Evaluating Open Data Innovation: A Measurement Model for Digital Innovation Contests

Digital innovation contests emerge as important intermediaries in open data markets. However the understanding of how contests affect innovation value chains is low and there is a lack of innovation measurement frameworks to support the management of digital innovation contests. Therefore, in this paper we apply design science to design a measurement model for digital innovation contests from the organizer’s perspective that adds to the available knowledge of innovation measurement. We use a recent case of digital innovation contests to motivate the model and discuss its implications on the innovation value chain. The measurement model contributes with new knowledge in the area of open data innovation and provides support for practice in managing innovation through digital innovation contests. For future research we intend to enhance the model to also measure the effects on innovation ecosystems, to operationalize the measures and to evaluate the model in several digital innovation contests as well as to include the perspective of the participants

Digital Technology-driven Business Model Innovations: A Bibliometric Analysis

With the advent of the data age, digital technology has been widely used in business model innovation. To understand the current research situation in the field of digital technology-driven business model innovation and reveal the knowledge structure, research hotspots, and development trends in this research field, this paper adopts statistical analysis, co-citation analysis, cluster analysis and other methods to carry out bibliometric analysis and knowledge mapping on the relevant literature included in the Web of Science database. The research results show that customer relationship management, digital economy and financial service system, sustainable development and digital service innovation, and the competition and cooperation mechanism of enterprises are hot topics in this field. Moreover, digital platform, firm performance, and value creation are the main research directions in the future

Business model innovation and digital transformation in global management consulting firms

Purpose: This paper contains an exploratory analysis of the business model innovations (BMIs) that management consulting firms (MCFs) undertake to remain competitive during digital transformation. Design/methodology/approach: This paper uses data from a longitudinal multiple case study of the European practices of major global MCFs to provide an overview of how they reconfigure their business model (BM) to gain competitive advantages. It maps BMIs in MCFs through value creation innovation, value proposition innovation and value capturing innovation. Findings: There is a shift in value proposition from solely giving advice or supporting information technology (IT) implementation to providing end-to-end digital solutions. To materialize value propositions, MCFs acquire new knowledge and digital assets through talent scouting, and mergers and acquisitions (M&As). MCFs rely heavily on complementary knowledge and capabilities of actors within ecosystems; thus, they focus on expanding, creating their ecosystems and adopting platforms' configuration and characteristics. Research limitations/implications: Inductively, the authors reached an analytical generalization through six propositions and a theoretical frame that embeds propositions in the previous literature. Future research should test them across the overall management consulting industry. Practical implications: MCFs are recognized as drivers of innovation and BMIs in most client firms. However, MCFs are rarely analyzed with respect to their BMIs. Understanding how MCFs innovate their business models (BMs) to provide digital transformation (DT) consulting services is relevant for delivering management innovation across industries. Originality/value: This is the first exploratory study on BMI inside global MCFs during DT

Public Innovation and Digital Transformation

Public innovation and digitalization are reshaping organizations and society in various ways and within multiple fields, as innovations are essential in transforming our world and addressing global sustainability and development challenges. This book addresses the fascinating relationship of these two contemporary topics and explores the role of digital transformation in promoting public innovation. This edited collection includes examples of innovations that emerge suddenly, practices for processing innovations, and the requirements for transformation from innovation to the "new normal". Acknowledging that public innovation refers to the development and realization of new and creative ideas that challenge conventional wisdom and disrupt the established practices within a specific context, expert contributions from international scholars explore and illustrate the various activities that are happening in the world of multiple digitalization opportunities. The content covers public administration, technical and business management, human, social, and future sciences, paying attention to the interaction between public and private sectors to utilize digitalization in order to facilitate public innovation. This timely book will be of interest to researchers, academics and students in the fields of technology and innovation management, as well as knowledge management, public service management and administration.fi=vertaisarvioitu|en=peerReviewed

Public Innovation and Digital Transformation

Public innovation and digitalization are reshaping organizations and society in various ways and within multiple fields, as innovations are essential in transforming our world and addressing global sustainability and development challenges. This book addresses the fascinating relationship of these two contemporary topics and explores the role of digital transformation in promoting public innovation. This edited collection includes examples of innovations that emerge suddenly, practices for processing innovations, and the requirements for transformation from innovation to the ""new normal"". Acknowledging that public innovation refers to the development and realization of new and creative ideas that challenge conventional wisdom and disrupt the established practices within a specific context, expert contributions from international scholars explore and illustrate the various activities that are happening in the world of multiple digitalization opportunities. The content covers public administration, technical and business management, human, social, and future sciences, paying attention to the interaction between public and private sectors to utilize digitalization in order to facilitate public innovation. This timely book will be of interest to researchers, academics and students in the fields of technology and innovation management, as well as knowledge management, public service management and administration

Legal Education: A New Growth Vision: Part III—The Path Forward: Being Both Human and Digital

