869 research outputs found

    The Dynamics of Transformation in the Development of Digital Services

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    Service providers are increasingly depending and using digital infrastructure and tools provided by digital platforms to transform their services and develop digital ones that meet the needs of heterogeneous end users. However, while there is an emerging literature of developing digital services, little is known about the dynamics of transformation. Using multiple cases of firms that develop digital services, the digital service taxonomy was synthesized to understand the dynamics of transformation in developing digital services. This study identifies five main dynamics: the services experience, the service process, the service capabilities, the service environment and the service delivery.  Each of those dynamics and their associated factors is explored under the objectives of business, interaction and technology. This enables us to extend the existing literature on digital service development in particular and contributes to the research of digital innovation in general

    Fostering an innovation ecosystem for a public digital health platform

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    This short paper explores building innovation platforms in the public sector, particularly in public healthcare, through an ecological lens. While existing research has mainly focused on the platform owner\u27s role in orchestrating innovation, this study investigates the strategies used by public organizations and widens the net to analyse how a digital health platform’s complementing actors contribute towards innovation within the ecosystem. The paper further highlights the fundamental difference in market logic between public and private platforms. Using the case study of Helseplattformen, a public digital health platform in central Norway, the study aims to identify platform establishment strategies and ecosystem actor interactions that contribute to innovation emergence. The study contributes both theoretically and practically to digital platforms literature and provides guidance for decision-makers and project managers in the public sector who want to adopt or manage similar digital health platforms

    Towards an Intra- and Interorganizational Perspective: Objectives and Areas of Activity of Digital Innovation Units

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    Incumbent firms increasingly strive to embrace digital innovation, often via implementing dedicated digital innovation units (DIUs). As seizing the rapid and various digital innovation-related market movements may be overwhelming for an individual DIU, collaborations within ecosystems are perceived as crucial for continuously recognizing business opportunities and threats. Although this is a growing field of interest in recent research, insights into the objectives of DIUs and the consequent activities for effectively handling digital innovation are yet scarce. We address this issue by synthesizing 28 cases on DIUs through a qualitative meta-analysis. The analysis revealed that while DIUs enforce an intraorganizational cultural and overarching organizational design change, they also impose an interorganizational perspective with customer-oriented digital expertise and innovation, as well as cultivation of digital innovation ecosystems. Thus, we contribute to the existing DIU research by clarifying these objectives and extending them to achieve a conscious interorganizational perspective with accompanying activities

    Love and Hate Relationships in a Platform Ecosystem: A case of Finnish Electronic Identity Management

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    There has been a substantial interest among scholars in digital platforms and their governance. This paper proposes a different perspective on the phenomenon, by providing observations on non-focal firms’ dependencies to external platforms. Using the case study results of Finnish firms’ utilization of a monopolistic BankID authentication platform, we describe the platform ecosystem and its transformation on organizational and technology aspects. We show how legislation can transform the roles and relations between ecosystem participants and lead to the long-time dominant legacy platform weakening. Our study extends existing research on platforms and contributes new knowledge about the enforced adoption of the platform by heterogeneous organizations. These findings have important managerial implications, as they inform how non-focal firms can understand the use of existing and coming digital platforms

    Initiating a Smart Tourism Ecosystem: A Public Actor Perspective

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    Smart tourism ecosystems are an emerging phenomenon; however, how these ecosystems are initiated by city actors is under-explored in the existing literature. In this paper, we conduct a qualitative case study to investigate the initiation of a de novo smart tourism ecosystem in the City of Gothenburg—the European capital of smart tourism 2020. Göteborg & Co, as a public organization, is initiating a digital Destination Data Platform (DDP) as the core of its tourism ecosystem and is working on involving non-focal actors to shape the surrounding ecosystem. Our findings extend the existing research on innovation ecosystems by highlighting a hybrid public-private focal actor in the smart tourism ecosystem. We also underline how a public focal actor leverages its unique public position and legal obligations to involve non-focal actors and orchestrating the ecosystem. Finally, we suggest a conceptual model for a smart tourism ecosystem focusing on the place and purpose of control points

