing usage of these new innovative services. In the B2C field, studies of self‐service technology show that the perceived risk is an important factor influencing the usage of service technology. Whereas research has explored different risk types that emerge in consumer settings such as functional and psychological risk, research on risk perception in B2B setting still lacks a detailed examination of the different facets risk can take on in technology-based service adoption. Some studies indicate that there might be different views and perceptions of the risk involved in technology-based services between customers and providers. Our study addresses this gap and aims to develop a holistic understanding of the types of risk customers perceive when using a technology-based service. We investigate what types of risk are emergent in technology-based service encounters and whether customers and providers perceive these risks differently. We conducted 49 qualitative interviews with providers and customers in two industries in four countries. Our study emphasizes the importance of functional and financial risks as expected in a B2B context, but also sheds light on the fact that business customers have personal and psychological fears that hinder them from using technology-based services. Most importantly, we show that gaps in the perception and evaluation of risk exist between customers and providers: customers doubt the functionality of technology-based services; they emphasize privacy risk as a main hindrance and worry about their own role in a service, whereas only few providers are aware of the customers’ fears.