Pub Date : 2024-11-15DOI: 10.1016/j.jsis.2024.101875
Inmyung Choi , Min-Seok Pang
Digital innovation is ubiquitous across a wide range of industries, blurring the boundary between traditional and technology industries. An increasing number of firms in traditional industries such as manufacturing, retail, or service now regard themselves as technology companies. In this study, drawing on corporate governance literature, we develop a theoretical framework for the relationship between CEO power and digital innovation. We posit that a more powerful CEO more effectively directs risky digital innovation, leads change management, and resolves conflicts within a firm’s digital and business sides. We find that a more powerful CEO can drive digital innovation to a greater extent. Interestingly, this relationship is weakened by a board of directors’ external social capital but strengthened by the board’s internal social capital. Surprisingly, CEO power is negatively associated with the firm’s non-digital innovation. Our research significantly contributes to the literature on strategic information systems (SIS) on multiple fronts and offers meaningful managerial insights for organizations aiming to innovate using digital technologies.
{"title":"Do CEOs matter? Divergent impact of CEO power on digital and non-digital innovation","authors":"Inmyung Choi , Min-Seok Pang","doi":"10.1016/j.jsis.2024.101875","DOIUrl":"10.1016/j.jsis.2024.101875","url":null,"abstract":"<div><div>Digital innovation is ubiquitous across a wide range of industries, blurring the boundary between traditional and technology industries. An increasing number of firms in traditional industries such as manufacturing, retail, or service now regard themselves as technology companies. In this study, drawing on corporate governance literature, we develop a theoretical framework for the relationship between CEO power and digital innovation. We posit that a more powerful CEO more effectively directs risky digital innovation, leads change management, and resolves conflicts within a firm’s digital and business sides. We find that a more powerful CEO can drive digital innovation to a greater extent. Interestingly, this relationship is weakened by a board of directors’ external social capital but strengthened by the board’s internal social capital. Surprisingly, CEO power is negatively associated with the firm’s non-digital innovation. Our research significantly contributes to the literature on strategic information systems (SIS) on multiple fronts and offers meaningful managerial insights for organizations aiming to innovate using digital technologies.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101875"},"PeriodicalIF":8.7,"publicationDate":"2024-11-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142657180","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-11-11DOI: 10.1016/j.jsis.2024.101870
Anuragini Shirish , Shirish C. Srivastava , Niki Panteli , John O’Shanahan
Most prior public sector digital transformation (DT) research has examined the role of digitalization in improving either the internal operational efficiency of the government or the quality of government service delivery to external stakeholders such as citizens and businesses. Although policy-driven digitalization of specific sectors is key for promoting public value, government’s role in orchestrating extra-government digitalization initiatives to create public value has not been sufficiently investigated. To address this perceptible void in the public sector DT literature, we study a government-led DT program designed to promote digitalization among microbusinesses (MB), a sector that has major economic and social implications. Given the significant role of technical and business knowledge in facilitating enterprise DT, we examine and theorize different knowledge mechanisms through which government policy initiatives can help foster MBs’ DT. Drawing on qualitative data from a series of structured interviews and focus groups with government agents, digital champions, and MB owner-managers involved in the implementation of a government-led DT program for MBs in Ireland, among the different DT stakeholders, we identify three knowledge pathways playing different knowledge-related roles and aiming to facilitate this transformation: top-down, bottom-up, and multidirectional. Each pathway comprises distinct practices. Collectively, the identified knowledge mechanisms in the DT program knowledge ecosystem foster social value creation for both MBs and government stakeholders, and therefore for the nation as a whole. Specifically, sustenance of the DT program is achieved through “initiation” and “instantiation” knowledge routes. Our findings offer theoretical contributions to the literatures on government-led digital transformations, effectiveness of government-led digital initiatives, and digital transformation in the MB sector. Our study also has significant implications for policy and practice.
