Digital Innovation, Transformation, and Entrepreneurship
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ItemTransforming Digital Inventions into Digital Innovations – A Missing Material Perspective on Technology Adoption( 2022-01-04)Technology agnosticism dominates explanations of technology adoption in digital innovation. Accordingly, technology itself plays a limited role in determining adoption success. Instead, aspects outside the inventors' control, including marketing, user perceptions, and organizational environment, decide the adoption outcome. We revisit the original innovation concept and draw attention to what we call a digital invention. Looking at the transition of a digital invention to digital innovation, we argue for a technology-affinity perspective to complement existing adoption perspectives. The new perspective emphasizes the role of conscious invention design for innovation. We find three ways in which specific invention focus can increase the invention's chances for adoption. For instance, we show that contrary to the prevalent idea of technologies enabling new ways of doing things, it is the invention's focus on enabling innate behaviors that can facilitate adoption. Past innovation and contemporary innovation in the film industry illustrate our thinking.
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ItemTowards Routines Mining – Designing and Implementing the Argos Miner, a Design Science Artifact for Studying Routine Dynamics with Process Mining( 2022-01-04)Digital artifacts increasingly support actors in carrying out organizational routines. These artifacts leave digital trace data, that is, time-stamped data about what actions actors performed. While extant research on routines largely builds on qualitative methods, the increasing ubiquitousness and prevalence of trace data enable novel methodological opportunities. However, several challenges currently hinder the adoption of trace data in empirical research on routines in general and their dynamics in particular. Promising approaches such as process mining are neither designed for nor sensitive to the concept of routines. In this paper, we follow a design science research approach to develop the first iteration of an artifact, which we coin Argos Miner. This artifact is based on process mining algorithms and overcomes challenges inherent in adopting process mining in routine dynamics research. It enables scholars to capture reality in flight by analyzing routine dynamics using a computational, mixed-methods approach.
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ItemThe Role of Reuse in the Successive Implementation of Conversational Agents( 2022-01-04)More and more companies rely on the implementation of conversational agents (CAs) to automate certain of their processes. While CAs' initial development often mirrors an innovative process, their successive implementation can be made more efficient by drawing on other CAs' prior developments. We rely on data from a case study where a series of chatbots (which represent one type of CAs) was implemented. Routine theoretical concepts help us better understand how CAs may dynamically evolve and how their implementation can be accelerated. We found that a) the reuse of emerging or intentionally constructed means may allow accelerating the implementation of multiple successive CAs, b) means can be reused to extend or transfer functionality (through mutation or inheritance); and c) changes in the conversational context determine if means can be reused directly or not (through reproduction or recreation).
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ItemThe Role of Digitalization in New Practice Creation: The institutionalization of UX at AutoInc( 2022-01-04)Although information systems research has brought the role of new practice creation in innovation processes to the fore, few studies focus on initial activities of digital innovation and how they eventually lead to institutional transformation. Using a framework of institutional enablers of digital innovation, this study analyses the role of new practice creation in digital innovation. The study is based on a 20-yearlong case study in the automotive industry and follows the emergence of User Experience (UX) practices in an automotive manufacturer. We do this study to understand how UX could develop from a marginal position scattered over the organization to the institutional core as the main logic of innovation. The study theorizes the role of organizational forms, digital institutional infrastructures, and digital institutional building blocks in the legitimization of new practices for organizational transformation.
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ItemThe Quantum Computing Business Ecosystem and Firm Strategies( 2022-01-04)Quantum computing is an emerging technology that promises to revolutionize business and society. Although it is still in its early stages, firms have begun to invest heavily in the technology. In this article, we review some key themes of quantum computing from a business-oriented perspective, and construct a framework of the quantum computing business ecosystem. We also conduct an analysis of the contemporary discourse to identify four general strategies that firms are following as they invest in quantum computing. We refer to these as conventional, options, discovery, and adversarial strategies and describe and offer examples of each.
