Veröffentlichungen von Axel Hund

Journal-Artikel (Peer Reviewed)

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2021)
Digital Innovation: Review and Novel Perspective
Forthcoming in: The Journal of Strategic Information Systems (VHB-JOURQUAL 3 Rating: A )

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While research has produced valuable insights about digital innovation, we lack a comprehensive understanding about its core nature, and research across disciplinary boundaries lacks integration. To address these issues, we review 227 articles on digital innovation across eight disciplines. Based on our findings, we (1) inductively develop a new definition and propose a new framing of current conceptualizations of digital innovation, (2) organize central concepts of the literature on digital phenomena and show how they intersect with our conceptualization, and (3) develop a framework to organize digital innovation research according to five key themes. We conclude by identifying two particularly promising areas of future research.

Mattke, J., Maier, C., Hund, A., and Weitzel, T. (2019)
How an Enterprise Blockchain Application in the U.S. Pharmaceuticals Supply Chain is Saving Lives
MIS Quarterly Executive (18:4), (p. 245 - 261), (VHB-JOURQUAL 3 Rating: B)

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This article describes the MediLedger Project, which has built a blockchain ecosystem application that will prevent counterfeit pharmaceuticals from entering the U.S. pharmaceuticals supply chain. From the lessons learned, we recommend to 1) use a "benevolent dictator" and base governance on "consensus through collaboration", 2) to not store verified transactions on the blockchain but to instead store the verification on the blockchain, 3) to use zero-knowledge proofs to verify product and transaction authenticity while preserving full privacy 4) and to use blockchain application capabilities that are not found in traditional technologies, to fix ineffective IS landscapes.

Konferenz-Artikel (Peer Reviewed)

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2022)
Organizational Identity in the Digital Era
Proceedings of the 55th Hawaii International Conference on System Sciences (HICSS), Hawaii

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The perception of an organization is largely based on its identity, which determines how it is expected to act. Yet, digital technology often creates situations where organizations experience conflicting demands from different stakeholders. Over time, organizations are there-fore forced to take actions that may not be consistent with their identity and mission, and must find ways to pursue multiple - sometimes conflicting - goals simulta-neously. Our study examines how organizations frame their identity and discusses how different framings may help addressing different needs while remaining con-sistent with the initial identity. Our findings allow us to contribute to extant literature by: (1) Identifying differences in the framing of organizational identities with re-gard to focus on Purpose, Strategic Boundaries, Value Propositions, and Value Statements. (2) Discussing the implications of our findings for the current literature dealing with the "identity-challenging" nature of digital technology. (3) Outlining promising research questions for future research.

Hund, A., Graser, H., Wagner, H., Beimborn, D., and Weitzel, T. (2021)
Balancing Organizational Identity through Mission Statements: A Topic Modeling Analysis
Proceedings of the 81st Academy of Management Conference, A Virtual Experience

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Organizational identities define how organizations are perceived inside and outside the organ-izational boundaries. Because organizational identity is deeply embedded in an organization's routines and processes, a continuous identity provides stability, whereas changes in organiza-tional identity are risky and difficult to manage. Yet, digital innovation leads to frequent changes in the external environment, resulting in conflicting requirements and the need to manage changes in the organizational identity. To do so, organizations therefore rely on narra-tives such as mission statements to communicate and balance their identity in the face of fre-quent change and often conflicting demands. We examine the mission statements of the top 1000 R&D spenders and uncover 18 topics that are part of such narratives. We discuss our findings in the context of research on digital innovation and conclude by identifying promising avenues for future research.