{"title":"A knowledge-centric model for government-orchestrated digital transformation among the microbusiness sector","authors":"Anuragini Shirish , Shirish C. Srivastava , Niki Panteli , John O’Shanahan","doi":"10.1016/j.jsis.2024.101870","DOIUrl":"10.1016/j.jsis.2024.101870","url":null,"abstract":"<div><div>Most prior public sector digital transformation (DT) research has examined the role of digitalization in improving either the internal operational efficiency of the government or the quality of government service delivery to external stakeholders such as citizens and businesses. Although <em>policy-driven digitalization</em> of specific sectors is key for promoting public value, government’s role in orchestrating extra-government digitalization initiatives to create public value has not been sufficiently investigated. To address this perceptible void in the public sector DT literature, we study a government-led DT program designed to promote digitalization among microbusinesses (MB), a sector that has major economic and social implications. Given the significant role of technical and business knowledge in facilitating enterprise DT, we examine and theorize different <em>knowledge mechanisms</em> through which government policy initiatives can help foster MBs’ DT. Drawing on qualitative data from a series of structured interviews and focus groups with government agents, digital champions, and MB owner-managers involved in the implementation of a government-led DT program for MBs in Ireland, among the different DT stakeholders, we identify three knowledge pathways playing different knowledge-related roles and aiming to facilitate this transformation: top-down, bottom-up, and multidirectional. Each pathway comprises distinct practices. Collectively, the identified knowledge mechanisms in the DT program knowledge ecosystem foster social value creation for both MBs and government stakeholders, and therefore for the nation as a whole. Specifically, sustenance of the DT program is achieved through “initiation” and “instantiation” knowledge routes. Our findings offer theoretical contributions to the literatures on government-led digital transformations, effectiveness of government-led digital initiatives, and digital transformation in the MB sector. Our study also has significant implications for policy and practice.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101870"},"PeriodicalIF":8.7,"publicationDate":"2024-11-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142657179","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-29DOI: 10.1016/j.jsis.2024.101868
Hamed Zolbanin , Benoit Aubert
This paper proposes a process model for design-oriented machine learning (DS-ML) research in the area of information systems (IS). As DS-ML studies become more prevalent in addressing complex business and societal challenges, there is a need for a standardized framework to conduct, communicate, and evaluate such research. We integrate elements from the design science research (DSR) process model, action design research (ADR), and the Cross Industry Standard Process for Data Mining (CRISP-DM) to develop a comprehensive Machine Learning Process Model (MLPM) tailored for academic DS-ML studies. The MLPM outlines eight key phases, including: problem identification; objective formulation; data understanding; data preparation; design, development, and refinement; evaluation; reflection and learning; and communication. We discuss the unique aspects of each phase in the context of DS-ML research and highlight the iterative nature of the process. By providing this structured approach, we aim to enhance the rigor, transparency, and comparability of DS-ML studies in IS research. This model serves as a step towards establishing consistent standards for DS-ML research, facilitating its integration into mainstream IS literature, and unlocking new opportunities for innovation and impact in the field.
{"title":"A process model for design-oriented machine learning research in information systems","authors":"Hamed Zolbanin , Benoit Aubert","doi":"10.1016/j.jsis.2024.101868","DOIUrl":"10.1016/j.jsis.2024.101868","url":null,"abstract":"<div><div>This paper proposes a process model for design-oriented machine learning (DS-ML) research in the area of information systems (IS). As DS-ML studies become more prevalent in addressing complex business and societal challenges, there is a need for a standardized framework to conduct, communicate, and evaluate such research. We integrate elements from the design science research (DSR) process model, action design research (ADR), and the Cross Industry Standard Process for Data Mining (CRISP-DM) to develop a comprehensive Machine Learning Process Model (MLPM) tailored for academic DS-ML studies. The MLPM outlines eight key phases, including: problem identification; objective formulation; data understanding; data preparation; design, development, and refinement; evaluation; reflection and learning; and communication. We discuss the unique aspects of each phase in the context of DS-ML research and highlight the iterative nature of the process. By providing this structured approach, we aim to enhance the rigor, transparency, and comparability of DS-ML studies in IS research. This model serves as a step towards establishing consistent standards for DS-ML research, facilitating its integration into mainstream IS literature, and unlocking new opportunities for innovation and impact in the field.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101868"},"PeriodicalIF":8.7,"publicationDate":"2024-10-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142554371","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-25DOI: 10.1016/j.jsis.2024.101871
Stephen McCarthy , Paidi O’Raghallaigh , Carol Kelleher , Frédéric Adam
Digital innovation is a complex process in which actors seek to create new value pathways by combining digital resources in a layered modular architecture. While IS scholarship has a rich tradition of research on developing and implementing digital artefacts within intra-organisational contexts, our understanding of knowledge integration across distributed innovation networks is nascent and under-theorised. This is an important area of research given the rising importance of digital innovation networks and the challenges faced in integrating specialised knowledge, especially given the greater diversity, speed, reach, and scope made possible by digital technologies. Drawing on in-depth case study findings from a health IoT project involving multiple organisations and disciplines, we explore how knowledge is integrated across boundaries during the initiation stage of a digital innovation network. Our findings point to boundaries related to the digital platform’s organising vision, resource allocation, delivery roadmap, technical architecture, and intellectual property, to name but a few challenges. We then reveal five socio-cognitive modes of knowledge integration which actors strategically enact to cross syntactic, semantic, and pragmatic boundaries: Signalling, Assembling, Contesting, Discounting, and Finalising. The choice of mode depends on the perceived knowledge status (‘what they know’) and social status (‘who they are’) of network actors, which highlight the salience of both social and cognitive dependencies for knowledge integration. We further discuss the contribution of design objects for overcoming differences and distinctions between specialist actors in a digital innovation network.
