Digital innovation in law dirms: The dominant logic under threat

Creativity and Innovation Management published by John Wiley & Sons Ltd. This paper focuses on the impact of digitalization in the legal industry. The legal industry is highly institutionalized and has for long been unaffected by external changes. This has enabled the development of a strong institutional logic that has dictated homogeneous practices in law firms and limited their room for innovation. However, this seems about to change. Through a qualitative case study of the Swedish legal industry, this paper shows that new practices, enabled by digitalization, challenges common practices and puts the dominant logic under threat. By applying an institutional logics perspective to recent changes, this paper contrasts the enactment of the dominant logic with innovative practices and shows that digitalization has created institutional complexity, where digital pioneers respond to digital opportunities differently than incumbents. This paper also explains why and highlights the emergence of hybrid firms that successfully combine elements of the dominant logic with innovation. Consequently, this paper contributes to our understanding of digital innovation and digital transformation within highly institutional industries

Internationalization Strategies to Replicate in Design and Consulting Engineering Services Firms Related to the Energy Industry

Based on a case study of a Colombian company, HMV Ingenieros Ltda, this article aims to analyze different strategies for expanding consulting and design engineering firms related to the energy industry. Variables taken from internationalization theories, such as the Eclectic paradigm, the Uppsala model, and the five competitive forces, are considered in a longitudinal case study to determine the industry best practices for consulting and design engineering firms. As the focus on these services is relatively new in internationalization and competitiveness studies, this study is believed to be of great interest for research purposes. © 2016, Copyright © Taylor & Francis Group, LLC

Knowledge Sharing Barriers of Acquisitioned Growth: A Case Study from a Software Company

Acquisition as a growth strategy is often burdened by subsequent unsatisfactory performance. The literature suggests that a potential cause is mismanagement of knowledge. Such mismanagement may occur if the barriers to knowledge sharing in acquisitioned growth are not adequately understood. Hence, the aim of this study is to improve understanding of the potentially most restrictive knowledge sharing barriers in acquisitioned growth. It does so through a case study in the context of the software business. The findings of the study will help companies with a strategy of growing through acquisitions to better prepare for the challenging task of managing such growth. The paper also contributes to the literature on knowledge management by defining knowledge sharing barriers in the context of acquisitioned growth in the software business. A contribution to growth literature is made by touching on the issue of the management of acquisitions from the perspective of knowledge management, and especially knowledge sharing