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Acting like a startup - using corporate startup structures to manage the digital transformation
(2023)
Digital transformation is proving to be a significant challenge for firms and companies when it comes to maintaining their market position. It is evident that many companies are struggling to find their particular way through this transformation. A corporate startup structure is one way to find a suitable solution quickly. Therefore, we are presenting a model for corporate startup activities, which we will instantiate in an appropriate tool to support the management of corporate startups by their parent firms. We have derived the first requirements and design principles from a comprehensive problem analysis and literature study. In addition to this,we are presenting a first artifact, which should realize the design principles by implementing a practical tool. Forming a cooperation with an automotive firm has enabled us to gain access to real-world data for the design and evaluation of the artifact.
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.
This research evaluates current measurement scales for ambidexterity and proposes a new approach for the measurement of this important construct. We argue that current measurement approaches may be unsuitable to capture the concept of ambidexterity. Through a systematic scale development process, we derive a measurement scale with dual items that simultaneously refer to both dimensions, exploitation and exploration, thus reflecting the true nature of ambidexterity. An extensive pre-test with 39 executives suggests that our scale is suitable for capturing ambidexterity. Our measurement model enhances conceptual clarity of ambidexterity and can serve as a base for future investigations of the concept.
Organizational agility may be an antidote against threats from volatile, uncertain, complex, or ambiguous corporate environments. While agility has been extensively examined in manufacturing enterprises, comparably less is known about agility in knowledge-intensive organizations. As results may not be transferable, there is still some confusion about how agility in knowledge-intensive organizations can be characterized, what factors facilitate its development, what its organizational effects are, and what environmental conditions favor these effects. This study closes these gaps by presenting a systematic literature review on agility in knowledge-intensive organizations. A systematic literature search led to a sample of 37 relevant papers for our review. Integrating the knowledge-based view and a dynamic capabilities perspective, we (1) present different relevant conceptualizations of organizational agility, (2) discuss relevant knowledge management-related as well as information technology-related capabilities that support the development of organizational agility, and (3) shed light on the moderating role of environmental conditions in enhancing organizational agility and its effect on organizational performance. This academic paper adds value to theory by synthesizing existing research on agility in knowledge-intensive organizations. It furthermore may serve as a map for closing research gaps by proposing an extensive agenda for future research. Our study expands existing literature reviews on agility with its specific focus on a knowledge-intensive context and its integration of the research streams of knowledge management capabilities as well as information technology capabilities. It integrates relevant organizational knowledge management practices and the use of knowledge management systems to ensure superior performance effects. Our study can serve as a base for future examinations of organizational agility by illustrating fruitful topics for further examination as well as open questions. It may also provide value to practitioners by showing what factors favor the development of agility in knowledge-intensive organizations and what organizational effects can be achieved under which conditions.
Knowledge-intensive organizations primarily rely on knowledge and expertise as key strategic resources. In light of economic, social, and health-related crises in recent years, such organizations increasingly need to operate in dynamic environments. However, examinations on dynamic capabilities specifically in knowledge-intensive organizations remain scarce. This is remarkable given the role that knowledge holds as an economic resource in developed countries. To provide an explanation of how knowledge-intensive organizations can prevail among competitors under dynamic conditions, the authors integrate two literature streams in a knowledge-intensive context: the knowledge-based view and the dynamic capabilities approach. The knowledge-based view focuses on the nature of organizational knowledge as a critical resource and illustrates specific properties of knowledge in contrast to traditional means of labor such as capital. The dynamic capabilities approach on the other hand is about a firm's ability to integrate, build, and reconfigure internal and external resources and can be drawn on to explain organizational success through adaptation to dynamic contexts. In this conceptual study, the authors propose a research model linking knowledge processes to organizational performance through two different paths: (1) Operational capabilities permit organizations to make their living in the present and refer to efficiency. (2) Dynamic capabilities allow organizations to change their resource base and, therefore, enable their long-term survival in dynamic environments by focusing on effectiveness. Additionally, the authors hypothesize a moderating effect of environmental dynamics on the relationship between dynamic capabilities and performance. The study offers a comprehensive overview on the interplay between dynamic capabilities and the knowledge-based view, offering valuable insights for both researchers and practitioners in the field.
