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ItemCollaboration Drivers andBreakdowns in Large Scale Software Customization( 2020-01-07)Software is not developed in a vacuum. Development teams and organizations must react to various incidents, such as changes in personnel, development practices, project objectives, and business environment, and all kinds of delays occurring during large-scale software development projects. These incidents challenge contemporary communication, collaboration and development practices. They also require an ability to adapt to the new situation. We argue that the problems in reacting to those incidents and the inability in implementing corrective actions are the main reasons for software project failures. We identify four drivers of collaboration. They are named as contract, individual person, group of collaborators, and development process, each being appropriate in different points of time. Yet their emphasis and appropriateness vary over time. This emphasizes the developers’ ability to transit between the drivers of collaboration.
ItemSeeking Competitive Advantage Through Platform-Enabled Resources: The Case of Food Delivery Platforms( 2020-01-07)As digital platforms become increasingly ubiquitous, firms in a wide array of industries face the decision of whether to join them and how to compete within them. The information systems field is in a unique position to theorize and investigate how platform participants can use broadly available digital platform resources in order to achieve, and possibly sustain, competitive advantage. We empirically investigate the theoretical proposition that restaurants joining the food delivery digital platform can compete by leveraging a specific emergent capability we call platform-fulfillment capability. Our results indicate that differentiation and competitive advantage are possible, even though all platform participants have access to the same digital platform resources. This result has important implications for the evaluation of digital platform strategies by organizations that are increasingly dependent on the use of digital technology.
ItemA Model of Two-Zoned Networks for Platform-Mediated Markets: Theory and Practical Applications( 2020-01-07)Two-sided networks enabled by information technology (IT) represent an emerging type of platform-mediated market in the digital economy. Researchers have studied the associated economic and strategic issues from both theoretical and managerial perspectives; however, we have noticed inadequacy in the extant literature when observing some real-world cases that cannot be fully explained by the framework of two-sided networks. A more comprehensive model is needed to explicate the broader market structure and understand the underlying market dynamics. To achieve this aim, we propose a theoretical model of two-zoned networks. In extending the existing dimension of “side,” we add the “zone” dimension at a higher level to study two-zoned networks, which include two-sided networks as a special case. In the proposed model, two-zoned networks consist of two, two-sided networks and a core platform that serves both networks as their connection point at the nexus of two zones. Using the proposed model of two-zoned networks, we analyze four real-world business cases to demonstrate the model’s practical applications. Finally, strategic implications of this model, in terms of operational and legal ramifications, are described. We conclude with topics for future research.