A strategic value appropriation path for cloud computing

Cloud-based information management is one of the leading competitive differentiation strategies for firms. With the increasing criticality of information management in value creation and process support, establishing an integrated capability with cloud computing is vital for organizational success in the changing landscape of business competition. These issues have received scant attention, however. We draw on the resource-based view, dynamic capability hierarchy concepts, and the perspective of operand and operant resources to suggest a cloud value appropriation model for firms. We argue that, to appropriate business value from cloud computing, the firm needs to effectively deploy cloud computing and leverage cloud operant resources as firm capabilities in a hierarchical fashion toward the development of cloud computing-based service models in order to reliably achieve the desired business outcomes. We propose a model encompassing the principles of infrastructure and cloud platform deployment, integration and service orientation, and alignment with business processes that explain the linkage from cloud computing to firm performance. We test this approach to value creation with a cloud computing implementation assessment model using a sample of 147 firms that have implemented cloud computing in India. Our analysis uncovers a strategic value appropriation path from cloud technological capability to firm performance via cloud integration capability, cloud service portfolio capability, and business flexibility. This research offers new insights regarding the underlying mechanisms for how cloud computing affects firm performance via cloud-enabled capabilities and the business functions that are supported by cloud capabilities

How Firm Age and Size Influence Value Creation from Cloud Computing

Most studies of value creation from cloud computing have examined firms that are old in age and large in size. We theorize different value appropriation pathways from cloud computing dependent upon the age and size of a firm, such that there are different pathways for younger firms as compared to established firms, and smaller firms as compared to larger firms. We hypothesize that established firms gain more Business Performance from Enterprise Cloud Capability – a higher-order capability formed of three second-order cloud computing capabilities, through the mediation effect of Business Responsiveness, whereas younger firms gain more Business Performance directly from Enterprise Cloud Capability. We further hypothesize that smaller firms achieve higher Business Performance through the mediating effect of Business Scalability, whereas larger firms achieve more Business Performance directly from Enterprise Cloud Computing. Partial least squares analysis of matched pair survey data from 197 firms in India provides support for our theor

Size Matters for Cloud Capability and Performance

Most research on cloud computing has been conducted in large firms. However, small, and medium enterprises (SMEs) constitute the majority of organizations worldwide. SMEs differ significantly from large firms and organizational size is a significant contingency variable in the organizational context. Accordingly, we examine how SMEs and large firms differ in leveraging cloud capabilities to achieve performance. We suggest that Business Scalability mediates the link between Enterprise Cloud Capability and a firm\u27s Business Performance. We further hypothesize that the positive effect of Enterprise Cloud Capability on Business Performance is stronger for SMEs as they benefit more from Business Scalability than larger firms. We collect primary matched pair survey data from 147 small and large firms in India to test our research model. Empirical analysis using partial least squares provides support for our primary thesis that SMEs and large firms derive value from Enterprise Cloud Capability through different value creation pathways

Archetypes of incumbents' strategic responses to digital innovation

Digital technologies (DTs) are significantly changing industrial and organisational activities, as well as the underlying processes and competencies. These impacts are particularly relevant when referring to firms’ business models, in particular on how incumbents have struggled to innovate their business model to react to the disruption triggered by DTs. These technologies have posed new challenges that seem to differ from those going along with previous technological shifts. We argue that such challenges depend on the incremental or radical nature of the technology at stake, as well as how far this is from the technological path of the incumbent, focal firm. By investigating how incumbents are adapting their business models in response to the disruption triggered by DTs, this paper proposes a conceptual matrix that draws on two dimensions: (i) the extent to which the impact of the digital technology is incremental or radical; and (ii) whether the industry of origin of the digital technology is the same or a different one from the focal firm. Through four illustrative case studies, we discuss different strategic approaches, highlighting how incumbents may mobilise different resources and assets following a more defensive or proactive posture in adapting their business model to the digital transformation

Software Engineering Methods for the Internet of Things: A Comparative Review

Accessing different physical objects at any time from anywhere through wireless network heavily impacts the living style of societies worldwide nowadays. Thus, the Internet of Things has now become a hot emerging paradigm in computing environments. Issues like interoperability, software reusability, and platform independence of those physical objects are considered the main current challenges. This raises the need for appropriate software engineering approaches to develop effective and efficient IoT applications software. This paper studies the state of the art of design and development methodologies for IoT software. The aim is to study how proposed approaches have been solved issues of interoperability, reusability, and independence of the platform. A comparative study is presented for the different software engineering methods used for the Internet of Things. Finally, the key research gaps and open issues are highlighted as future directions

Digital Business Strategy and Firm Performance: the Mediation Effects of E-collaboration Capability