{"title":"A socio-cognitive perspective of knowledge integration in digital innovation networks","authors":"Stephen McCarthy , Paidi O’Raghallaigh , Carol Kelleher , Frédéric Adam","doi":"10.1016/j.jsis.2024.101871","DOIUrl":"10.1016/j.jsis.2024.101871","url":null,"abstract":"<div><div>Digital innovation is a complex process in which actors seek to create new value pathways by combining digital resources in a layered modular architecture. While IS scholarship has a rich tradition of research on developing and implementing digital artefacts within intra-organisational contexts, our understanding of knowledge integration across distributed innovation networks is nascent and under-theorised. This is an important area of research given the rising importance of digital innovation networks and the challenges faced in integrating specialised knowledge, especially given the greater diversity, speed, reach, and scope made possible by digital technologies. Drawing on in-depth case study findings from a health IoT project involving multiple organisations and disciplines, we explore how knowledge is integrated across boundaries during the initiation stage of a digital innovation network. Our findings point to boundaries related to the digital platform’s organising vision, resource allocation, delivery roadmap, technical architecture, and intellectual property, to name but a few challenges. We then reveal five socio-cognitive modes of knowledge integration which actors strategically enact to cross syntactic, semantic, and pragmatic boundaries: <em>Signalling</em>, <em>Assembling</em>, <em>Contesting</em>, <em>Discounting</em>, and <em>Finalising</em>. The choice of mode depends on the perceived knowledge status (‘what they know’) and social status (‘who they are’) of network actors, which highlight the salience of both social <em>and</em> cognitive dependencies for knowledge integration. We further discuss the contribution of design objects for overcoming differences and distinctions between specialist actors in a digital innovation network.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101871"},"PeriodicalIF":8.7,"publicationDate":"2024-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142534991","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Is AI a strategic IS? Reflections and opportunities for research","authors":"Shan-Ling Pan , Rohit Nishant , Tuure Tuunanen , Jyoti Choudrie","doi":"10.1016/j.jsis.2024.101866","DOIUrl":"10.1016/j.jsis.2024.101866","url":null,"abstract":"","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101866"},"PeriodicalIF":8.7,"publicationDate":"2024-10-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527311","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-22DOI: 10.1016/j.jsis.2024.101869
Eleni Lioliou , Oliver Krancher , Ilan Oshri
This paper examines the effect of forced and emergent competition- and cooperation-enhancing mechanisms on joint multisourcing performance. We draw on research on coopetition in IS multisourcing and the literature on the crowding-out effect to theorise the interplay between these mechanisms. We argue that the key to understanding whether these mechanisms complement or substitute each other lies in the distinction between forced and emergent mechanisms, as these respectively invoke either an economic or a social logic among vendors. We test these ideas through a survey study of 108 multisourcing arrangements. Our results show that while a forced competition and an emergent cooperation mechanism can individually improve joint performance in multisourcing, the co-existence of economic and social logics results in a substitutional effect. A complementary effect is achieved when competition and cooperation mechanisms are of the same logic. Our study extends the existing IS outsourcing literature by shedding light on the role of forced and emergent mechanisms, either as competition or cooperation-enhancing, in enhancing multisourcing performance.