Mittermeier, F., Hund, A., Beimborn, D., and Wagner, H. (2021)
Towards a Conceptual Model of Digital Innovation Success
Proceedings of the 21st ACM SIGMIS Conference on Computers and People Research, Nuremberg, Germany

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Although digital innovation (‘DI’) is a popular research field in these days, when it comes to innovation success, it has not yet been properly grounded in theory. Accordingly, there are problems in identifying both generic and context-specific critical success fac-tors (CSF) within the innovation process. Existing literature has fo-cused mainly on the development of dynamic capabilities. We ar-gue that to build digital innovation capabilities, an organization must first understand and support the actions of those who are ac-tively developing DI. To uncover specific actions that constitute CSFs within every dimension of the digital innovation process, we follow a multiple case study design with seven companies from dif-ferent industries. Here, we build upon the ‘digital innovation frame-work’ which defines the process of creating DI across four dimen-sions (initiate, develop, implement, exploit). Based on these case studies, we build a conceptual model consisting of digital innova-tion actions, critical success factors and contingency factors. The proposed model serves as a starting point for future research, which should focus on a detailed quantitative investigation of the cause-effect relationships and the contingency factors to validate our propositions.

Hund, A., Diel, V., and Wagner, H. (2021)
Recombining Layers of Digital Technology: How Users Create and Capture Value
Proceedings of the 16th International Conference on Wirtschaftsinformatik, Essen, Germany

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Recombination is central to the creation of innovation. Since digital innovation is product and use agnostic, not only producers and firms can carry out recombination, but users themselves can select and recombine different digital resources. We investigate why users select and recombine digital resources from different layers (content, service, network, device) of the layered modular architecture in a personal context. Our results allow us to make three key contributions: (1) We underscore the importance to distinguish between intra-layer and inter-layer recombination and uncover different reasons to carry out intra- or inter-layer recombination. (2) We show that the network layer appears to be invisible to users when recombining digital resources in a personal context. (3) We outline recommendations and research questions for future research, based on our findings.

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2020)
Governing the Competing Concerns of Digital Innovation
Proceedings of the Special Interest Group on Adoption and Diffusion of Information Technology (DIGIT) (Pre-ICIS Workshop), Hyderabad, India

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Digital innovation creates four competing concerns in which the changes necessary to pursue digital innovation are opposed to existing logics and routines within a firm. Re-viewing extant research that highlights IT governance mechanisms as powerful tool to manage such tensions, we identify 41 governance mechanisms related to innovation. This allows us to discuss in detail which governance mechanisms help managing specific com-peting concerns of digital innovation. We close by developing six research questions that highlight promising avenues for future research on digital innovation governance.

Hund, A. (2020)
Recombination in Times of Pervasive Digitalization: A Review
Proceedings of the 41st International Conference on Information Systems (ICIS), Hyderabad, India

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Recombination is central to innovation. Stated in simple terms, recombination is the idea that new things are created by combining existing things in new ways. Over time, the application of recombination to different contexts and the influence of pervasive digitalization led to increasingly specialized conceptualizations of recombination. This review takes stock of current research by reviewing 90 articles across 49 different outlets and four leading IS conferences. Building upon the findings, this review makes three key contributions by: (1) Organizing existing knowledge on recombination by inductively developing a typology of four different types of recombination, (2) Addressing the missing focus on digital technology with four propositions that theorize how pervasive digitalization affects recombination, (3) Highlighting new directions for future research by developing specific research questions.

Frey, J., Hund, A., and Beimborn, D. (2020)
Achieving Digital-enabled Strategic Agility Through Resolving Tensions in Scaled-Agile Organizations
Proceedings of the EJIS Special Issue Workshop (Pre-AMCIS Workshop), Salt Lake City, USA
(Research in Progress)

Mittermeier, F., Hund, A., and Beimborn, D. (2020)
Digital Company Builders - Exploring a new Phenomenon of Start-up Incubation
Proceedings of the Special Interest Group on Digital Innovation, Transformation and Entrepreneurship (DITE), Cologne, Germany
(Research in Progress)

Hund, A. (2020)
Understanding Digital Innovation: A Research Agenda
Proceedings of the Doctoral Consortium WI, Berlin, Germany

Drechsler, K., Hund, A., Müller, B., and Wagner, H. (2019)
Governing Digital Innovation: Examining the Effects of Organizational Restructuring on Firms’ Success
Proceedings of the Dynamic Capabilities and Relationships (DCR) Conference, Heilbronn, Germany

