Overview and details of the sessions of this conference. Please select a date or location to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).
Session Chair: Ferdinand Thies Session Chair: Nikolaus Franke Session Chair: Peter Buxmann
Debating Digital Innovation: A Literature Review on Realizing Value from Digital Innovation
Julian Frey1, Friedrich Holotiuk2, Daniel Beimborn1
1Otto-Friedrich-Universität Bamberg, Deutschland; 2Frankfurt School of Finance & Management, Deutschland
Digital innovation has developed into an intensely discussed area of research in the information systems field. While there is much research that focuses on the description of the phenomenon, the evidence for value creation that digital innovation can enable for organizations is less synthesized and visible. With this in mind, we conduct a literature review to identify innovations based on information technology and to answer the research question of where digital innovation can create economic value for organizations. Our synthesis depicts existing value dimensions of digital innovation with the help of five value loci. Moreover, we derive a set of white spots and research directions that surface three potential avenues for future research. We contribute to digital innovation research in that we (1) analyze and synthesize the existing digital innovation value literature and (2) propose avenues for future digital innovation value research.
Embedding Digital Innovations in Organizations: A Typology for Digital Innovation Units
Philipp Barthel, Christoph Fuchs, Bettina Birner, Thomas Hess
LMU Munich, Germany
Embedding digital innovation into existing organizational structures poses a critical challenge to many established companies across all industries. One option that has drawn increased attention lately is the implementation of dedicated digital innovation units. However, it is yet unclear, how these units are designed to fit their specific objectives. Therefore, we develop a typology for these digital innovation units, identifying different types based on the objectives and respective design option patterns of these units. To do this, we follow a qualitative-empirical research approach, covering 23 real world instances of digital innovation units. We employ the loose-tight-coupling perspective as a theoretical lens to interpret and classify the observed design choices. We contribute to literature by identifying three ideal types of digital innovation units and provide insights for practitioners, on how to set up this specific type of organizational units.
Digital Innovation Units: Exploring Types, Linking Mechanisms and Evolution Strategies in Bimodal IT Setups
Jun-Patrick Raabe1, Bettina Horlach1, Paul Drews2, Ingrid Schirmer1
1University of Hamburg; 2Leuphana University of Lüneburg
Due to rapidly changing customer needs, enterprises seek to innovate continuously. This includes the capability of discovering and developing digital innovations. As a nascent phenomenon, companies increasingly use digital innovation units (DIU) as fast and flexible accelerators. Although DIUs are established in practice, research on them and their role in bimodal IT setups is still sparse. Based on a qualitative cross-industry study in nine organizations, we identified two types of DIUs: Coaching & Screening (C&S) units and Center of Excellence (CoE) units. Furthermore, we describe two linking mechanisms between the DIUs and the main organization for ensuring impact and continuous innovation. Finally, we present four DIU evolution strategies, which can be employed by companies seeking to establish a DIU. Our study contributes to research on bimodal IT by developing a foundational understanding of how digital innovation activities are organized in DIUs to create impact on the main organization.