Digital Innovation
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Item Digital Innovation as Design of Digital Practice: Doctors as Designers in Healthcare(2018-01-03) Aakhus, Mark; Ågerfalk, Pär; Lennmyr, FredrikMedical professionals are increasingly assuming the role of maker and creator. At the same time, digital innovations, as part of evolving information infrastructures, are becoming increasingly prevalent in healthcare. In this paper, we adopt a Schönian approach to understand how a medical professional, who is not an IS designer by trade, engages in the design of digital practice -” turning what may appear as a failed digital innovation effort into a successful design of digital practice. Our inquiry suggests three pragmatic principles that call for further investigation: (a) professionals can make a significant contribution to design work by inventing means for fact-based, reflective engagement with the situation; (b) the reorganization of work practice involves organizational design, information system design, and communication design; and (c) developing design as digital practice entails the development of fact-based design practice and must engage practical theories.Item Collaborative Service Blueprinting for Design Thinking: Evaluation of a Digital Prototype(2018-01-03) Potthoff, Tobias; Siemon, Dominik; Wilms, Konstantin; Möser, Sascha; Hellmann, Marco; Stieglitz, Stefan; Robra-Bissantz, SusanneA high degree of innovation is becoming a decisive factor for companies aiming at sustainable competitive advantages. New methods of innovation have become increasingly important in practice. Using such methods in globally operating teams requires location- and time-independent solutions such as web-based collaboration tools. This paper evaluates the ability to digitalize the service innovation method Service Blueprinting using a selfdeveloped prototype. The prototype is evaluated thoroughly in two different studies. In-depth user tests with Design Thinking experts and laymen prove the suitability for Design Thinking and the interaction with the prototype from a HCI perspective. Additionally, we evaluate the acceptance, perceived usefulness and effectiveness quantitatively in the light of the prototype’s collaboration capability. The results indicate the transferability of the required mindset through the digital tool as well as its the acceptance and usefulness. It represents a practical and suitable solution for the digitalizing of Service Blueprinting.Item Genetic Platforms and Their Commercialization: Three Tales of Digital Entrepreneurship(2018-01-03) Jarvenpaa, Sirkka; Markus, M. LynneDigital platforms play a critical facilitating role in the "changing models of biomedical research" and clinical care. Such platforms integrate disparate data sources and formats-”including genetic, health, genealogical, and increasingly lifestyle data-”into more accessible, searchable, and computationally efficient structures for basic scientific research, as well as for clinical care. Genetic platforms involve unprecedented data management challenges because of their scale and multidimensionality. Still, little research has been conducted on genetic platforms. Leveraging secondary data on three interlinked genetic platforms, we pursue a data perspective on platform evolution and entrepreneurial strategies. We contribute to the discussion on the design and evolution of digital platforms that considers responsible data use.Item Digital Service Platform Evolution: How Spotify Leveraged Boundary Resources to Become a Global Leader in Music Streaming(2018-01-03) Skog, Daniel; Wimelius, Henrik; Sandberg, JohanResearch on digital platform evolution is largely focused on how platform-owners leverage boundary resources to facilitate and control contributions from external developers to extend the functional diversity and scope of a digital device. However, our knowledge of the digital platforms that carve out their existence exclusively in the service layer of industry architectures, i.e. without proprietary device connections, is limited. The concept of digital service platforms directs attention to such platforms, the role of end-users as value co-creators, and devices as requisite, but not necessarily proprietary, distribution mechanisms for service. Based on a longitudinal case study of Spotify, this paper contributes by demonstrating that digital service platform evolution is characterized by specific architectural conditions that rationalize the use of boundary resources for extending scale rather than scope, and for resourcing and controlling not only developers but also end-users as a means to strategically adjust the evolutionary process.Item Legitimate Peripheral Participation in Hybrid FOSS Community Innovation(2018-01-03) Gasson, Susan; Purcell, MichelleFOSS communities are increasingly employing a hybrid model where free, open source software development is combined with commercial customer support to ensure community sustainability. This makes it difficult for peripheral users, who are not part of the core administrative or sponsoring organization to participate meaningfully. The paper presents a study of modes of Legitimate Peripheral Participation by users who attempt to introduce product feature innovations to hybrid FOSS communities. We identify eight modes of virtual peripheral participation by users, exploring the technology and social/community affordances, and the performativity and participation effects that these engender to move peripheral users towards core membership.Item A multi-case study on Industry 4.0 for SME’s in Brandenburg, Germany(2018-01-03) Andulkar, Mayur; Le, Duc Tho; Berger, UlrichIndustry 4.0 is still in its development phase and it promises to bring remarkable benefits to the manufacturing industry around the world when employing the Smart Factory application in large organizations and their supply chains. However, there is a risk of a miss-match when trying to introduce Industry 4.0 to Small and Medium Enterprises (SME) as the concept is mainly being developed around large manufacturing companies. The purpose of this research is to analyze the readiness level and feasibility of implementing Industry 4.0 technologies for SME’s in the federal state of Brandenburg (Germany). The work is based on the survey of 20 SME’s assessing their current problems emphasizing on automation, Enterprise Resource Planning (ERP), CAD/CAM, factory layout planning and logistics. Five SME’s from different domains out of the 20 surveyed are taken as case studies to evaluate the potential benefits, trade-offs and barriers from an implementation of these integrated technologies. The findings revealed that the companies are still coping with the issues relating to planning, logistics and automation. It was also found that all the concepts of i4.0 may not be necessary or even beneficial to an enterprise in the current scenario and new strategies need to be developed for its realization in SME’s.Item Role of CDOs in the Digital Transformation of SMEs and LSEs - An Empirical Analysis(2018-01-03) Becker, Wolfgang; Schmid, Oliver; Botzkowski, TimIn recent years, the economy and companies of all sizes operating within it have undergone a progressive transformation that implied increased market complexity and dominance of the buyer market. This development is the result of the "third industrial revolution" and has been fostered during the last 40 years by major innovations in digital computer technology. This first "digital revolution" resulted in the development of the first computers and the associated entry of new electronics and information and communication technology (ICT) in companies being able to automate production processes and make them more efficient. Digitalization means not only the change of individual processes rather the fundamental transformation of entire business areas or the entire business model. In order not only to master, but also to cope with, the challenges of digital transformation, companies need a member in the management board that provides specific expertise and encourages these digital changes. In the process, the position of Chief Digital Officer (CDO) has been created precisely to meet these challenges of the digital transformation of a business model. The present work is based on various case studies analyzing what role the CDO plays in the framework of digital transformation in various company sizes (SMEs and LSEs). In particular, the responsibility, specific obligations and rights and the role - namely, functions and tasks - and the change in the role have been examined since taking over the position.Item Introduction to the Minitrack on Digital Innovation(2018-01-03) Berente, Nicholas; Lyytinen, Kalle; Yoo, Youngjin