Smart cities are considered data factories that generate an enormous amount of data from various sources. In fact data is the backbone of any smart services. Therefore, the strategic beneficial handling of this digital capital is crucial for cities. Some smart city pioneers have already written down their approach to data in the form of data strategies, but what should a city's data strategy include, and how can the goals and measures defined in the strategies be operationalized? This paper addresses these questions by looking closely at the data strategies of cities in Germany and the top three countries in the EU Digital Economy and Society Index. The in-depth analysis of 8 city data strategies has yielded 11 dimensions that cities should consider in their data strategy. These are relevance of data, principles, methods, data sharing, technology, data culture, data ethics, organizational structure, data security and privacy, collaborations, data literacy. In addition, data governance is a concept to put these 11 strategic dimensions into practice through standardization measures, training programs, and defining roles and responsibilities by developing a data catalog.
The benefits of urban data cannot be realized without a political and strategic view of data use. A core concept within this view is data governance, which aligns strategy in data-relevant structures and entities with data processes, actors, architectures, and overall data management. Data governance is not a new concept and has long been addressed by scientists and practitioners from an enterprise perspective. In the urban context, however, data governance has only recently attracted increased attention, despite the unprecedented relevance of data in the advent of smart cities. Urban data governance can create semantic compatibility between heterogeneous technologies and data silos and connect stakeholders by standardizing data models, processes, and policies. This research provides a foundation for developing a reference model for urban data governance, identifies challenges in dealing with data in cities, and defines factors for the successful implementation of urban data governance. To obtain the best possible insights, the study carries out qualitative research following the design science research paradigm, conducting semi-structured expert interviews with 27 municipalities from Austria, Germany, Denmark, Finland, Sweden, and the Netherlands. The subsequent data analysis based on cognitive maps provides valuable insights into urban data governance. The interview transcripts were transferred and synthesized into comprehensive urban data governance maps to analyze entities and complex relationships with respect to the current state, challenges, and success factors of urban data governance. The findings show that each municipal department defines data governance separately, with no uniform approach. Given cultural factors, siloed data architectures have emerged in cities, leading to interoperability and integrability issues. A city-wide data governance entity in a cross-cutting function can be instrumental in breaking down silos in cities and creating a unified view of the city’s data landscape. The further identified concepts and their mutual interaction offer a powerful tool for developing a reference model for urban data governance and for the strategic orientation of cities on their way to data-driven organizations.
Theoretical foundation, effectiveness, and design artefact for machine learning service repositories
(2022)
Machine learning (ML) has played an important role in research in recent years. For companies that want to use ML, finding the algorithms and models that fit for their business is tedious. A review of the available literature on this problem indicates only a few research papers. Given this gap, the aim of this paper is to design an effective and easy-to-use ML service repository. The corresponding research is based on a multi-vocal literature analysis combined with design science research, addressing three research questions: (1) How is current white and gray literature on ML services structured with respect to repositories? (2) Which features are relevant for an effective ML service repository? (3) How is a prototype for an effective ML service repository conceptualized? Findings are relevant for the explanation of user acceptance of ML repositories. This is essential for corporate practice in order to create and use ML repositories effectively.
The rapid development and growth of knowledge has resulted in a rich stream of literature on various topics. Information systems (IS) research is becoming increasingly extensive, complex, and heterogeneous. Therefore, a proper understanding and timely analysis of the existing body of knowledge are important to identify emerging topics and research gaps. Despite the advances of information technology in the context of big data, machine learning, and text mining, the implementation of systematic literature reviews (SLRs) is in most cases still a purely manual task. This might lead to serious shortcomings of SLRs in terms of quality and time. The outlined approach in this paper supports the process of SLRs with machine learning techniques. For this purpose, we develop a framework with embedded steps of text mining, cluster analysis, and network analysis to analyze and structure a large amount of research literature. Although the framework is presented using IS research as an example, it is not limited to the IS field but can also be applied to other research areas.
With significant advancements in digital technologies, firms find themselves competing in an increasingly dynamic business environment. Therefore, the logic of business decisions is based on the agility to respond to emerging trends in a proactive way. By contrast, traditional IT governance (ITG) frameworks rely on hierarchy and standardized mechanisms to ensure better business/IT alignment. This conflict leads to a call for an ambidextrous governance, in which firms alternate between stability and agility in their ITG mechanisms. Accordingly, this research aims to explore how agility might be integrated in ITG. A quantitative research strategy is implemented to explore the impact of agility on the causal relationship among ITG, business/IT alignment, and firm performance. The results show that the integration of agile ITG mechanisms contributes significantly to the explanation of business/IT alignment. As such, firms need to develop a dual governance model powered by traditional and agile ITG mechanisms.