Nowadays, digital technologies (e.g., big data, cloud and mobility) have changed the firms’ activities. Many firms begin to utilize digital resources to formulate and execute digital business strategy. However, there is little empirical research focusing on explaining this novel phenomenon. In this paper, we proposed a framework which describes the value creation and appropriation process of digital business strategy in the digital settings. Our research model is tested by survey data and financial data from a sample of 138 manufacturing firms which adopted e-selling process. The result provides strong supports to the proposed research model. In particular, we find that, as hypothesized, the impact of digital business strategy on firm performance is completely mediated by e-collaboration capability which is one kind of digital capabilities. Theoretical and practical implications of the research are discussed

IMPROVING SOFTWARE PROJECTS WITH CLOUD COMPUTING

As organizations are experiencing regular unforgiving financial conditions, ideas, for example, outsourcing, deft and lean administration, change administration and cost diminishment are always increasing more consideration. This is on the grounds that these ideas are altogether gone for saving money on spending plans and confronting sudden changes. Most recent innovations like cloud computing guarantee to turn IT, that has dependably been seen as a cost focus, into a wellspring of sparing cash and driving adaptability and dexterity to the business. The motivation behind this paper is to first incorporate an arrangement of properties that administer the deftness benefits added to data frameworks by distributed computing and afterward build up a study-based instrument to gauge these spryness benefits. Our exploration investigation utilizes non-likelihood testing in light of a mix of comfort and judgment. This approach was utilized to get an agent test of members from potential organizations having a place with different businesses, for example, oil and gas, managing an account, private, government, and semi-legislative associations. This exploration will empower leaders to quantify dexterity improvements and henceforth think about the spryness of Information Systems previously, then after the fact conveying distributed computing

Returns to Cloud Computing Investments: The Role of Environmental Uncertainty

Although a substantial portion of IT spending has shifted to the cloud, empirical evidence on economic value of cloud computing is lacking. This study examines the effect of cloud computing on productivity and scrutinizes how its effect differs depending on environmental uncertainty. Using publicly available data on the product sales and the inter-industry purchase flows, we measure purchased cloud services in U.S. industries during 1997-2018 and distinguish between software-as-a-service (SaaS) and infrastructure-as-a-service (IaaS). Employing a production function approach, our findings suggest that cloud computing investments do not always lead to productivity gains, but its effect varies by the level of environmental uncertainty. Specifically, while cloud computing contributes to productivity under high environmental uncertainty, it may have an adverse effect under stable environments. Further, this positive impact under uncertain environments is found to be driven mainly by IaaS, rather than SaaS. This study provides important implications on cloud computing investment strategies

How business models can affect startup failure : Monkey´n Apps Business Study

Mestrado em Gestão/MBAAs startups são jovens empresas de base tecnológica focadas no desenvolvimento de produtos ou serviços de ponta, sob condições de incerteza. Nesse cenário, um modelo de negócios inadequado pode levar a uma falha nos negócios, pois o modelo de negócios descreve a arquitetura dos elementos que permitem que uma organização crie, configure e valor apropriado. Esta dissertação tem como objetivo identificar como os modelos de negócios estão associados ao fracasso de startups. Para esse fim, usamos um único estudo de caso baseado em uma startup brasileira, a Monkey'n Apps. Os dados foram coletados por meio de entrevistas com o fundador e um funcionário. A análise avalia as construções apresentadas no modelo de negócios integrado de Wirtz (2016) e, em seguida, relacionamos esses modelos parciais aos processos de criação de valor, configuração de valor e apropriação de valor. Nossos resultados sugerem que a inicialização falhou devido ao modelo de recursos. Apesar de ser o modelo parcial mais crítico, o modelo de recursos foi caracterizado por um desalinhamento entre os fundadores, o que levou a uma liderança fraca. A falta de habilidades gerenciais contribuiu para deteriorar o ambiente da empresa, que mais tarde deixou o fundador ignorar seu principal ativo, seus funcionários.Startups are young technology-based companies focused on developing state-of-the-art products or services under conditions of uncertainty. In this scenario, an inappropriate business model can lead to business failure since the business model describes the architecture of the elements that allow an organization to create, configure, and appropriate value. This dissertation aims to identify how business models are associated with the failure of startups. For this purpose, we use a single case-study based on one Brazilian startup, Monkey'n Apps. The data was collected through interviews with the founder and one employee. Our analyses evaluate the constructs presented on Wirtz's (2016) integrated business model and then we relate those partial models to the processes of value creation, value configuration and value appropriation. Our results suggest that the start-up failed because of the resource model. Despite being the most critical partial model, the resource model was characterized by a misalignment between the founders led to a poor leadership. The lack of management skills contributed deteriorate the environment in the company that later on let the founder to ignore their primary asset, their employees.info:eu-repo/semantics/publishedVersio