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The introduction of smart contracts has expanded the applicability of blockchains to many domains beyond finance and cryptocurrencies. Moreover, different blockchain technologies have evolved that target special requirements. As a result, in practice, often a combination of different blockchain systems is required to achieve an overall goal. However, due to the heterogeneity of blockchain protocols, the execution of distributed business transactions that span several blockchains leads to multiple interoperability and integration challenges. Therefore, in this article, we examine the domain of Cross-Chain Smart Contract Invocations (CCSCIs), which are distributed transactions that involve the invocation of smart contracts hosted on two or more blockchain systems. We conduct a systematic multi-vocal literature review to get an overview of the available CCSCI approaches. We select 20 formal literature studies and 13 high-quality gray literature studies, extract data from them, and analyze it to derive the CCSCI Classification Framework. With the help of the framework, we group the approaches into two categories and eight subcategories. The approaches differ in multiple characteristics, e.g., the mechanisms they follow, and the capabilities and transaction processing semantics they offer. Our analysis indicates that all approaches suffer from obstacles that complicate real-world adoption, such as the low support for handling heterogeneity and the need for trusted third parties.
Purpose
As a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness.
Design/methodology/approach
A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance.
Findings
Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility.
Originality/value
The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.