Nurturing and Leveraging Virtual Communities: A Two-Dimensional Process Model

Despite the optimism surrounding the business potential of virtual communities (VCs), our knowledge of how VCs can be nurtured and leveraged to create value for the organizations that sponsor them is limited. To address this knowledge gap, a two-dimensional process model of the development and leverage of a VC is inductively derived from a case study of one of the most commercially successful VCs in Singapore. The model suggests that different IT competencies drive the development of various VC-enabled capabilities in different stages of VC maturity. Moreover, as the VC becomes increasingly mature, the number of ways in which it can be leveraged for organizational value creation increases. With its findings, this study sheds light on the key mechanisms of VC-enabled organizational value creation, and provides a comprehensive and empirically grounded framework for practitioners to analyze and optimize their investments in VCs

Social Shaping Leadership in Enterprise System Acquisition and Development: The Influence of Reference Users in Xizi Holdings

Acquisition and development remains an important aspect of enterprise systems research. In practice, it means reference users interact in and across organizations to fill gaps in knowledge and offer their experience as models or standards for others. Despite their importance, how reference users influence the acquisition process and the role of IT in its development have received scant attention. This paper presents a study of how reference users shape and lead the acquisition and development of enterprise systems (ES). We derive our findings from investigating and conducting a case study on Xizi Holdings, one of the largest private enterprises in China. Our model deploys a theoretical lens of the social shaping of technology in the context of inter-organizational ES adoption. We build the model on stage-wise observations of the roles that reference users play across the ES acquisition and development process in Xizi, and how Xizi brings together hundreds of autonomous IT systems across 128 subsidiaries under one enterprise-wide vision. Our study model identifies three intermediary mechanisms (i.e., attaching, staging, and shaping of technology) that reference users in the process of negotiating ES acquisition and development enable

Social Shaping of Enterprise System Acquisition and Development: The Influence of Reference Users in XiZi Holdings

In this research-in-progress paper, we present a preliminary model of how reference users shape enterprise systems (ES) acquisition and development based on the case study of Xizi Holdings, one of the largest private enterprises in China. Our model draws on the theoretical lens of the social shaping of technology in the context of streamlining complex packaged ES adoption. The model is built on stage-wise observations of the roles that reference users play across the ES acquisition and development process. Our preliminary model identifies three intermediary mechanisms (i.e. attaching, staging and shaping of technology) that are enabled by reference users in the process of negotiating ES acquisition and development. It contributes to the existing discourse in recent IS research on the expanding role of users in influencing the development of packaged enterprise systems and their acquisition

Developing a Leading Digital Multi-sided Platform: Examining IT Affordances and Competitive Actions in Alibaba.com

In recent times, digital multi-sided platforms (DMSPs) have revolutionized electronic commerce by enabling new forms of competition and collaboration. Existing studies provide useful insights yet do not recognize the role of information technologies (IT) in examining the development of DMSPs. To address this knowledge gap, we conducted a case study of Alibaba.com (henceforth simply Alibaba), the largest online B2B marketplace in the world with over 80 million members. We applied the theoretical notion of IT affordances to examine the possibilities for competitive action at a platform level based on organizational variables and IT features in the context of the environment in which they function. Our findings show that, toward market leadership, Alibaba has developed competitive actions from actualizing IT affordances. At Alibaba, actualizing IT affordances links closely with its defined organizational goals of developing: (1) a collectivist structure, (2) a coopetitive structure, and (3) an autonomous community among platform constituents. Our stage-wise model captures the relational aspects of IT affordances and proposes actionable prescriptions for a DMSP to achieve market leadership

Interdependencies and Collaborative Action for Platform Leadership: A Comparative Analysis of Two Leading Chinese Multi-Sided Digital Platforms

Asia continues to lead e-commerce growth worldwide, with multi-sided platforms like Alibaba.com, 360buy.com and Taobao.com leading the race. Despite their rising prominence, few studies articulate how these multi-sided platforms in Asia service and collaborate with it sides. It is important to learn how platforms encounter and adapt to changing suppliers-platform-customers interactions, to better understand the implications of e-commerce necessary to compete and lead in this digitally enabled landscape. Furthermore, scholars suggest research to discern between modernization of Asia and Westernization. To close these gaps, the authors conduct a case study of two of China’s leading multi-sided digital platforms—A.com and M.com. The researchers cross-examine the development of the two firms since their establishing, focusing on collaborative strategies with their sides and within their business units, through interdependencies and collective action conceptual perspectives. The contributions of this paper are two-fold. Firstly, we introduce a framework that identifies four types (I-IV) of multi-sided platform collaborations. This framework prescribes guidelines to identify and manage different types of collaborative action for strategic planning and operations between platform partners. Secondly, we consolidate four lessons learnt from our data—teach, consolidate, co-opete and ultimately lead—a set of actionable guidelines for platform leadership in the marketplace

