Analyzing Dynamic Capabilities in the Context of Cloud Platform Ecosystems - A Case Study Approach

Dynamic capabilities (DCs) refer to a firm’s abilities to continuously adapt its resource base in order to respond to changes in its external environment. The capability to change dynamically is crucial in business ecosystems that are composed of a variety of actors. Amazon Web Services (AWS), the leader in the cloud platform industry, is a promising cloud platform provider (CPP) to show a high degree of dynamic capability fulfillment within its highly fluctuating ecosystem. To date, the full scope of dynamic capabilities in cloud platform ecosystems (CPEs) has not been fully understood. Previous work has failed to deliver a combined perspective of explicit dynamic capabilities in cloud platform ecosystems applied on an in-depth practical case. With our mixed-method case study on the AWS ecosystem we deliver a thorough understanding of its sensing, seizing and transforming capabilities. We generate a set of strategy management frameworks that support our expectations, lead to unexpected insights and answer the questions of what, how, why and with whom AWS uses DCs. In detail, we provide an understanding about DC chronological change, DC network patterns and DC logical explanations. Our research is based on a self-compiled case study database containing 16k+ secondary data pages from interviews, blogs, announcements, case studies, job vacancies, etc. that we analyze qualitatively and quantitatively. We find out that AWS develops and holds a large set of interacting dynamic capabilities incorporating a variety of ecosystem actors in order to sustain tremendous customer value and satisfaction. The thesis infers significant theoretical and practical implications for all CPE actors, like partners, customers, investors and researchers in the field of IT strategy management. Managers of all CPE actors are encouraged to critically evaluate their own maturity level and complement a CPP’s DC explications in order to boost business by implementing sensing, seizing, transforming and innovating capabilities. Keywords: Dynamic Capabilities, Cloud Platform Ecosystems, Innovation Capabilities, Mixed-Methods Case Study, Amazon Web Service

Skilling up for CRM: qualifications for CRM professionals in the Fourth Industrial Revolution

The 4th industrial revolution (4IR) describes a series of innovations in artificial intelligence, ubiquitous internet connectivity, and robotics, along with the subsequent disruption to the means of production. The impact of 4IR on industry reveals a construct called Industry 4.0. Higher education, too, is called to transform to respond to the disruption of 4IR, to meet the needs of industry, and to maximize human flourishing. Education 4.0 describes 4IR’s impact or predicted impact or intended impact on higher education, including prescriptions for HE’s transformation to realize these challenges. Industry 4.0 requires a highly skilled workforce, and a 4IR world raises questions about skills portability, durability, and lifespan. Every vertical within industry will be impacted by 4IR and such impact will manifest in needs for diverse employees possessing distinct competencies. Customer relationship management (CRM) describes the use of information systems to implement a customer-centric strategy and to practice relationship marketing (RM). Salesforce, a market leading CRM vendor, proposes its products alone will generate 9 million new jobs and $1.6 trillion in new revenues for Salesforce customers by 2024. Despite the strong market for CRM skills, a recent paper in a prominent IS journal claims higher education is not preparing students for CRM careers. In order to supply the CRM domain with skilled workers, it is imperative that higher education develop curricula oriented toward the CRM professional. Assessing skills needed for specific industry roles has long been an important task in IS pedagogy, but we did not find a paper in our literature review that explored the Salesforce administrator role. In this paper, we report the background, methodology, and results of a content analysis of Salesforce Administrator job postings retrieved from popular job sites. We further report the results of semi-structured interviews with industry experts, which served to validate, revise, and extend the content analysis framework. Our resulting skills framework serves as a foundation for CRM curriculum development and our resulting analysis incorporates elements of Education 4.0 to provide a roadmap for educating students to be successful with CRM in a 4IR world

Automation of the Continuous Integration (CI) - Continuous Delivery/Deployment (CD) Software Development

Continuous Integration (CI) is a practice in software development where developers periodically merge code changes in a central shared repository, after which automatic versions and tests are executed. CI entails an automation component (the target of this project) and a cultural one, as developers have to learn to integrate code periodically. The main goal of CI is to reduce the time to feedback over the software integration process, allowing to locate and fix bugs more easily and quickly, thus enhancing it quality while reducing the time to validate and publish new soIn traditional software development, where teams of developers worked on the same project in isolation, often led to problems integrating the resulting code. Due to this isolation, the project was not deliverable until the integration of all its parts, which was tedious and generated errors. The Continuous Integration (CI ) emerged as a practice to solve the problems of traditional methodology, with the aim of improving the quality of the code. This thesis sets out what is it and how Continuous Integration is achieved, the principles that makes it as effective as possible and the processes that follow as a consequence, to thus introduce the context of its objective: the creation of a system that automates the start-up and set-up of an environment to be able to apply the methodology of continuous integration