Hund, A., Wagner, H., and Gewald, H. (2019)
The Impact of Digitization on Contemporary Innovation Management
Proceedings of the 25th Americas Conference on Information Systems (AMCIS), Cancún, Mexico

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Innovation management is challenged by the new circumstances created through the pervasive digitization of entire industries and society at large. Since digital technology is an important part of most novel services and products, innovation management is searching for ways to align traditional innovation processes and routines with the new requirements. To better understand how digitization challenges the established assumptions of traditional innovation management, we conducted a total of 27 interviews with senior managers from 11 companies in various industries. Our results empirically confirm and underscore conceptual insights from extant research. We find that the pervasive digitization leads to (1) blurring external boundaries, (2) fusion of process and outcome, and (3) shortened innovation cycles. Most importantly, we uncover first insights into how senior managers react to the ubiquitous challenges of digitization.

Hund, A., Holotiuk, F., Wagner, H., and Beimborn, D. (2019)
Knowledge Management in the Digital Era: How Digital Innovation Labs Facilitate Knowledge Recombination
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala

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Knowledge is widely regarded as a crucial organizational resource. In the pursuit of finding novel solutions to problems, organizations combine and re-combine knowledge and resources in different ways. This ultimately leads to innovation, which often is viewed as the ultimate reason d'être for organizations. While there exists a rich literature strand on knowledge management, the pervasive digitalization of entire industries creates new challenges. Different areas of knowledge are converging and organizations struggle with managing the rapidly increasing amount of heterogeneous knowledge. An increasingly popular approach to master the challenges of knowledge creation and recombination in the arena of digital innovation is the creation of Digital Innovation Labs (DIL). Although DILs provide a promising approach to the current challenges of innovating in a digital environment, we have only limited insights about DILs. To uncover how DILs facilitate knowledge management and recombination we conducted several case studies in different industries. Our results show how knowledge enters the DIL, how knowledge is applied and recombined and how knowledge is exchanged between units. Most importantly, we identify six key mechanisms that DILs use to master the challenge of knowledge management and innovation in a digital era.

Hund, A., Drechsler, K., and Reibenspiess, V. (2019)
The Current State and Future Opportunities of Digital Innovation: A Literature Review
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala, Sweden

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Digital innovation has already disrupted numerous industries and is challenging extant theories about innovation. However, until now there is no comprehensive review that systemizes the current state of knowledge on digital innovation. Since publication rates on digital innovation increased fivefold since 2015, it is especially important to understand how the field is developing. The purpose of this paper is to provide an overview on how the field has developed, identify under-researched topics and under-used methods to guide future research. In our structured literature review, we systemize the findings by differentiating between two dimensions - digital innovation as a process and as an outcome. Furthermore, we explore determinants of digital innovation by taking three different levels of analysis into consideration: individual, organizational and environmental. By including extant research until today, we provide a comprehensive summary on current knowledge on digital innovation and identify opportunities for future research.

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2019)
The Creation of Digital Innovation: Internal Reorganization, External Networks and Organizational Knowledge
Proceedings of the 79th Academy of Management Conference, Boston, MA, USA

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Digital innovation already disrupted numerous industries and organizations are challenged to align their innovation efforts with the new reality of a digitized environment. We examine how internal reorganization and the external network of an organization are related to organizational knowledge and the eventual creation of digital innovation. To develop digital innovation, firms tap a variety of heterogeneous backgrounds to exploit the ease with which different knowledge fields can be accessed and recombined in a digitized environment. Therefore, the actors involved in the development process come from different sources from within and without the firm as the inclusion of digital technology challenges previously non-digital organizational innovation logics. We develop a conceptual model, which takes the characteristics of digital innovation into account.

