Commercialization of university innovative developments: a retrospective analysis of theoretical approaches to research

This study discusses a brief summary of a retrospective content analysis of scientific literature related to the commercialization of university scientists innovative development

Inter-organizational Information Technology and Joint Competitive Advantages: An Integrative Model of Co-creating IT value

The purpose of this paper is to facilitate knowledge accumulation and creation concerning IS research by summarizing an extension of the resource-based view and IT value literature. We define several constructs, including, inter-organizational IT resources & capabilities, and IT co-creating rents and illustrate a typology of inter-organizational IT resources and their attributes. Finally, we develop a conceptual model of co-creating IT value that integrates the above constructs. Our analysis provides a blueprint to examine the relational rents impacts of inter-organizational IT and motivates research incorporating the RBV and the extended RBV in the field of IS

Open Co-creation Coming of Age: the Case of an Open Services Experiment

Co-creation has mostly been studied in the context of a single firm and in dyadic relationships, but much less in environments with multiple parties. In this article, we focus on open IT-based co-creation - a phenomenon at the intersection of co-creation, open innovation, and platform literature - and the organizational capabilities required to get the most out of it. We do this by investigating the revelatory case of a public employment service that opened internal IT services through co-creation with external organizations. Based on an embedded case study, we aim to explore the capabilities that help public services and their partners to be successful at open IT-based co-creation. In this research in progress, we focus primarily on the research design and already share some preliminary results

Hypercompetition in the ERP Industry: It takes all the running to stay in place

Applying the Red Queen Theory (RQT), the study posits that an enterprise resource planning (ERP) software vendor counters the Red Queen Effect (RQE) in the hypercompetitive ERP industry by strategically aligning itself with multiple partners to form an ecosystem that can be leveraged for growth, provide multiple opportunities for innovation, and produce and deliver a product to its customers. By carrying out a cross-case analysis of ERPCorp, its partners and rivals based on multiple qualitative interviews, the paper shows that ERPCorp was able to survive the entry process as well as adapt and avoid the competency trap by using a partner network to sell, implement and develop complementary offerings. The key finding is that in order to survive the “race”, ERPCorp has to adopt new strategies to match or exceed the actions of its rivals which creates various tensions with partners, thus requiring the ability to manage an inter-organizational network effectively

Three Empirical Studies on Digital Innovation Management: New Organizing Logic of Antecedents and Consequences of Innovation

In the last decade, innovation has undergone considerable changes in most industries. Digital innovation may represent the use of digital technology in the innovation process or to the end outcome of innovation. Over the years, innovation has become open, global, and collaborative in nature and involves diverse stakeholders and distributed innovation processes (Nambisan 2013; Nambisan et al. 2017). The importance of innovation will continue to grow in the future, as the business environment becomes increasingly uncertain and competitive. With the rapid development of digitized technologies, in addition to innovation outcomes such as new products, platforms, and services, IS researchers have developed an emerging interest in innovation process describing the diffusing, assimilating, or adapting of information technologies in various contexts. As the management of digital innovation becomes more complex and distributed, besides focusing on internal dynamics within firm boundaries, external dynamics also increases in importance. Therefore, this dissertation aims to examine the new organizational logic of digital innovation management, investigating its antecedents and consequences. In particular, Essays 1 and 2 examine internal dynamics, emphasizing the impact of key antecedents such as IT diversification, business diversification, IT-enabled capabilities, and business strategy. Essay 3 goes further to shed light on external dynamics of IT infrastructure governance and environmental uncertainty on the relationship between innovation and firm performance

Championing Digital Innovation Success: The Role of CDOs

The disruptive nature of digital innovation has led incumbent organizations to face enormous challenges and pressure. To address the fundamentally new nature of digital innovations, incumbents have established new managerial roles, such as Chief Digital Officers (CDOs), to champion innovation. We explore the role these innovation champions play for digital innovation success and argue that internal reorganization and the sourcing of external knowledge constitute important mechanisms through which CDOs might contribute to organizations’ digital innovation success. We will empirically test our proposed research model using longitudinal data on the world’s largest companies. Our study is expected to contribute to literature on knowledge recombination and innovation management by examining how innovation champions at the C-level use internal reorganization and sourcing of external knowledge to enhance digital innovation success

Towards Understanding IT Value Co-creation in Crowdsourcing: the Multiple Stakeholders’ Perspective

Contemporary business environment involves IT being invested and shared by multiple stakeholders in collaborative, platform-based, and relational arrangements where the objective is to co-create value. Traditional IT enabled business value therefore has been extended towards IT value co-creation that involves multiple stakeholders. In this paper, we present a conceptual development of IT-based value co-creation in the context of online crowdsourcing. Based on the existing literature, we have distinguished multiple crowdsourcing types (models) by analyzing attributes of crowd, the roles of the client, the platform and the crowd that act as key stakeholders in the value co-creation process, and describe the major interactions between the main stakeholders. Our conceptual development is suggesting different combinations of value co-creation layers to be evident in different crowdsourcing models

Competitive Impacts of IT Innovation: An Empirical Analysis of Software Patents in the IT Industry

We investigate the impact of a firm’s software patents on rivals’ market value using data from the US IT industries. Theoretically, there are two countervailing forces influencing the competitive impact of software patents: market-stealing and spillover. Therefore, the net impact of a firm’s software patents on rivals depends on the relative magnitude of these two forces, and is essentially an empirical question. We find that a focal firm’s software patent stock is negatively associated with its rivals’ market value. In addition, we find interesting moderating effects of two factors: hardware patent stock and competitive intensity. Our results indicate that the focal firm’s hardware patent stock amplifies the negative impact of its software patent stock on rivals’ market value. Furthermore, we find that the competitive intensity of the industry mitigates the competitive impact of software patent stock

Achieving Value Co-creation in IT Outsourcing

Over the past few decades, information technology outsourcing has become a widely used and researched means for enterprises to enhance their performance. As future collaboration is the most desirable outcome between enterprises and IT outsourcing vendors, the purpose of this study is to construct a new model to examine: 1) whether information technology outsourcing satisfaction impact future collaboration, 2) whether value co-creation impact outsourcing satisfaction, 3)which factors influence value co-creation, and 4) whether trust influence enterprises’ commitments. This research assumes that: 1) trust predicts enterprises’ commitments; 2) customer orientation and participation, service quality, communication culture, and enterprises’ commitment predicts value co-creation; 3) value co-creation predicts information technology outsourcing satisfaction, 4) information technology outsourcing satisfaction predicts future collaboration. This model will allow enterprises and information technology outsourcing vendors to identify factors that can increase the chances for future collaboration. To achieve this goal, this research applied structural equation modelling, using Smart Partial Least Square (SmartPLS) software, as a method to empirically validate the model through a survey analysis containing 213 CEO or senior managers’ opinions obtained through valid measurements. The actual sampling yielded 207 useful questionnaires with a valid response rate of 97%. The results of this article show that trust strongly positively influences normative commitment, continuance commitment, and affective commitment; seven factors of customer behaviours and beliefs (such as: customer orientation and participation, service quality, communication culture, normative commitment, continuance commitment, and affective commitment) positively influence value co-creation; value co-creation strongly positively influences information technology outsourcing satisfaction; and information technology outsourcing satisfaction strongly positively affects future collaboration. The implications of this study and future work are also presented