    Identity Projection Strategies for Non-Focal Actors in Digital Ecosystems

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    In digital ecosystems, non-focal actors cannot survive without working on the identity of their apps. The identity expresses what the app is about to customers. However, it also projects an image of the role of the non-focal actor in the larger ecosystem. Such identity projection is relevant for managing the relationship with focal actors of the digital ecosystem. We outline and test three strategies for identity projection (identity conformity, identity differentiation, and identity refinement). Using panel data of social networking applications in the iOS appStore in China between 2014 and 2019, we investigate the influence of non-focal actors’ identity projection on their survival in digital ecosystems. Our result shows significantly increased app survival for those who actively pursue the identity projection strategies in three directions. Thus, we shed light on the role of platform identity in navigating platform competition in the digital age when participation across ecosystems becomes compulsory for every digital business

    Open Data Standards: Vertical Industry Standards to Unlock Digital Ecosystems

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    Standards are considered an essential means to facilitate value creation from open data. Despite this importance, we find that empirical studies of open data standards have not been conducted in proportion to its importance. In particular, the literature has insofar been silent about why specific standards are chosen and how these standards are implemented. To this end, we report from an action research project with the Swedish public transport industry, where open data standards were both chosen and implemented. Consistent with the literature, we find standards were selected based on expected increased attractivity for re-users. Also, and more surprisingly, we found that open data standards were chosen as a means to harness resources in adjacent digital ecosystems. Finally, our findings convey that implementing open data standards may hamper the possibility to publish datasets, with its original qualities

    Growing through Platform Distinctiveness in Early Saturated Markets

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    High-growth ambitions are typically vital in platform markets. Yet, it is increasingly clear that the time window to occupy a novel platform market before it becomes saturated is surprisingly short. To this end, a differentiation strategy based on distinctive positioning across markets is increasingly prominent for new entrants to be competitive in early saturated markets. In the literature, two types of such tactics figure: (i) platform bundling, which aims to replicate the functionality of incumbents as part of a multimarket bundle, and (ii) platform piggybacking, which aims to tap into the functionality of incumbents through boundary resources use. In this paper, we employ a fixed-effect time series modelling approach using data from Apple’s App Store to develop and test the influence of these two tactics on platform competition in terms of user base and user engagement in early saturated app markets. We contribute to a distinctiveness logic of platform competitiveness by leveraging the dualism of digital platforms as both markets and technological architectures

    Digital Platform Establishment: Navigating Competing Concerns in Emerging Ecosystems

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    Digital Platforms impose organizing logics on ecosystems. Dependent on their configuration, they enable certain practices, relationships, and value distribution among actors while preventing alternatives. Incumbent platforms often have a strong power to implement contested configurations since they control access to attractive user groups/markets. However, emerging platforms have a small degree of bargaining power in relation to key actors since they have not yet achieved such a position. Although numerous studies detail governance strategies for incumbent platform ecosystems, research on how platform providers navigate competing concerns in emerging platform ecosystems remain rare. We report on a study of the establishment and continuous dynamics of a digital platform used for service innovation. We inductively identify a pattern of the dynamics in this navigation process, locate four salient tensions driving these dynamics, and provide insights on how the platform provider navigated them

    How do Practitioners Understand External Platforms and Services? A Grounded Theory Investigation

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    In this article, we investigate how practitioners understand external platforms, whose core offering is shared and utilized by a number of heterogeneous and interconnected organizations in an ecosystem. We especially look into situations where organizations wish to extend their own capability instead of building services that extend the functionality of the platform. Such dependencies to external platforms can be envisioned as the contemporary evolution from traditional outsourcing service models. We interviewed twenty-four practitioners from eight IT organizations and discovered a considerable ambiguity in understanding of what are the external platforms utilized by the organizations. We further elaborate that the diversified meanings that various stakeholders give to the concept of external platforms, can hinder efficient communication and may have implications on important strategic decision making
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