Rapid Intrapreneurship with a Human Touch

The pace of change in digital organisations necessitates the adoption of rapid innovation practices. While rapid innovation is typically reactive to external uncertainties and shocks, firms that are capable of generating internal disruptions and innovating quickly can gain a competitive edge. This research investigates the role of intrapreneurship in promoting rapid innovation within an organisation\u27s proprietary framework, employing an employee-led, human-centric approach. To explore this concept, the qualitative case study approach will be utilised, with MoMo, Vietnam\u27s leading E-Wallet, serving as a prime example of an organisation that has successfully implemented such practices. Through an analysis of MoMo\u27s internal processes and culture, this research aims to uncover the factors that contribute to the success of intrapreneurial endeavours and rapid innovation within digital organisations

Managing Organizational Identity Through Ambidextrous Capabilities: A Dual Level Analysis

Organizations need to maintain enduring and stable organizational identity to gain long-term success while must adapt quickly to the increasingly volatile environment as a critical condition for profitability and survival. Such ongoing paradoxical challenge concerning management of organizational identity has been left unaddressed in the existing literature. Drawing on the ambidexterity and organizational identity literatures, this paper proposes two theoretical frameworks to systematically examine how organizations especially in the e-commerce industry should manage their organizational identities by leveraging on four types of balancing modes of ambidexterity. The case of Damai, which is China’s No.1 online ticket seller, was comprehensively analyzed on the basis of these two models. Our study not only contributes to knowledge of organizational identity and ambidexterity but also provides detailed means for practitioners to manage organizational identities at both strategic and operational levels

Delivering Disruption in an Emergent Access Economy: A Case Study of an E-hailing Platform

The growing adoption of platforms such as Uber and Airbnb has contributed to the emergence of an access economy, which has disrupted a number of incumbent industries in the process. In this study, we examine goCatch, one of Australia’s largest e-hailing and ride-sharing multi-sided platforms. From our investigations, we find that the technology affordances of multi-sided digital platforms can help to deliver new commercial services and offerings to consumers of the platform, which enables new forms of consumption and, subsequently, disrupts the incumbent industry. Our findings provide the empirical premise for a model that illustrates the role of technology in enabling consumer recognition, consumer engagement, and consumer transposition in the e-hailing context. For theory, we build on extant literature to identify the forms of motivational affordances leveraged in disruptive platforms and technologies. For practice, we conceptualize the function of technology-enabled gamification as an emergent strategy that one can use to induce consumers to change their behaviors, develop their technical skills and drive innovation that plays a central role in enabling digital disruption. This study also clarifies the relationship between technology affordances and value creation against the backdrop of the emergent access economy

Social Media for Empowerment in Social Movements: The Case of Malaysia\u27s Grassroots Activism

Social media plays an instrumental role in enabling and facilitating social movements. However, this role depends on the complex social issues in a civic community and dynamics of power in movement politics. Existing literature provides little insight into the formative role of social media in social movements; instead, it tends to focus on the informational role and episodic effect of social media in community activism. We present the case of Bersih, a social media-enabled social movement that pushed for electoral reform in Malaysia. The non-partisan community-driven movement exerted public pressure on institutions and gained formal recognition. In this study, we reveal the significant role social media plays in empowering citizens by enabling them to facilitate and coordinate collective action towards producing change in their community. This research is significant in articulating the precise nature of the role of ICT in addressing complex social problems

Exploiting Resource Fluidity for Digital Transformation – A Revelatory Case Study

Digital transformation (DT) is a prevalent phenomenon across multiple industries with substantial impacts at the organizational, industry, and societal levels. Although DT have been explored in various contexts, most studies have taken for granted that the focal organizations could afford and own the human, technological, and monetary resources required for successful DT. However, not all organizations would want to bear the costs of owning these resources, and could seek to access them, but not own them, in a dynamic and transient arrangement. Using the case study of a mega church in New Zealand, we find that successful DT of such organizations is underpinned by attaining resource fluidity, which consists of 3 phases: the (1) Acquisition, (2) Activation, and (3) Application phases. This paper elaborates on each of these phases and presents a framework that could guide organizations to leverage resources they have access to, but not own to enact DT