Conference Agenda

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 Overview
Session
IT-Strategie & -Management 1
Time:
Monday, 09/Mar/2020:
1:30pm - 3:00pm

Session Chair: Nils Urbach
Session Chair: Paul Drews
Location: S22

Presentations

Dynamic Capabilities as the Key Approach to Investigate Digital Ecosystems

Franziska Götz1, Christian Hamann1, Christoph Buck1, Severin Oesterle2, Torsten Eymann1, Reinhard Meckl1

1Universität Bayreuth, Germany; 2FIM, Reserach Center, Germany

As a result of technological change and increasing digitalization, corporate and industry structures are changing. Due to a growing dynamic in the competitive environment, companies are forced to reinvent themselves. Digital and platform-based ecosystems represent a promising direction for rapid progress in competition and cooperation at the same time. From a strategic perspective, however, the question of sustainable management must be posed. The classic approach of the Resource-Based View appears too static in the dynamic digital environment and must be supplemented by the Knowledge-Based View or the Dynamic Capabilities View. This paper structures and analyses the existing literature on digital ecosystems against the background of existing management theories. Within the framework of a structured literature review, 23 relevant management publications could be identified and analysed. The status of the literature shows an existing research gap with regard to the Knowledge-Based View and the Dynamic Capabilities View.



The Role of Dynamic Capabilities in Overcoming Socio-Cognitive Inertia During Digital Transformation – A Configurational Perspective

Julia Ertl, David Soto Setzke, Markus Böhm, Helmut Krcmar

Technical University of Munich, Germany

Digital technologies are radically changing the way traditional companies interact in established markets. Although these technologies provide numerous benefits, many digital transformation projects fail because of companies’ inability to adapt. Socio-cognitive inertia is an important factor inhibiting successful organizational transformation. Extant research suggests that, under specific conditions, dynamic capabilities are effective means of reducing socio-cognitive inertia. We combine a case survey and a fuzzy-set Qualitative Comparative Analysis approach to identify patterns of interactions between dynamic capabilities of a firm and its transformation project design that led to the reduction of socio-cognitive inertia. We show that sensing and, in particular, reconfiguration capabilities positively contribute to reducing socio-cognitive inertia when combined with a centralized governance approach. However, seizing capabilities neither have a positive nor a negative influence. Furthermore, we show that socio-cognitive inertia can also be reduced by ensuring high participation among employees, even in combination with de-centralized governance approaches.



IT Project Member Turnover and Outsourcing Relationship Success: An Inverted-U Effect

Isabella Apfel1, Christoph Pflügler2, Manuel Wiesche3, Helmut Krcmar1

1Technische Universität München; 2msg systems AG; 3Technische Universität Dortmund

The scarcity of skilled information technology (IT) professionals on the current labor market translates into a challenge for organizations to obtain the right skillset. These organizations use outsourcing as one approach to ensure access to valuable human capital resources. The vendor-client relationship success thereby depends on the vendor’s capability to provide the appropriate IT competencies and applications. Analyzing more than 900 customers and 8,000 projects at a large German IT service provider, this study investigates the effect of different turnover rates on the outsourcing relationship. The results show that turnover of IT project team members has an inverted U-shaped effect on the success with the customer from the vendor’s perspective. Utilizing a human capital lens on turnover in IT outsourcing, this study highlights that moderate levels of turnover have a positive impact on the vendor-client relationship.