In the decades ahead, innovative and status quo–breaking law schools will leverage and combine multidisciplinary, multigenerational human expertise with digital platform and artificial intelligence (AI) technologies to create vibrant legal education ecosystems. These combinations will deliver market-valued knowledge and skill transfer and development services that are high-quality, cost-effective, omnichannel, pedagogically sound, data-validated, personalized, on-demand or just-in-time, and multiformat (e.g., hybrid, HyFlex, digitalfirst, digital-live, etc.). Modern business models (e.g., platform and open) will provide these future-focused law schools with solid foundations for reimagining legal education. These agile, shape-shifting programs are also likely to discover diverse revenue opportunities by offering complementary services to adjacent markets. Growth opportunities for inventive law schools abound, so long as entrepreneurial program leaders embrace a human-AI integrated future. Simply put, digital and business model innovations represent the only firewalls to obsolescence. I. Introduction: Platforms Are Eating the World II. Path Forward: Being Both Human and Digital ... A. Envisioning Innovation Mission Trajectories … B. Aligning Action with Innovation Mission Trajectories ... 1. Step 1: Build Multidisciplinary Digital Innovation Teams ... 2. Step 2: Foster Conditions Where Innovation Can Thrive III. Designing Education for the Future ... A. Platform-Based Education ... 1. From Pipeline to Platforms: Business Model ... 2. From Pipeline to Platforms: Teaching and Learning ... 3. Platform Potential: Enhance Program Visibility and Increase Market Share ... 4. Platform Design: Open versus Closed ... B. Data and Metrics ... 1. Data and Learning Metrics: Students and Teachers ... 2. Data and Innovation Metrics: Program and Platforms ... C. Pricing Models, Strategic Cannibalization, and Cost Containment ... 1. Pricing Models and Strategic Cannibalization … 2. Cost Containment and Process Efficiencies ... D. Current Offerings and Room for Growth ... 1. MOOCs: Minimum Viable Products (MVPs) with Promise ... 2. Future of Education: Human Expertise United with Omnichannel Platforms and AI IV. Planning and Moving Forward ... A. Innovation Frameworks ... 1. 70/20/10 ... 2. Three Horizons ... B. Moving Forward ... 1. Day 1 Mindset Shift ... 2. Organizational Shift: Being Both Human and Digital ... 3. OKRs: A Brief Introduction to an Effective and Coherent Transformation Management System … C. Sample Plans V. Conclusions Appendix I: T-Shaped Skills for Knowledge Professionals Appendix II: Multimedia Resources Appendix III: Glossary of Key Term

Innovation Labs for Digital Transformation Strategies and Business Model Innovation in the Digital Age: a Focus on Tourism and Cultural Sector

The research proposes the Innovation Labs as a valuable management initiative to support tourism and cultural organisations in developing Digital Innovation Capacity, fostering Digital Transformation (DT) and Business Model Innovation (BMI). Innovation Labs are innovation management models aimed at fostering creative and critical thinking, driving the organisation in finding the best ways to generate knowledge and digital culture, introduce technologies, digitise operations, and implement digital strategies for continuous and sustainable innovation paths (Santarsiero et al., 2019; 2020). The need for investigating and identifying possible solutions, and governance models, in terms of management initiatives that follow emergent innovation trends, and support tourism and cultural organisations in embracing digital innovation journeys, is having a growing interest, both in scholars and practitioners, especially after the pandemic Covid-19. Tourism and cultural organisations, pursuant their attitude to be a labour-intensive production sector, in which the competitive advantage depends on the differentiation of the tourism product and the humanisation of the offered experiences, resulted as one of the sectors that most repudiate DT, conceiving it as a process that would lead to standardisation and loss of appeal to the end customer. However, nowadays, due to the emerging challenges in the Digital Age that are also affecting the tourism and cultural sector, the need for embracing digital journeys favouring DT and BMI should be considered mandatory to guarantee competitiveness and the gain of a sustainable competitive advantage. The rapid development of digital technologies and solutions, and their democratisation, induced changes in consumers’ and users’ habits and behaviours, resulting in the need for developing new products, services and methods of use based on emerging market needs. In the same way, organisations are asked to become resilient, proactive and able to evolve in the same way the competitive landscape does. After Covid-19, besides, the needs for digital innovation journeys and digital revolutions are even more accentuated, confirming that the pandemic has acted as an accelerator of DT dynamics. The competitiveness and attractiveness of organisations and destinations will therefore depend on the digital innovative capacity and ability of operators and destination managers to rethink the tourist offer according to the new emerging trends and context dynamics. Although the need for embracing digital innovation journeys is crucial, it is not an easy process to manage and exploit. Organisations, indeed, experience several difficulties and innovation barriers. In SMEs, in particular, which represent a typical configuration of tourism and cultural organisations, resistance to innovation, and insufficient skills, finance, culture, attitudes, and often also the time to devote to innovation due to overburden of bureaucratic aspects and various routines, are particularly accentuated. It follows these organisations require forms of support to face these needs and develop an innovative capacity, fostering DT and BMI to improve offers, competitiveness, efficiency, as well as customisation and customer relationships. Despite the relevance of these topics, however, the search for solutions and ways to support tourism and cultural organisations in embracing digital innovation journeys has not structurally explored yet. On this vein, the research aims to explore and investigate, in the field of innovation management, models and approaches to face DT and BMI challenges and opportunities, and thus to investigate the emerging phenomenon of Innovation Labs to understand their management model and assess their suitability for tourism and cultural organisations. In the theoretical section, the study presents a systematic literature review of Innovation Labs to provide a comprehensive understanding of the phenomenon and identify critical patterns according to two main dimensions of analysis: space & infrastructure, and strategy & management. Furthermore, the study utilises a multiple-case study approach to better enrich the insights gathered from the literature, and to propose an Innovation Lab’s working definition and a management framework. The working definition takes into account all the emerging aspects, the new principles and paradigms that are governing the field of innovation management and that become essential for the organisations competing in this scenario. The framework describes key phases and relevant issues for effective management of Innovation Labs as catalysts of DT and BMI. Then, the research applies the proposed framework through an Action Research (AR) project involving an organisation operating in the tourism sector, to assess its efficacy in fostering tourism and cultural organisations’ digital innovation journeys. The research contributes to enrich knowledge and build theory in the field of Innovation Labs and tourism innovation management. In particular, the study led to developing theories on the contributions of Innovation Labs in fostering DT and BMI in tourism organisations. A further framework explaining the business model’s dimensions on which DT processes impact thanks to these initiatives has been proposed. Lastly, the analysis of the AR project compared Innovation Labs’ management framework with change management frameworks to detect alignments and to highlight insights to support researchers in considering the model as a tool to support innovation dynamics in times of crisis. This research also has relevant practical implications since it provides managers and practitioners with an overview of the dimensions to be considered while designing and managing an Innovation Lab to develop digital innovation capacity and foster DT and BMI. Expressly, managers and practitioners are provided with a framework supporting them designing and exploiting management initiatives aimed at embracing digital innovation journeys to generate marketable digital solutions, improve performance and develop a mindset continuous learning and innovation. The study also reveals some limitations that may address future research. Further empirical, also quantitative, investigations could be developed to extend the sample and to allow a comprehensive validation of the Innovation Lab’s management framework, focusing the research also on the evaluation of Innovation Labs’ activities

