Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2021)
Digital Innovation: Review and Novel Perspective
The Journal of Strategic Information Systems (30:4), 101695, https://doi.org/10.1016/j.jsis.2021.101695 (VHB-JOURQUAL 3 Rating: A )

View Abstract

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), http://dx.doi.org/10.17705/2msqe.00019 (VHB-JOURQUAL 3 Rating: B)

View Abstract

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)

Frey, J., Hund, A., and Beimborn, D. (2023)
Scaling Agility for Digital Transformation: How Organizations Manage Arising Tensions
Forthcoming in: Proceedings of the 83rd Academy of Management Conference, Boston, USA

View Abstract

Scaling agility has emerged as a response by incumbent organizations to take on digital transformation efforts. However, scaling agility comes with organizational challenges, especially tensions that need to be addressed. Therefore, we employ an exploratory common process case study series design to answer the following research questions: Which tensions underlie scaling agility efforts, and how can they be resolved? We identify four tensions and demonstrate resolution strategies to manage these tensions. With this, we seek to uncover how scaling agility can be designed to minimize tensions and maximize the effectiveness of scaling agility. In doing so, we provide valuable insights for researchers and practitioners.

Finze, N., Frey, J., Hund, A., Beimborn, D., and Gewald, H. (2022)
Cross-functional Identity? The Impact of Scaled-agile Organizations’ Transformation Processes on Professional Role Identity
Proceedings of the Special Interest Group on Adoption and Diffusion of Information Technology (DIGIT) (Pre-ICIS Workshop), Copenhagen, Denmark

View Abstract

Within the ever-faster changing digitalized world, organizational work models constantly evolve towards increased agility to ensure innovation and competitive performance. Initially, agile methods were designed for small teams to develop software products. However, the focus has shifted towards combining and strategically expanding agile teams into scaled-agile organizations (SAOs). Traditionally, individuals’ role perception was highly dependent on hierarchical structures. However, when a new organizational model is implemented, hierarchical roles and structures change. To understand how the transformation into SAOs affects individuals’ professional role identity (PRI) and how they reconstruct their PRI in SAOs, we conduct a qualitative case study with employees holding various positions in SAOs. Our work contributes to the literature by providing insights into individuals’ opportunities and challenges within SAO transformation processes. Our preliminary findings indicate PRI changes from team-based to product-based PRIs as a reaction to the (novel) cross-functional SAO structure. However, if the transformation is involuntary we see inherent role conflicts, identity losses, and the occurrence of agile silos as employees try to retain their previous PRIs.

Mittermeier, F., Hund, A., and Beimborn, D. (2022)
Digital Innovation Entrepreneurship: A Review and Research Agenda
Proceedings of the 82nd Academy of Management Conference, Seattle (WA), United States

View Abstract

Digital innovation and digital entrepreneurship are two research streams that focus on the intersection of digital technologies with traditional entrepreneurship or innovation processes, respectively. In this sense, both streams can cross-fertilize each other when it comes to theorizing about digital technologies and their distinct characteristics in the context of entrepreneurship. However, recent studies show that there seems to be a large gap between these two fields of research. By analyzing 86 articles from four different disciplines, this review synthesizes the current knowledge on the intersection of digital entrepreneurship and digital innovation through a digital technology-perspective. The contribution of this paper is three-fold: (1) Providing an overview of current knowledge about the relationship between digital entrepreneurship, digital innovation and digital technology, (2) Building a framework of digital innovation entrepreneurship, which describes how digital entrepreneurs engage in continuous digital innovation through the use of digital technology, and (3) identifying avenues that guide future research.

Müller, L., Hund, A., and Wagner, H. (2022)
Digital Convergence: Examining the Dissolution of Industrial and Technological Boundaries.
Proceedings of the 30th European Conference on Information Systems (ECIS), Timisoara, Romania

View Abstract

Digital convergence is frequently discussed in research. The concept of convergence describes how formerly separate areas are increasingly merging. So far, however, we have only a rudimentary understanding of digital convergence for several reasons. First, digital convergence is not clearly conceptualized and used differently across contexts. Second, we have little insight into what is converging and at what pace. We conceptualize digital convergence by arguing that its sociotechnical nature requires jointly considering technical and social aspects. Our analysis of a longitudinal patent data set covering 31 years and 677,045 patents from 124 industries shows that (1) industry boundaries defined by the Standard Industrial Classification (SIC) are dissolving as companies interact with technological knowledge outside their industrial boundaries. (2) Specific technology classes defined in the International Patent Classification (IPC) increasingly cite - and converge with - other technology classes. We close by highlighting promising avenues for future research on digital convergence.

Mittermeier, F., Hund, A., and Beimborn, D. (2022)
Entrepreneurial Support Systems in the Digital Era: A Taxonomy of Digital Company Builders.
Proceedings of the 28th Americas Conference on Information Systems (AMCIS), Minneapolis (MN), United States
Kauffman Best Paper Award

View Abstract

New venture creation is at the core of entrepreneurship and regarded as the source of innovations and new employment. However, despite the potential that digitization bears for innovation and entrepreneurship, the failure rate of start-ups is still very high. In this context, digital company builders (DCBs) are becoming increasingly important as a new form of entrepreneurial support. Based on a multiple case study with ten DCBs we iteratively developed a taxonomy consisting of 13 dimensions, which describe how such organizations provide what kind of support to whom. Based on this taxonomy, we further grouped the cases into four main types of digital company building. These results may provide researchers a tool to systematically compare different entrepreneurial support systems, help both entrepreneurs and incumbents decide which support system is best suited to their individual needs, and furthermore be useful to the owners of DCBs themselves in their strategic positioning.