本文探讨了强制和新出现的竞争与合作促进机制对联合多方外包绩效的影响。我们借鉴了有关 IS 多方采购中的合作竞争的研究以及有关挤出效应的文献，对这些机制之间的相互作用进行了理论分析。我们认为，理解这些机制是相互补充还是相互替代的关键在于区分强制机制和突发机制，因为这些机制分别在供应商中引发了经济逻辑或社会逻辑。我们通过对 108 个多外包安排的调查研究来验证这些观点。我们的研究结果表明，虽然强制竞争机制和新兴合作机制可以单独提高多方采购的联合绩效，但经济逻辑和社会逻辑的并存会产生替代效应。当竞争机制和合作机制的逻辑相同时，就会产生互补效应。我们的研究扩展了现有的信息系统外包文献，揭示了强制机制和新兴机制在提高多方外包绩效中的作用，无论是竞争机制还是合作促进机制。
{"title":"The complementary and substitutional effects of forced and emergent mechanisms in multisourcing","authors":"Eleni Lioliou , Oliver Krancher , Ilan Oshri","doi":"10.1016/j.jsis.2024.101869","DOIUrl":"10.1016/j.jsis.2024.101869","url":null,"abstract":"<div><div>This paper examines the effect of forced and emergent competition- and cooperation-enhancing mechanisms on joint multisourcing performance. We draw on research on coopetition in IS multisourcing and the literature on the crowding-out effect to theorise the interplay between these mechanisms. We argue that the key to understanding whether these mechanisms complement or substitute each other lies in the distinction between forced and emergent mechanisms, as these respectively invoke either an economic or a social logic among vendors.<!--> <!-->We test these ideas through a survey study of 108 multisourcing arrangements. Our results show that while a forced competition and an emergent cooperation mechanism can individually improve joint performance in<!--> <!-->multisourcing, the co-existence of economic and social logics results in a substitutional effect.<!--> <!-->A complementary<!--> <!-->effect is achieved when competition and<!--> <!-->cooperation mechanisms are of the same logic. Our study extends the existing IS outsourcing<!--> <!-->literature by shedding light on the role of forced and<!--> <!-->emergent mechanisms, either as competition or cooperation-enhancing, in enhancing<!--> <!-->multisourcing<!--> <!-->performance.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"34 1","pages":"Article 101869"},"PeriodicalIF":8.7,"publicationDate":"2024-10-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142534990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-21DOI: 10.1016/j.jsis.2024.101867
Yolande E. Chan (JSIS Editor-in-Chief)
{"title":"Welcome to the fourth issue of volume 33 of the Journal of Strategic Information Systems","authors":"Yolande E. Chan (JSIS Editor-in-Chief)","doi":"10.1016/j.jsis.2024.101867","DOIUrl":"10.1016/j.jsis.2024.101867","url":null,"abstract":"","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101867"},"PeriodicalIF":8.7,"publicationDate":"2024-10-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527310","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
While there have been studies focused on digital transformation (DT) in industry, we lack an understanding of how it materializes in disaster management (DM). This research provides a literature review of IT-enabled and digital initiatives in DM and examines the potential for DT in the field. We analyzed 254 articles from six different disciplines on the use of digital technology in DM and then developed a framework that organizes the central concept of DT in DM around five key areas. Using this framework, we explain the key digital capabilities necessary in DM to develop and implement authority- or public-driven initiatives, articulate and demonstrate DT differences in the industry setting, and provide avenues for future research in this area.