Digital Transformation and The Changing Shape of Quality Management Practices

The main purpose of this paper is to explore how digital transformation influences and changes quality management practices adopted by the organisation. The methodology employed in this study is qualitative content analysis with open coding of selected literature followed by an empirical study in three logistic companies. Quality management practices related to leadership and culture, strategy, customer focus, improvement, relationship management, organisation and people, decision-making and processes are likely to transform with the integration of digital technologies. Innovation and digitalisation itself have all prospects to become a new addition to the core quality management concept. This study reviewed the general influence of digital transformation on quality management practices. The impacts of particular digital technology integration, such as blockchain, Internet of Things, robotics, etc. on quality management practices were not considered. The future research can be conducted on aspects of digitalisation of quality management systems and on the role of quality management practitioners in digital transformation. This study could be beneficial for the managers of organisations and quality professionals considering different aspects of digitalisation and adoption of digital technologies in their companies. This paper adds to the general knowledge about the relations between quality management and digital transformation which are not studied widely enough in the existing literature. The findings of the study provide a new insight on quality management in the light of digital transformation

Perkembangan Berbagi Pengetahuan Pada Pendidikan Jarak Jauh

The development of knowledge sharing in distance education has become a significant topic in the era of globalization, supported by innovation and technological advancements. Open University (UT) is an educational institution that adopts a distance education model and utilizes information technology as a learning medium. UT employs various forms of e-learning, such as online tutorials, television programs, web resources, digital libraries, and more, to facilitate interaction among students, course materials, tutors, and fellow students. This article delves into how knowledge sharing management is crucial in the context of distance education, drawing insights from UT's instructional model and knowledge management theory. Knowledge management is considered essential for enhancing student performance during the learning process and in their future careers. The article also outlines how information technology serves as a tool to facilitate knowledge sharing in distance education. This research offers valuable insights into how knowledge management and knowledge sharing can be applied within the realm of distance education, particularly at institutions like Open University. It serves as a guide for other educational organizations seeking to enhance the effectiveness of their distance learning programs by implementing principles of knowledge management and information technology

Architecture Strategy and Business Technology Management for Digital Leaders

We invite Information Systems (IS) educators, program chairs, and school executives to discuss and explore how to best prepare the next generation of digital leaders, in particular architecture strategy as enabler of digital transformation and innovation. Global companies proceed with Digital Transformation as a strategy to improve their business model with digital platforms efficiency to enhance competitive. Previous research has identified leadership as one critical success factor for Digital Transformation strategy. To stimulate this discussion, they will discover the Architecture Strategy of Digital Transformation with Adaptive Integrated Digital Architecture Framework (AIDAF) and Business Technology Management (BTM), a Canadian program accreditation standard, as well as a Body of Knowledge (BOK) outlining a vision for future digital leadership competencies. This workshop will allow for a review of various digital leadership competency frameworks and engage participants to become active contributors in their development, reuse, and adoption by IS programs internationally