Organizing for Digital Innovation and Transformation: Bridging Between Organizational Resilience and Innovation Management

Increased digitalization offers today’s organizations novel opportunities to enhance value propositions for customers, but also poses significant challenges for traditional businesses. To navigate through the difficult process of digital transformation in this turbulent environment, organizations need to integrate successful innovation management practices and build organizational resilience. In this paper, we propose a conceptual framework that bridges between these two constructs: We describe innovation management as the continuous activity of anticipating and responding to ongoing trends in an organization’s environment through innovation, whereas we understand organizational resilience as the capability to adapt or transform an organization’s business. By analyzing two illustrative cases, we find indications that a successful digital transformation is not possible without one or the other. Furthermore, we contribute key factors for building organizational resilience and showcase two examples of how to leverage organizational resilience by transforming business models through digital innovation and, thus, avoiding the innovator’s dilemma

Understanding Car Data Monetization: A Taxonomy of Data-Driven Business Models in the Connected Car Domain

Data monetization has proven to be one of the most viable profit pools across industries. As vehicles become increasingly connected, leveraging their collected data through novel business models is the most promising value driver for automotive enterprises. Despite the increasing practical relevance, theoretical and conceptual insights on connected cars and their associated business models are still scarce. Thus, we develop a taxonomy of data-driven business models in theconnected car domain according to four perspectives—value proposition, value architecture, value network, and value finance. Further, we apply the taxonomy to analyze the business model of 70 companies acting under the realm of connected cars. A subsequent evaluation indicates both the robustness and general feasibility of our taxonomy. Our taxonomy contributes to descriptive knowledge in this emerging field and enables researchers and practitioners to analyze, design, andconfigure data-driven business models for connected cars

An Affordance-Actualization Perspective on Smart Service Systems

Smart physical products increasingly shape a connected IoT world and serve as boundary objects for the formation of ‘smart service systems’. While these systems bear the potential to co-create value between partners in various industries, IS research still struggles to fully capture the phenomenon to support successful digital innovation in IoT settings. In our work, we analyze the phenomenon of smart service systems taking an affordance-actualization perspective. Based on a qualitative content analysis of a multi-case study, we identify elements and propositions to build mid-range theoretical knowledge for smart service systems. We suggest that providers and users of smart products not only realize their own affordances via their actions but might also affect the immediate concrete outcomes of partners. The developed theoretical framework and six distinct propositions should build the theoretical base for further research into the phenomenon in IS research

An Affordance-Actualization Perspective on Smart Service Systems

Smart physical products increasingly shape a connected IoT world and serve as boundary objects for the formation of ‘smart service systems’. While these systems bear the potential to co-create value between partners in various industries, IS research still struggles to fully capture the phenomenon to support successful digital innovation in IoT settings. In our work, we analyze the phenomenon of smart service systems taking an affordance-actualization perspective. Based on a qualitative content analysis of a multi-case study, we identify elements and propositions to build mid-range theoretical knowledge for smart service systems. We suggest that providers and users of smart products not only realize their own affordances via their actions but might also affect the immediate concrete outcomes of partners. The developed theoretical framework and six distinct propositions should build the theoretical base for further research into the phenomenon in IS research

From Personal Data to Service Innovation – Guiding the Design of New Service Opportunities

Stimulated by an ongoing digital transformation, companies obtain a new source for digital service innovation: The use of personal data has the potential to build deeper customer relationships and to develop individualized services. However, methodological support for the systematic application of personal data in innovation processes is still scarce. This paper suggests a comprehensive approach for service design tools that enable collaborative design activities by participants with different data skills to identify new service opportunities. This approach includes the systematic development of customer understanding as well as a process to match customer needs to existing personal data resources. Following a design science research approach, we develop design principles for service design tools and build and evaluate a service opportunity canvas as a first instantiation

GESCHÄFTSMODELLE 4.0: Baukasten zur Entwicklung datenbasierter Geschäftsmodelle

Die Digitalisierung ermöglich Unternehmen den Zugriff auf einen neuen Schatz an Ressourcen: Daten. Doch wie sind diese Daten wirtschaftlich zu nutzen? Das Praxishandbuch zeigt Ihnen, wie Sie datenbasierte Geschäftsmodelle entwickeln, um gezielt einen strategischen Wettbewerbsvorteil aufbauen zu können. Hierfür steht ein Baukasten aus methodischen Werkzeugen zur Verfügung, welcher Sie Schritt für Schritt durch die Entwicklung Ihres individuellen datenbasierten Geschäftsmodells führt

Creating customer value from data: foundations and archetypes of analytics-based services

The digital transformation offers new opportunities for organizations to expand their existing service portfolio in order to achieve competitive advantages. A popular way to create new customer value is the offer of analytics-based services (ABS)—services that apply analytical methods to data to empower customers to make better decisions and to solve complex problems. However, research still lacks to provide a profound conceptualization of this novel service type. Similarly, actionable insights on how to purposefully establish ABS in the market to enrich the service portfolio remain scarce. We perform a cluster analysis of 105 ABS and triangulate it with a revelatory case study to identify four generic ABS archetypes and to unveil their specific service objectives and characteristics. We also isolate essential factors that shape decision-making regarding the choice of adequate archetypes and subsequent transitions between them. The detailed characterization of different ABS types contributes to a more profound theorizing process on ABS as well as provides a systematization for strategic opportunities to enrich service portfolios in practice