Sample 1

In the early years of the Internet Age, the potential of using the Internet as a distribution
channel excited business managers who believed this tool would boost sales and increase organizational
performance (Hansen 1995; Westland and Au 1997). These believers suspected an online presence
could offer advantages to their customers, while providing a shopping experience similar to the
traditional bricks-and-mortar store (Jarvenpaa and Todd 1996). The advantages included providing
around the clock access for customers, reducing geographic boundaries to provide access to new
markets, and enabling immediate communication with customers. The prediction of an explosion of
online shopping became a marriage between information technology experts and marketing
professionals. Most would believe the information technology researchers were studying the Internet
technology and its advantages, while the marketers were focused on the consumer’s use of the
technology. As technology advanced, more marketing activities emerged to market goods and services
via the Internet. Today, Internet marketing is defined as “the use of the Internet as a virtual storefront
where products are sold directly to the customer” (Kiang et al. 2000, p. 383), or another view includes
“the strategic process of creating, distributing, promoting, and pricing products for targeted customers
in the virtual environment of the Internet” (Pride et al. 2007). This research attempts to categorize the
various Internet marketing activities in a broad context including strategies such as customer
relationship management (Hwang 2009), electronic marketplaces (Novak and Schwabe 2009), online
auctions (Loebbecke et al. 2010), and electronic branding (Otim and Grover 2010) in tandem with
unique IS issues including web site evaluation (Chiou et al. 2010), piracy (Smith and Telang 2009),
security (Ransbotham and Mitra 2009), and technology architecture (Du et al. 2008)

With concepts as varied as this in one research domain, a periodic review is necessary to
discover and explore new technologies such as mobile banking (Sripalawat et al. 2011), virtual worlds
(Sutanto et al. 2011), and social media (de Valck et al. 2009) as they emerge on the Internet marketing
landscape. The following sections of the paper will examine the current literature to determine what is
known about the concept of Internet marketing. First, a description of the methodology for the analysis
of the Internet marketing research is presented. This is followed by the results including an analysis of a
smaller sample of the Internet marketing research in the top Marketing journals. Finally, the research is
summarized with a discussion of the limitations of this project and suggestions for future research.

Sample 2

Sharing economy (SE) has received significant attention from scholars, practitioners, and
policymakers, as well as individuals. It emphasizes the sharing of underutilized assets in ways that
improve efficiency and sustainability. SE can be labeled with different names, and it overlaps
considerably with other concepts, such as the collaborative economy, collaborative consumption, access
economy, platform economy, and community-based economy (Belk, 2014). SE phenomenon brings
opportunities for new businesses, and companies such as Airbnb and Uber have become well-known
names for travelers around the world. Sharing may be an old practice, but SE driven by the Internet and
other supporting tools and features is a recent phenomenon (Belk, 2014). SE literature, however,
features internal diversity, complexity, and contradiction (Acquier et al., 2017), while the number of
academic studies on the SE is currently growing exponentially (Gutiérrez et al., 2017a). Reviewing these
studies is essential to understanding the current stage of SE research and its future prospects. Cheng
(2016b) reviewed 66 articles about SE published between 2010 and 2015, using an approach based
mainly on co-citation and content analysis. Reviewing only nine articles specifically on SE, ter Huurne et
al. (2017) explored trust in SE. Our review study differs from the above two articles. It adopts thematic
analysis and considers a significantly greater number of articles. This study includes articles from the
three most recent years (2016–2018), which were not included in Cheng’s (2016b) study. The number of
publications SE in 2017 was higher than that of all the previous years combined.

By reviewing 219 articles, this study provides comprehensive insights into the SE. It explores the
definitional dilemma and the SE phenomenon. It also analyses the stakeholders and their motivations
for participating in SE. We found accommodation and transportation to be the two most dominant
sectors for SE, so we discuss various aspects of these two sectors. We also explore various issues related
to business models and revenue models for SE. SE faces different types of challenges across various
sectors and geographical contexts, so we discuss the most significant of these challenges. Additionally,
SE has substantial economic, social, and environmental impacts, and these are examined here. Finally,
we point out the implications of this study and suggest future research avenues.

Sample 3

Social media are ubiquitous in individuals' lives and, increasingly in companies. Companies are
striving to become or remain innovative in increasingly complex multi-actor and multi-stakeholder
environments (Crossan and Apaydin, 2010), while developing new approaches and tools to connect with
many aspects of the innovation ecosystem (Jha and Bose, 2016). New business models promote that
firms should generate, develop and integrate knowledge in the process of innovation by engaging
internal departments and external ecosystems (Chesbrough, 2003, 2006; Ritala and Hurmelinna-
Laukkanen, 2013). Knowledge has been advanced as the source of competitive advantage in today's
world (Solima et al., 2016), often dispersed (Chen et al., 2018), yet increasing closer in distance with the
advent of new forms of information and communication technologies (ICTs) such as social media (Kaplan
and Haenlein, 2010)., In such a context of collaboration and interaction with their external environment,
the challenge for companies is then to learn of the affordances of social media in organisation settings
(Palacios-Marqués et al., 2015; Treem and Leonardi, 2012) and its interactions with the innovation
process (Papa et al., 2018; Roberts et al., 2016). In the process of achieving competitive advantage (Del
Giudice and Della Peruta, 2016; Pérez-González et al., 2017), social media has been used by firms for
marketing (Cooke and Buckley, 2008), engaging customer in product or service discussions (Woffington,
2006) and co-development of products (Cheng and Krumwiede, 2018; Pohjola and Puusa, 2016). The
increasing involvement of stakeholders in the firm's innovation processes coupled with increasing cost,
speed and processing efficiency of ICTs has further encouraged firms to invest in social media tools
(Mangold and Faulds, 2009; Scuotto et al., 2017c).

Social media, in fostering communication and connecting people and companies represent ‘a
vehicle for developing customer insights, accessing knowledge, co-creating ideas and concepts with
users, and supporting new product launches’ (Roberts et al., 2016, p. 41). Social media has been used by
firms for socialisation, knowledge transfer and managerial power enactment (see Treem and Leonardi,
2012). For instance, Starbucks online platform called ‘My Starbucks Idea’ affords customers to provide
feedback on current offerings and submit new ideas for product or service development (Gallaugher and
Ransbotham, 2010). Likewise, Procter & Gamble's Connect + Develop programme has been well known
for affording the firm with the ability to generate ideas from people all across the globe via innovation
challenges. Increasingly, firms are experimenting new ways to leverage the widely distributed
knowledge sources to improve innovation performance (Scuotto et al., 2017a). The case of the Finnish
company Nokia's creation of WP7 mobile phone is arguably the most public exemplar of how firms can
leverage social media in the fuzzy front end of innovation processes to generate and develop ideas
through information sharing. Through social media tools, Nokia engaged its customers in real-time
global co-creation process, tapping into the knowledge and feelings of its community of users.