Camillo Visini
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Visini
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Camillo
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Publication

A Review of the Empirical Literature on Conversational Agents and Future Research Directions

2020 , Zierau, Naim , Elshan, Edona , Visini, Camillo , Janson, Andreas

The knowledge base related to user interaction with conversational agents (CAs) has grown dramatically but remains segregated. In this paper, we conduct a systematic literature review to investigate user interaction with CAs. We examined 107 papers published in outlets related to IS and HCI research. Then, we coded for design elements and user interaction outcomes, and isolated 7 significant determinants of these outcomes, as well as 42 themes with inconsistent evidence, providing grounds for future research. Building upon the insights from the analysis, we propose a research agenda to guide future research surrounding user interaction with CAs. Ultimately, we aim to contribute to the body of knowledge of IS and HCI in general and user interaction with CA in particular by indicating how developed a research field is regarding the number and content of the respective contributions. Furthermore, practitioners benefit from a structured overview related to CA design effects.

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Business Model Configurations for High Performance

2018-12-01 , Moellers, Thomas , Visini, Camillo Luca , Gassmann, Patrick , Haldimann, Mirella , Gassmann, Oliver

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Complementing open innovation practices in MNCs. The role of internal cross boundary knowledge flows

2017 , Möllers, Thomas , Visini, Camillo , Mirella, Haldimann , Gassmann, Oliver

Open innovation (OI) so far has mainly been understood as a process involving firm external partners. In this paper, we argue that such a focus limits our understanding of how multinational corporations (MNC) profit from internally applied open innovation practices. We thus build on the current OI literature by investigating and describing open innovation activities, conducted within the firm boundaries. Based on a multiple case study of 17 MNCs, our findings reveal five archetypical internal OI practices that vary in underlying management motives. Interestingly, we also find that internal open innovation consistently mitigates some of the fears and risks related to external open innovation and helps MNCs better leverage developments in ICT. Furthermore, we conclude that initial engagement in internal open innovation at MNCs increases the chance to succeed at external open innovation.

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