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ItemThe Fluidity of an Individual’s Core-Periphery Position in Digital Knowledge Fields( 2022-01-04)The literature on digital knowledge fields suggests that knowledge coproducers are embedded in a core-periphery social structure. This structure engenders an individual-level tension: be in the core where there is support for successful knowledge integration, or be in the periphery where one can work outside of peer pressure. In this paper, we focus on the fluidity of core-periphery structures in digital knowledge fields. We study the case of nanoHUB, a digital, interdisciplinary knowledge field of nanoscience and engineering. We analyze 17,821 contributions made by 251 knowledge producers who coproduce 609 scientific simulation tools over a nearly ten-year period, encompassing over six million lines of code. We find that knowledge producers seek to resolve the core-periphery tension by moving towards and then away from the temporal core. Additionally, we find that proximity to the temporal core at the point of the knowledge production has a curvilinear relationship with code produced.
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ItemRhizomatic Strategizing in Digital Transformation: A Clinical Field Study( 2022-01-04)Most organizations today are involved in transformation initiatives; this has led to a burgeoning interest in the phenomenon of digital transformation strategy. Here, we present the findings of a clinical field study of a large Swedish municipality that has been involved in an ambitious digital transformation program since 2017. Despite explicitly not having a formal strategy, the organization utilizes a pseudo-formalized and emergent strategy-as-practice for digital transformation that involves a set of key traits that have emerged over the years. We show how these traits have emerged and theorize on how the process can be understood as rhizomatic strategizing. The strategy emerges over time through a series of de- and reterritorializations, expanding through amalgamating new concepts into a strategy-as-practice for digital transformation.
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ItemChief Digital Officers’ Evolving Strategies: Balancing Lightweight and Heavyweight IT During the Digital Transformation( 2022-01-04)In this paper, we investigate how chief digital officers (CDOs) deal with the digital transformation over time. The study is based on interviews with the CDOs of 26 Norwegian organizations, conducted over a three-year period. Our analytical lens involves differentiating between the knowledge regimes of heavyweight and lightweight IT. Based on the CDOs’ perceptions, we identify three important shifts related to strategic, technological, and methodological aspects, all indicating a more balanced approach to the interplay of heavyweight and lightweight IT. We contribute to the literature on the digital transformation and CDOs’ contribution, and to the theory of lightweight vs. heavyweight IT.
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ItemBalancing Digital Innovation and Cybersecurity Capabilities through Organizational Ambidexterity – An Investigation in the Automotive Industry( 2022-01-04)An organization’s digital innovation capability, i.e., its ability to leverage (technological) trends and developments, is not only associated with opportunities but also entails challenges and risks. Various incidents underline the importance of cybersecurity in this context. While organizations in the automotive industry have recognized both as inevitable, they perceive a trade-off between their innovation and cybersecurity capabilities. As digital innovations are often prestigious, they might prioritize factors like time-to-market and postpone cybersecurity to development and operations. To identify factors enabling organizations to balance the ambidextrous requirements of the two, we conducted an interview study in the automotive industry. Our findings indicate that organizational ambidexterity enabled by strategic and operational elements can minimize the trade-off and the associated risks, with implications for both theory and practice.
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ItemA Typology of Digital Offerings( 2022-01-04)This paper develops a typology of digital offerings to shed light on the distinct characteristics of this emerging digital phenomenon. Drawing on Roman contract law, the typology focuses on digital rights offered (selling, leasing, partnering, and agencing) and digital assets involved (tangible and intangible). These two dimensions lead to eight archetypes that we illustrate through the diverse Amazon portfolio of digital offerings. The typology sets out to shape the scholarly discourse around digital offering research and practice and to provide a foundation from which the characteristics and mechanisms of digital offering value appropriation can be further understood and operationalized. Ultimately, by rejecting the traditional service vs. product distinction and instead accounting for offering variations based on the intrinsic merits of digital offerings, we are embracing a digital terminology rather than attempting to transfer the terminology of the physical world to the digital realm.