Reflections on digital innovation

The paper by Henfridsson et al. opens up a new agenda for IS research on the content and process of digital innovation. The crucial element in their perspective is the role of recombination in innovation. They supplement an emphasis on design recombination with a symmetrical emphasis on use recombination. While supporting Henfridsson et al.s overall argument, I point out how central parts overlap with and are extended in disciplines outside IS research

Digital Innovation: The Hackathon Phenomenon

date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000date-added: 2015-03-24 04:16:59 +0000 date-modified: 2015-03-24 04:16:59 +0000This work was supported by the Arts and Humanities Research Council, CreativeWorks London Hub, grant AH/J005142/1, and the European Regional Development Fund, London Creative and Digital Fusion

Recombination in the Open-Ended Value Landscape of Digital Innovation

Digital innovation introduces a new open-ended value landscape to anyone seeking to generate or capture new value. To understand this landscape, we distinguish between design recombination and use recombination, explore how they play out together, and redirect the attention from products and services toward digital resources. Digital resources serve as building-blocks in digital innovation, and they hold the potential to simultaneously be part of multiple value paths, offered through design recombination and assembled through use recombination. Building on this perspective, we offer the value spaces framework as a tool for better understanding value creation and capture in digital innovation. We illustrate the framework and offer the early contours of a research agenda for information systems researchers

Roles of Capabilities and Leader Characteristics in SME Digital Innovation

Digital technology (viewed as the combination of information, computing, communication, and connectivity technology) is impacting on the marketplaces that SMEs operate in. Yet, little is understood about how these businesses are adapting to, and adopting, digital technologies and creating digital innovation. Technology can be viewed as an opportunity for SMEs through which to engage in competitive behaviour, cost reduction, audience extension and intelligence gathering. European Commission recognises the SMEs form the backbone of the European economy Qualitative data were gathered from 45 interviews with SME leaders across four European countries and 5 industry sectors. This paper reports on the findings from a research project investigating digital preparedness of European SMEs and specifically the characteristics and capabilities of SME leaders in adopting digital innovation. Insight is outlined through the scope of the research which integrates different countries, sizes of SMEs and industry sectors to provide an holistic view of European SME leader perceptions. General consensus was evident as to the characteristics and capabilities required to create digital innovation in a competitive environment and a tentative framework has been created. This paper contributes to scholarship by providing a more comprehensive view of current European perceptions by SME practitioners concerning the profile of an SME leader undertaking digital innovation. Management implications include that any evaluation of SME digital innovation preparedness should look beyond capabilities and skills sets and include intangible aspects of character such as leaders’ attitudes towards technologies.Universidad de Málaga. Campus de Excelencia Internacional Andalucía Tech

Digital transformation in the arts : a case study

This paper considers the interaction between digital technology and cultural organisations and the challenges and opportunities this presents for practice and for policy. The paper is based on one of eight 'digital R&D' projects supported by NESTA, Arts Council England and the AHRC, designed to analyse the effects of digital innovation in UK arts organisations. The paper focuses on a series of residencies in three UK arts organisations. The research aims to identify the cultural conditions which support or prevent short-term digital innovation becoming 'embedded' in the ongoing practice of a cultural organisation. The paper considers differing practices, attitudes and expectations between creative technologists and arts organisations. These differing 'cultures of innovation' may help us to understand why digital innovations often fail to move beyond temporary and pragmatic problem-solving towards more challenging, transformational effects on organisational strategy and culture

Digital Innovation in Organizational Research: A Systematic Review

As digital technologies penetrate and integrate into the industry, organizations are facing increasing pressures to apply digital innovation to update and transform their business models. To meet the growing need to guide the practice of digital innovation, progress have been made in the theoretical work of digital innovation management. However, due to digital innovation literature is increasing rapidly in recent years and research in different fields and disciplines is so fragmented, scholars are hard to have a general picture of digital innovation research. For the purpose of addressing this gap, this study tried to provide roadmap for the DI studies by answering the those questions: how digital innovation research evolved over time, how to understand the concept of digital innovation, and what research streams and opportunities exist in current digital innovation research. We conducted a systematic review with a hybrid methodology composed of bibliometric analysis and content analysis, covering the period 2010–2019. Results show that the current digital innovation research covers four perspectives: (1) connotation, process and outcome, (2) strategy, (3) resources, (4) organization and culture. Furthermore, we concluded research questions and opportunities for future research in different research fields

Digital Innovation Management and Path Dependence: An Integrated Perspective of Manufacturing Incumbents

Is digital innovation a big chance or a big threat for physical product-centric incumbents? Building on the unique characteristics of digital innovation, new market players can break the dominance of incumbents by providing digitally enabled products with distinct characteristics. Therefore, this paper empirically explores the dynamics within incumbents related to digital innovation management. Qualitative methods are used to systematically and inductively gain insights into how digital innovation is considered in the context of incumbents with physical product-driven business models. We use path dependence theory to explain the findings and support theoretical generalization of our results. The study contributes to the literature on digital innovation, how incumbents manage digital innovation under certain circumstances, and the related impacts on their business model. Further, we suggest three stages of digital innovation management in the context of path dependence

Effect of Managerial Capability and Organizational Capability on Digital Innovation Among Organizations in Sri Lanka

Despite the growing importance of digital innovation to achieve better performance, empirical studies examining different factors that affect digital innovation within organizations are scarce. Further, the findings of existing studies are inconsistent, leading to a knowledge gap within the context. Thus, this research focused on identifying the critical success factors affecting digital innovation from managerial and organizational perspectives. The literature review revealed four factors affecting digital innovation. A new conceptual framework was designed to test the relationships identified, and it was tested using survey data collected from 135 managerial-level employees of organizations that are engaged in digital innovation processes in Sri Lanka. Data were analyzed using the PLS-SEM approach. The findings revealed that top management support and organizational learning had a positive and significant effect on digital innovation. Since there is a dearth of research in the context of digital innovation, the conceptual framework introduced and the findings of the study will encourage organizations to understand and leverage the determinants necessary to foster digital innovation within organizations

From Process to Practice: Towards a Practice-Based Model of Digital Innovation

The ongoing digitalization of many corporate functions, including the innovation process, brings about fundamental changes that urge us to rethink established theories. Facilitating digital innovation requires a deep understanding of the actual practices that are carried out by innovating people with the help of artifacts. In this paper, we study the use of artifacts and illustrate their different roles in the underlying innovation practices to provide rich insights into digital innovation from a practice perspective. Grounded in a nearly three year-long, qualitative case study at two Swiss software companies and an extensive set of empirical data, this paper conceptualizes four interrelated digital innovation practices, namely making sense of an idea, aligning mental models, negotiating solution paths, and crafting an idea. We suggest a practice-based model of digital innovation, specify a set of practices for enabling digital innovation in organizations, and clarify the role of artifacts in digital innovation practices