Developing digital transformative capabilities of industrial businesses by leveraging the industrial internet of things

Industrial businesses are going through a period of digital disruption and firms are under severe pressure to undertake Digital Transformation and leverage the Industrial Internet of Things (IIoT). Yet, there is next to no scholarly guidance for such an endeavour. Most industrial firms are developing their Digital Transformation strategies, however, they are not sure what kind of capabilities they should develop for such transformation. Though there is limited academic literature about Digital Transformation and how firms are developing digital transformative capabilities, a systematic literature review was performed to disentangle capability transformation processes and how firms are developing dynamic capabilities to remain competitive in a high-velocity environment. The current study extended dynamic capability theory and proposed digital transformative capabilities (DTCs) for Digital Transformation. To understand the IIoT landscape and how it influences Digital Transformation, an industry review was performed. The research was conducted in two phases. Based on the literature review and industry review, in the first phase, two qualitative exploratory studies were performed. The preliminary exploratory study was conducted to get an understanding of the IIoT landscape and how firms were developing capabilities for transformation. Based on the insights from preliminary exploratory study, a detailed exploratory study was performed which revealed critical themes for Digital Transformation and, based on these themes, a conceptual framework for Digital Transformation was derived. The conceptual framework was divided into two models. The front-end model viii identified three DTCs (Business Model Transformation, Operating Model Transformation and Cultural Transformation), three inputs (Digital Twin, Digital Thread and Digital Mindset) and the factors influencing the DTCs. The back-end model examined the influence of DTCs on dynamic capabilities, which may be indicative of digital transformation in a company. In the second phase, these two models were tested through a quantitative analysis, utilizing data generated from 107 respondents from 87 industrial companies via a self-reported online questionnaire and the application of multiple linear regression analysis. The Digital Twin is widely touted as an important input for DTC but the result did not support that. Digital Thread as an input for DTC was supported and Digital Mindset as an input for DTC was partially supported. Using moderator analysis, important insights were identified. The moderators, Technology Turbulence, Market Turbulence, Competitor Turbulence and Path Dependency had some positive moderation effects. The positive influence of ‘DTC – Business Model Transformation’ on dynamic capabilities which may be indicative of digital transformation in a company was not supported. However, the positive influence of ‘DTC – Operating Model Transformation’ was supported and ‘DTC – Cultural Transformation’ was partially supported. The moderation effects of ecosystem partnership and resource scarcity and constraints were partially supported, and the moderation effects of customer and market demands and digital commitment were not supported or refuted.</div

Developing Business Architecture for SMEs: A Strategic Tool for Capability Orchestration and Managing Dynamisms

Small and Medium Enterprises (SMEs) are increasingly faced with competitive pressure due to swift and constant change to the dynamic and highly interconnected environment in which they operate. Competing in this dynamic ecosystem, SMEs need a strategic tool for managing co-evolution with the dynamic environment in order to create sustained value. Drawing from the specific SME characteristics operating in a collaborative network ecosystem of firms, this paper elicits the specific strategic management requirements that need to be satisfied by a Business Architecture. Extensive exploratory literature review and semi-structured interviews are used to explicate the underlying drivers of SME’s requirements for business architecture that need to be addressed by the requisite BA practice. The paper finds that, the BA practice must possess the capabilities to guide and assist the SMEs to adapt with the dynamic collaborative ecosystem of firms and sense, leverage and orchestrate the network of resources and ICT capabilities to create sustained value. This paper concludes with some guidelines for developing the business architecture-enabled journey toward creating sustained value within the said dynamic ecosystem

Internet of things

Manual of Digital Earth / Editors: Huadong Guo, Michael F. Goodchild, Alessandro Annoni .- Springer, 2020 .- ISBN: 978-981-32-9915-3Digital Earth was born with the aim of replicating the real world within the digital world. Many efforts have been made to observe and sense the Earth, both from space (remote sensing) and by using in situ sensors. Focusing on the latter, advances in Digital Earth have established vital bridges to exploit these sensors and their networks by taking location as a key element. The current era of connectivity envisions that everything is connected to everything. The concept of the Internet of Things(IoT)emergedasaholisticproposaltoenableanecosystemofvaried,heterogeneous networked objects and devices to speak to and interact with each other. To make the IoT ecosystem a reality, it is necessary to understand the electronic components, communication protocols, real-time analysis techniques, and the location of the objects and devices. The IoT ecosystem and the Digital Earth (DE) jointly form interrelated infrastructures for addressing today’s pressing issues and complex challenges. In this chapter, we explore the synergies and frictions in establishing an efficient and permanent collaboration between the two infrastructures, in order to adequately address multidisciplinary and increasingly complex real-world problems. Although there are still some pending issues, the identified synergies generate optimism for a true collaboration between the Internet of Things and the Digital Earth