Hund, A. and Wagner, H. (2019)
Innovation Networks and Digital Innovation: How Organizations Use Innovation Networks in a Digitized Environment
Proceedings of the 14th International Conference on Wirtschaftsinformatik, Siegen, Germany

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The digital transformation dramatically lowered the costs for communication and coordination, thus, enabling new forms of cooperation. Companies seize this opportunity by creating new types of innovation networks. Until now, we know little about which types of innovation networks are currently prevalent and why organizations use them. In this paper, we build upon a recent study dealing with categorization of innovation networks and present the results of an exploratory series of case studies conducted with 27 high-level executives from 11 organizations in various industries. Our results indicate that companies are maintaining high-levels of centralized control over the innovation network, which is contrary to what the literature suggests. Furthermore, there is a strong trend to-wards more heterogeneous knowledge within a network. Additionally, we identify mechanisms that help companies to transition from one type of innovation network to another one and investigate why organizations use certain innovation networks.

Drechsler, K., Hund, A., and Wagner, H. (2018)
Governing Digital Innovation: Exploring the Role of Chief Digital Officers
Proceedings of the Special Interest Group on Adoption and Diffusion of Information Technology (DIGIT) (Pre-ICIS Workshop), San Francisco, CA, USA
(Research in Progress)

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2018)
Organizational Reconfiguration and Digital Innovation Success: A Review and Novel Perspectives
Proceedings of the JAIS Theory Development Workshop (Pre-ICIS Workshop), San Francisco, CA, USA
(Research in Progress)

Mattke, J., Hund, A., Maier, C., and Weitzel, T. (2018)
Will the real Value of Blockchain Please Stand Up? Lessons Learned from Multiple Blockchain Projects
Proceedings of the MISQE Special Issue Workshop, San Francisco
(Research in Progress)

Hund, A., Beimborn, D., and Wagner, H. (2018)
Organizational Reconfiguration and Knowledge Recombination for Digital Innovation
Proceedings of the Academy of Management Specialized Conference on Big Data and Managing in a Digital Economy, Surrey, UK

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We address how organizational reconfiguration and external knowledge leverage is related to a firms' knowledge recombination ability and digital innovation success. To develop digital inno-vation, firms tap a variety of heterogeneous backgrounds to exploit the ease with which different knowledge fields can be represented as digital artifacts. We conceptualize that firms need to be aware of a fluid and dynamic recombination space that faces frequent adaptions and great time pressures incurred by customer demand. Therefore, the actors involved in the development process come from different sources from within and without the firm as the inclusion of digital technology challenges previously non-digital organizational innovation logics. We further theorize that a climate conducive to collaboration within the recombination space motivates all actors to engage in knowledge recombination.

Drechsler, K., Hund, A., and Wagner, H. (2018)
Championing Digital Innovation Success: The role of CDOs
Proceedings of the 22nd Pacific Asia Conference on Information Systems (PACIS), Yokohama, Japan

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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.


Frey, J., Hund, A., and Beimborn, D. (2021)
Design Decisions in Scaled Agile Organizations: A Taxonomy

Hund, A., Beimborn, D., Holotiuk, F., Wagner, H., Frey, J., and Moorman, J. (2021)
Digital Innovation Labs Report 2.0 - Developing Digital Innovation to Accelerate Digital Transformation

Holotiuk, F., Beimborn, D., Hund, A., Wagner, H., Frey, J., and Moorman, J. (2020)
Digital Innovation Labs - Developing Digital Innovation to Accelerate Digital Transformation

Hund, A., Beimborn, D., and Wagner, H. (2019)
Innovating under Uncertainty: Knowledge Recombination in the Digital Era

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The creation of innovation is one of the central reasons why organizations exist. Proponents of the knowledge-based view argue that especially the ability to recombine knowledge is crucial for the creation of innovation. Today, digital technology is deeply embedded in most organizational processes and market offerings, which has enabled new ways for organizations to access knowledge from within and outside the organizational boundaries. Yet, heterogeneous knowledge is more difficult to recombine. To successfully recombine heterogeneous knowledge, organizations create digital innovation labs (DILs) to foster digital innovation. By studying DILs we are able to provide several contributions: (1) a more granular understanding of knowledge recombination in an increasingly digitized environment. We find that knowledge recombination encompasses several phases, in which different types of knowledge are prioritized. (2) Insights into how DILs must be set up in order to enable knowledge recombination. (3) Identification of specific mechanisms, which are used for different purposes during different phases of recombination.