{"title":"Digital transformation in disaster management: A literature review","authors":"Diana Fischer-Preßler , Dario Bonaretti , Deborah Bunker","doi":"10.1016/j.jsis.2024.101865","DOIUrl":"10.1016/j.jsis.2024.101865","url":null,"abstract":"<div><div>While there have been studies focused on digital transformation (DT) in industry, we lack an understanding of how it materializes in disaster management (DM). This research provides a literature review of IT-enabled and digital initiatives in DM and examines the potential for DT in the field. We analyzed 254 articles from six different disciplines on the use of digital technology in DM and then developed a framework that organizes the central concept of DT in DM around five key areas. Using this framework, we explain the key digital capabilities necessary in DM to develop and implement authority- or public-driven initiatives, articulate and demonstrate DT differences in the industry setting, and provide avenues for future research in this area.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101865"},"PeriodicalIF":8.7,"publicationDate":"2024-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142527309","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-10-09DOI: 10.1016/j.jsis.2024.101863
Daisy Xu , Marta Indulska , Ida Asadi Someh , Graeme Shanks
Despite the substantial body of evidence detailing the multifaceted use of data within organizations, the conceptualizations of data and their value propositions remain disjointed and require updating. Information Systems scholars contend that the traditional ways of conceiving data now appear inadequate in framing this ever-evolving data-driven phenomenon. In this context, we argue for a reassessment of the fundamental assumptions about data in the field. This paper offers a comprehensive literature review, through which we conceptualize the role of data into four distinguishable types: data as a tool, as a commodity, as a practice, and as algorithmic intelligence. Each type possesses a set of identifiable characteristics, usage, and unique pathways of value creation. Together these elements form a typology, which provides an explanation for the intricate and complex nature of data use in organizations and the diverse sources of their value.
{"title":"Time to reassess data value: The many faces of data in organizations","authors":"Daisy Xu , Marta Indulska , Ida Asadi Someh , Graeme Shanks","doi":"10.1016/j.jsis.2024.101863","DOIUrl":"10.1016/j.jsis.2024.101863","url":null,"abstract":"<div><div>Despite the substantial body of evidence detailing the multifaceted use of data within organizations, the conceptualizations of data and their value propositions remain disjointed and require updating. Information Systems scholars contend that the traditional ways of conceiving data now appear inadequate in framing this ever-evolving data-driven phenomenon. In this context, we argue for a reassessment of the fundamental assumptions about data in the field. This paper offers a comprehensive literature review, through which we conceptualize the role of data into four distinguishable types: data as a tool, as a commodity, as a practice, and as algorithmic intelligence. Each type possesses a set of identifiable characteristics, usage, and unique pathways of value creation. Together these elements form a typology, which provides an explanation for the intricate and complex nature of data use in organizations and the diverse sources of their value.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101863"},"PeriodicalIF":8.7,"publicationDate":"2024-10-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142422501","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2024-09-30DOI: 10.1016/j.jsis.2024.101862
Lucas Goebeler , Philipp Hukal , Xiao Xiao
In this theoretical review, we engage with empirical contributions to digital innovation scholarship to advance our understanding of physicality. Specifically, we develop a conceptualization of physicality grounded in work on the materiality of technology involving two facets: The focus on physicality – an artifact or an activity – and the criticality of physicality when theorizing digital innovation: as a primary or secondary factor. We use this framing to describe four different roles of physicality in the digital innovation literature – physicality as subject, vessel, context, or nexus of digital innovation. Each role of physicality provides a different perspective that, independently or jointly, serves research into emergent topics along the frontier of digital innovation phenomena. This paper thus contributes by consolidating and advancing the theoretical foundation for researchers wishing to attend to varying aspects of physicality when theorizing digital innovation.
{"title":"Four roles of physicality in digital innovation: A theoretical review","authors":"Lucas Goebeler , Philipp Hukal , Xiao Xiao","doi":"10.1016/j.jsis.2024.101862","DOIUrl":"10.1016/j.jsis.2024.101862","url":null,"abstract":"<div><div>In this theoretical review, we engage with empirical contributions to digital innovation scholarship to advance our understanding of physicality. Specifically, we develop a conceptualization of physicality grounded in work on the materiality of technology involving two facets: The focus on physicality – an artifact or an activity – and the criticality of physicality when theorizing digital innovation: as a primary or secondary factor. We use this framing to describe four different roles of physicality in the digital innovation literature – physicality as subject, vessel, context, or nexus of digital innovation. Each role of physicality provides a different perspective that, independently or jointly, serves research into emergent topics along the frontier of digital innovation phenomena. This paper thus contributes by consolidating and advancing the theoretical foundation for researchers wishing to attend to varying aspects of physicality when theorizing digital innovation.</div></div>","PeriodicalId":50037,"journal":{"name":"Journal of Strategic Information Systems","volume":"33 4","pages":"Article 101862"},"PeriodicalIF":8.7,"publicationDate":"2024-09-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"142357775","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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