Monday, September 11, 2017

What’s new about digital innovation?

Practitioners see digital innovation as vital to their business. Academics are also increasingly paying attention to digital innovation. However, it is often unclear what is meant by digital innovation and how it differs from traditional (IS/IT) innovation. To advance our understanding of digital innovation, this paper identifies different conceptualizations of digital innovation in the IS literature and extracts common themes that can point to what is “new” about digital innovation and what is emerging as research areas for the IS discipline. 

Our research identifies two prominent digital innovation conceptualisations, based on Fichman, Dos Santos, and Zheng (2014) and Yoo, Boland, Lyytinen, and Majchrzak (2012), and presents four prominent digital innovation themes: the nature of digital technologies, digitization, digital business model innovation and digital-enabled generativity. We integrate these themes into a framework that conceptualizes digital innovation as a rippling effect starting with digital technologies and conjecture that digital innovation can become ‘hyperinnovation’ through powerful virtuous cycles.

See here for more information.

Wednesday, August 09, 2017

Repainting the business model canvas for peer-to-peer sharing and collaborative consumption

Sharing Economy businesses have become very popular recently but there is little guidance available on how to develop the respective business models. We faced this problem during a consortium research project for developing a service for electric vehicle charging that adopts the paradigm of Peer-to-Peer Sharing and Collaborative Consumption (P2P SCC)— a specific branch of the Sharing Economy. 

We use Action Design Research (ADR) to develop an adapted version of the Business Model Canvas that is specifically tailored to the needs of P2P SCC business model development. The adapted canvas is then applied to develop a business model for the proposed service. 

The learnings from the development process are formalized into a set of generally applicable guidelines for the development of P2P SCC business models. The resulting guidelines and the adapted canvas provide guidance for both researchers and practitioners who want to either develop new or analyze existing P2P SCC business models.

See here for more information.

Friday, June 30, 2017

Empirical insights into the development of a service-oriented enterprise architecture

Organisations use Enterprise Architecture (EA) to reduce organisational complexity, improve communication, align business and information technology (IT), and drive organisational change. Due to the dynamic nature of environmental and organisational factors, EA descriptions need to change over time to keep providing value for its stakeholders. Emerging business and IT trends, such as Service-Oriented Architecture (SOA), may impact EA frameworks, methodologies, governance and tools. However, the phenomenon of EA evolution is still poorly understood. 

Using Archer's morphogenetic theory as a foundation, this research conceptualises three analytical phases of EA evolution in organisations, namely conditioning, interaction and elaboration. Based on a case study with a government agency, this paper provides new empirically and theoretically grounded insights into EA evolution, in particular in relation to the introduction of SOA, and describes relevant generative mechanisms affecting EA evolution. By doing so, it builds a foundation to further examine the impact of other IT trends such as mobile or cloud-based solutions on EA evolution. At a practical level, the research delivers a model that can be used to guide professionals to manage EA and continually evolve it.

See here for more information.

Thursday, October 22, 2015

The Digital Innovation of everyday things: New, Copy, Paste, Search, Save, Print, Send, etc.

With the ongoing proliferation and immersion of digital technologies into everything we use, we often wonder how the future of the things we use would look like. While it is not possible to predict this, it is possible to think about it. Chance favors the prepared mind.

Take the digital camera. The way we now go about with taking and sharing pictures is quite different from how it used to be with the film camera. One of the influences has been the information technology, in fact the digital camera probably has more in common with a computer than with a film camera. This also means that a lot of functionality associated with computers has entered the world of digital photography like ‘save,’ ‘copy,’ ‘delete,’ metadata, etc.(and we expect that this functionality works in a way similar to a computer environment, e.g., a perfect copy with one click).

One of the ways of thinking about how digital technologies influence everyday things, may be to apply these notions of computer functionality to them as a thought experiment. For example, what would ‘new’ mean in relation to a digital fridge. I could mean that it registers every new product I put in. Or I may be able to ‘search,’ by asking it if there is any fruit left or how much fruit has been consumed in the last week. I may also be able to ‘save’ so I can see overtime what has been in my fridge.

Tuesday, July 14, 2015

IT Consumerization and its Effects on (Strategic) IT Managment

IT consumerization is both a major opportunity and significant challenge for organizations. However, IS research has hardly discussed the implications for IT management so far. In this paper we address this topic by empirically identifying organizational themes for IT consumerization and conceptually exploring the direct and indirect effects on the business value of IT, IT capabilities, and the IT function.

More specifically, based on two case studies, we identify eight organizational themes: consumer IT strategy, policy development and responsibilities, consideration of private life of employees, user involvement into IT-related processes, individualization, updated IT infrastructure, end user support, and data and system security.

The contributions of this paper are (1) the identification of organizational themes for IT consumerization, (2) the proposed effects on the business value of IT, IT capabilities and the IT function, and (3) combining empirical insights into IT consumerization with managerial theories in the IS discipline.

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Saturday, February 07, 2015

A Critical Realist Perspective of Enterprise Architecture Evolution: Conditioning and Outcomes

This paper investigates how Enterprise Architecture (EA) evolves due to emerging trends. It specifically explores how EA integrates the Service-oriented Architecture (SOA). Archer’s Morphogenetic theory is used as an analytical approach to distinguish the architectural conditions under which SOA is introduced, to study the relationships between these conditions and SOA introduction, and to reflect on EA evolution (elaborations) that then take place.  

The paper focuses on reasons for why EA evolution could take place, or not and what architectural changes could happen due to SOA integration. The research builds on sound theoretical foundations to discuss EA evolution in a field that often lacks a solid theoretical groundwork. Specifically, it proposes that critical realism, using the morphogenetic theory, can provide a useful theoretical foundation to study enterprise architecture (EA) evolution. The initial results of a literature review (a-priori model) were extended using explorative interviews. 

The findings of this study are threefold. First, there are five different levels of EA-SOA integration outcomes. Second, a mature EA, flexible and well-defined EA framework and comprehensive objectives of EA improve the integration outcomes. Third, the analytical separation using Archer’s theory is helpful in order to understand how these different integration outcomes are generated.

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Wednesday, November 26, 2014

Small and Medium Enterprises using Software as a Service: Exploring the different roles of intermediaries

Software as a Service (SaaS) can provide significant benefits to small and medium enterprises (SMEs) due to advantages like ease of access, 7*24 availability, and utility pricing. However, underlying the SaaS delivery model is often the assumption that SMEs will directly interact with the SaaS vendor and use a self-service approach. In practice, we see the rise of SaaS intermediaries who can support SMEs with sourcing and leveraging SaaS. 

This paper reports on the roles of intermediaries and how they support SMEs with using SaaS. We conducted an empirical study of two SaaS intermediaries and analysed their business models, in particular their value propositions. We identified orientation (technology or customer) and alignment (operational or strategic) as themes for understanding their roles. 

The contributions of this paper include: (1) the identification and description of SaaS intermediaries for SMEs based on an empirical study and (2) understanding the different roles of SaaS intermediaries, in particular a more basic role based on technology orientation and operational alignment and a more value adding role based on customer orientation and strategic alignment. We propose that SaaS intermediaries can address SaaS adoption and implementation challenges of SMEs by playing a basic role and can also aim to support SMEs in creating business value with SaaS based solutions by playing an added value role.

See here for more information.