Knecht, J. and Hund, A. (2022)
How to Establish a Digital Organizational Culture: Insights From a Multiple Case Study.
Proceedings of the 30th European Conference on Information Systems (ECIS), Timisoara, Romania

View Abstract

Digital transformation poses numerous challenges for established companies that need to change their established processes and routines. To enable successful digital transformation, the organizational culture must be adapted to the new requirements of an increasingly digitized environment. To date, however, we know very little about what a digital organizational culture looks like and how it can be established in incumbent companies. To address this shortcoming, we conducted a multiple case study with seven cases in different industries. Our findings allow us to discuss the concept of "digital organizational culture" in detail and develop a model that provides actionable insights into how such a culture can be established. Finally, we highlight opportunities for future research.

Dietz, A., Hund, A., and Wagner, H. (2022)
The Role of Digital Technology in Sustainability: A Literature Review.
Proceedings of the 28th Americas Conference on Information Systems (AMCIS), Minneapolis (MN), United States

View Abstract

Digital technologies can help to fulfill social needs through innovative and socially-embedded solutions. The research fields of digital sustainability, digital social innovation, and social entrepreneurship are about exploring how the tools of our digital age can be designed, adapted, and aligned to achieve local and global social needs. However, despite the current interest, there remain conceptual ambiguities regarding the focus of each field. This review examines current research by reviewing 24 articles across the Basket of Eight and two IS conferences. Our results clarify the different focus areas within each research field but also show that the three research fields overlap due to the remaining conceptual ambiguities. To enable more focus in future research, we discuss implications regarding the conceptual overlap, propose first steps to address them, and close by developing eight avenues for future research.

Frey, J., Hund, A., and Beimborn, D. (2022)
Designing Scaled-agile Organizations: A Taxonomy of Design Criteria
Proceedings of the 17th International Conference on Wirtschaftsinformatik, Nürnberg, Germany

View Abstract

Scaled-agile organizations (SAOs) have emerged as a popular response to the rapid digital transformation of entire industries. However, we currently lack a conceptual understanding of potential design choices of SAOs and calls for effective organizational structures remain only partially answered. Hence, we seek to answer the question of how different designs affect the implementation of SAOs in incumbent organizations. We do this by developing a taxonomy following the approach by Nickerson et al. and based on data from six cases studies. Our findings provide a taxonomy that identifies a set of eight design criteria across two levels. The taxonomy advances our understanding of the different SAO designs and helps to increase the conceptual clarity of SAOs. We provide a valuable basis for further research and supply practical insights.

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

View Abstract

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.

Frey, J., Hund, A., and Beimborn, D. (2021)
Scaling Agility: How Organizations Balance Tensions in Scaled-agile Organizations
Proceedings of the 42nd International Conference on Information Systems (ICIS), Austin, Texas, USA
(Research in Progress)

View Abstract

Scaled-agile organizations (SAOs) have emerged as a response by incumbent organizations to take on digital transformation efforts. However, these structures come with challenges, especially paradoxical tensions that need to be addressed. Therefore, we employ an exploratory common process case study series design to answer the following research questions: Which tensions underlie SAOs and how can these tensions best be balanced? We identify eight tensions on three levels and along two dimensions and show preliminary resolution strategies to manage these tensions. With this, we seek to shed light on how SAOs can be designed to minimize tensions and maximize their impact on strategic agility. In doing so, we provide valuable insights for researchers and practitioners.

Hund, A., Beimborn, D., Wagner, H., Legl, S., and Holotiuk, F. (2021)
How Digital Innovation Labs Use Knowledge: Access Strategies and Recombination Paths
Proceedings of the 42nd International Conference on Information Systems (ICIS), Austin, Texas, USA

View Abstract

Current research on digital innovation mainly focuses on the recombination of digital and physical components, yet little attention is given to the recombination of knowledge. Since digital technology enables access to virtually unlimited amounts of knowledge, we explore the strategies used by Digital Innovation Labs to access different types of knowledge and uncover five distinct knowledge recombination paths. Based on our results we develop seven propositions that address the role of different types of knowledge involved in recombination. In doing so, we take a first step toward unraveling the pathways of knowledge recombination and highlight the importance of knowledge recombination for future research on digital innovation.

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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

View Abstract

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.

Buchkapitel

Hund, A., Diel, V., and Wagner, H. (2021)
Recombining Layers of Digital Technology: How Users Create and Capture Value
In: Ahlemann F., Schütte R., Stieglitz S. (eds) International Conference on Wirtschaftsinformatik (WI 2021) : Innovation Through Information Systems. Lecture Notes in Information Systems and Organisation (48). Cham: Springer, pp. 259-274

View Abstract

Sonstige

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

View Abstract

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.

Veröffentlichungen von Axel Hund

Journal-Artikel (Peer Reviewed)

Konferenz-Artikel (Peer Reviewed)

Buchkapitel

Sonstige