Challenges and Dilemmas in Open Innovation: Ambidexterity as Management Approach

What are the relevant management challenges for open innovation, and how do companies tackle these challenges? This study adds to the research of open innovation management by investigating different management dimensions and their inherent dilemmas. By applying the concept of organizational ambidexterity as an approach to pursue apparently conflicting objectives, we extend previous research in two key aspects: First, in contrast to most studies we do not focus on a single management dimension but consider a wider set of dimensions which we found evidence to be relevant for open innovation. Second, unlike previous studies which consider ambidexterity for managing open innovation, we do not limit our discussion to ambidexterity as a whole but consider different modes of ambidexterity. Our findings support this approach: We find structural ambidexterity for the degree of innovation, organizational configuration, intellectual property management and motivation. We also find temporal and contextual ambidexterity in two additional dimensions

The Cultural History of Modern Britain: Some Methodological Reflections

Paper by Martin J. Wiene

The Transmission of Control in Information Systems Projects

Control transmission represents a central problem in any type of organization. However, while prior research has extensively studied the factors influencing the choice of control modes as well as the effects and dynamics of control, the transmission of control from controller to controllee has been largely neglected in the project control literature. Our study addresses this gap by examining in-depth the transmission of control in a large IS project involving multiple control dyads. Our preliminary results suggest that outcome control transmits well through the entire project hierarchy (i.e., between senior managers and project managers as well as between project managers and project team members), while behavior control only transmits well between project managers and project team members

Key Differentiators of Open Innovation Platforms – A Market-oriented Perspective

Within the open innovation debate, significant attention has beenpaid to the fact that customers can be a useful source for bringingnew ideas and concepts into a company. In this context, onlineplatforms have become a widely used instrument to facilitateinteraction between companies and customers. While priorliterature discusses various aspects of open innovation platforms,a market-oriented analysis covering all types of platforms for ideacreation and concept development seems to be still missing. Byevaluating a total of 44 different innovation platforms, we identifythe degree of interrelation between five major platform attributesand develop two key differentiating dimensions: The platformoperator (company vs. third party) and the platform purpose (findsolutions vs. understand customers). The resulting classificationmatrix highlights a newly emerging category of online openinnovation platforms, opening the field for deeper investigation infuture research

Online Labor Platforms and the Role of Job Security and Compensation (Mis)Fits for Gig Workers

Online labor platforms (OLPs) use algorithms to manage their workers. Prior research has examined how OLP management shapes workers’ attitudes, implicitly assuming that workers have the same preferences. However, research has largely neglected the role of (mis)fits between what workers need and what they receive from OLPs. Therefore, we conducted a survey with 121 Mechanical Turk workers and used polynomial regression analysis of workers’ actual needs and perceived OLP supplies. Our results suggest that higher job security fit decreases perceived exploitation and increases system satisfaction, whereas higher compensation fit decreases perceived exploitation. In addition, we find that job security misfit has decreasing marginal effects on perceived exploitation and increasing marginal effects on system satisfaction. Overall, we contribute to a more nuanced understanding of workers’ reactions to the design of OLPs by shedding light on the interplay between what gig workers need and what they perceive to receive from such platforms

Technology-Enabled Control: Effectiveness, Socio-Emotional Consequences, and Ethical Dilemmas

This research study explores the use of technology in managerial control processes, referred to as technology-enabled control (TEC)

Reverse Presentations - A Client-Driven Method for Requirements Engineering in Offshore Software Development

Reverse Presentations is a method for requirements validation in offshore software development. In this paper, the authors present and conceptually refine this method and carry out an initial evaluation. The method provides cross-phase support and is characterized by a structured and iterative validation process. In contrast to existing methods, it focuses on the client perspective and takes into account social distance challenges. The method aims at creating a common understanding of the future system by means of “reverse presentations”. This core element of the method facilitates the transfer of knowledge across social worlds for validation purposes. Case studies with clients confirm that the method fits well with the offshore software development context. The cases point to the method’s positive impact on the interorganizational interaction and control

THE ROLE OF FORMAL CONTROL IN FACILITATING CULTURAL CONTROL

Prior literature has produced two theoretically opposing perspectives on the relationship between clan control, a type of cultural control, and formal control. Some researchers view formal control as the antithesis of clan control, while others suggest that formal control facilitates clan control. In this research-in-progress paper, we argue that formal control and clan control can be both substitutes and complements, depending on the type of formal control used by the project manager. In particular, we suggest that the use of behavior control inhibits clan control, while the use of input and outcome control facilitates clan control. Suggestions for future work are discussed

Technology-mediated Control: Case Examples and Research Directions for the Future of Organizational Control

This study explores the emerging topic of technology-mediated control (TMC), which refers to an organization’s using digital technologies to influence workers to behave in a manner consistent with organizational objectives. The popular press has discussed many mobile apps, digital sensors, software algorithms, and other technologies that support, or automate, managerial control processes. Building on the rich history of research on organizational and information systems (IS) control and on ubiquitous technology, we explore how TMC approaches have increasingly begun to replace traditional, face-to-face control relationships. In particular, we analyze four illustrative case examples (UPS, Uber, Rationalizer, and Humanyze) to propose a detailed research agenda for future study in this important new topic area