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Iman N. Idiosyncrasies, isomorphic pressures and decoupling in technology platform business. JOURNAL OF SCIENCE AND TECHNOLOGY POLICY MANAGEMENT 2023. [DOI: 10.1108/jstpm-12-2021-0190] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 02/11/2023]
Abstract
Purpose
This study aims to explore the ways and contexts in which fintech firms are being developed, operated in the market and responds to competitive pressures and technological changes through isomorphism and decoupling mechanism.
Design/methodology/approach
How can new technology platform business successfully distinguish themselves from competitors while also ensuring that they are seen as legitimate and appropriate? This paper draws on a case study of fintech start-ups in Indonesia.
Findings
This study shows that managing market pressures for distinctiveness (customer-appealing) versus business pressures for profits (investor returns) drives firms’ quest for optimal distinctiveness. It is evident that fintech firms increase their control by consolidating themselves through their industrial association and by forming a close relationship with regulators. However, to escape the iron cage of the field, they increasingly control the coupling of profitability and compliance.
Originality/value
Through a qualitative-inductive approach, this study provides insights into technological development of platform business in the context of financial services and responsive movement towards cashless society.
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Ye J(H, Jensen M. Effects of introducing an online community in a crowdsourcing contest platform. INFORMATION SYSTEMS JOURNAL 2022. [DOI: 10.1111/isj.12397] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/28/2022]
Affiliation(s)
- Jonathan (Hua) Ye
- MIS Division, Price College of Business University of Oklahoma Norman Oklahoma USA
| | - Matthew Jensen
- MIS Division, Price College of Business University of Oklahoma Norman Oklahoma USA
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Abstract
Organizational decision making that leverages the collective wisdom and knowledge of multiple individuals is ubiquitous in management practice, occurring in settings such as top management teams, corporate boards, and the teams and groups that pervade modern organizations. Decision-making structures employed by organizations shape the effectiveness of knowledge aggregation. We argue that decision-making structures play a second crucial role in that they shape the learning of individuals that participate in organizational decision making. In organizational decision making, individuals do not engage in learning by doing but, rather, in what we call learning by participating, which is distinct in that individuals learn by receiving feedback not on their own choices but, rather, on the choice made by the organization. We examine how learning by participating influences the efficacy of aggregation and learning across alternative decision-making structures and group sizes. Our central insight is that learning by participating leads to an aggregation–learning trade-off in which structures that are effective in aggregating information can be ineffective in fostering individual learning. We discuss implications for research on organizations in the areas of learning, microfoundations, teams, and crowds.
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Affiliation(s)
| | | | - Hart E. Posen
- University of Wisconsin–Madison, Madison, Wisconsin 53715
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Ainamo A, Dell'Era C, Verganti R. Radical circles and visionary innovation: Angry birds and the transformation of video games. CREATIVITY AND INNOVATION MANAGEMENT 2021. [DOI: 10.1111/caim.12458] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/27/2022]
Affiliation(s)
- Antti Ainamo
- School of Business and Governance Tallinn University of Technology Tallinn Estonia
- School of Business Aalto University Espoo Finland
- School of Arts, Design and Architecture Aalto University Espoo Finland
| | | | - Roberto Verganti
- School of Management Politecnico di Milano Milan Italy
- House of Innovation, Stockholm School of Economics Stockholm Sweden
- Harvard Business School Boston USA
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7
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Bailey D, Faraj S, Hinds P, von Krogh G, Leonardi P. Special Issue of Organization Science: Emerging Technologies and Organizing. ORGANIZATION SCIENCE 2019. [DOI: 10.1287/orsc.2019.1299] [Citation(s) in RCA: 25] [Impact Index Per Article: 5.0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 11/20/2022]
Affiliation(s)
- Diane Bailey
- School of Information, University of Texas at Austin, Austin, Texas 78701
| | - Samer Faraj
- Desautels Faculty of Management, McGill University, Montreal, Quebec H3A 1G5, Canada
| | - Pamela Hinds
- Management and Engineering, Huang Engineering Center, Stanford University, Stanford, California 94305-4026
| | - Georg von Krogh
- Department for Management, Technology and Economics, ETH Zurich, 8092 Zurich, Switzerland
| | - Paul Leonardi
- Technology Management, University of California, Santa Barbara, Santa Barbara, California 93106
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WIKHAMN BJORNREMNELAND, STYHRE ALEXANDER. OPEN INNOVATION GROUNDWORK. INTERNATIONAL JOURNAL OF INNOVATION MANAGEMENT 2019. [DOI: 10.1142/s1363919620500139] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.4] [Reference Citation Analysis] [Abstract] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/18/2022]
Abstract
Although the concept of open innovation has gained much attention in the field of innovation management, few studies have so far theorized how such initiatives are being enacted in practice. This study is based on an inductive empirical analysis of how AstraZeneca, a large biopharmaceutical corporation, implemented an open innovation initiative called BioVentureHub. In the paper we introduce a theoretical model of open innovation enactment based on four interrelated processes. Three of these processes — conceptualization, mobilization, and operationalization — include activities related to preparing for open innovation, what we call open innovation groundwork. The fourth process — facilitation — involves translating the groundwork into actual open innovation. The study contributes to the broader open innovation domain by its detailed account and theorizing of how open innovation is established in practice. Our methodological approach complements the previous research on open innovation that mostly are based on retrospective accounts or are conceptual in nature. Moreover, the study contributes by illustrating a novel initiative from the life science industry, where open innovation is frequently discussed but where still only a few empirical examples are found in academic literature
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Affiliation(s)
- BJORN REMNELAND WIKHAMN
- School of Business, Economics and Law, University of Gothenburg, PO Box 610, SE-40530 Gothenburg, Sweden
| | - ALEXANDER STYHRE
- School of Business, Economics and Law, University of Gothenburg, PO Box 610, SE-40530 Gothenburg, Sweden
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Gegenhuber T, Naderer S. When the petting zoo spawns into monsters: open dialogue and a venture’s legitimacy quest in crowdfunding. INNOVATION-ORGANIZATION & MANAGEMENT 2018. [DOI: 10.1080/14479338.2018.1481753] [Citation(s) in RCA: 7] [Impact Index Per Article: 1.2] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 10/14/2022]
Affiliation(s)
- Thomas Gegenhuber
- Institute for Management and Organization, Leuphana University Lüneburg, Lüneburg, Germany
- Institute for Organization Science, Johannes Kepler University Linz, Linz, Austria
| | - Sascha Naderer
- Institute for Organization Science, Johannes Kepler University Linz, Linz, Austria
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Hinings B, Gegenhuber T, Greenwood R. Digital innovation and transformation: An institutional perspective. INFORMATION AND ORGANIZATION 2018. [DOI: 10.1016/j.infoandorg.2018.02.004] [Citation(s) in RCA: 336] [Impact Index Per Article: 56.0] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 11/25/2022]
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11
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Amis JM. Understanding Organization Change and Innovation: A Conversation with Mike Tushman. JOURNAL OF CHANGE MANAGEMENT 2017. [DOI: 10.1080/14697017.2017.1378697] [Citation(s) in RCA: 2] [Impact Index Per Article: 0.3] [Reference Citation Analysis] [Track Full Text] [Subscribe] [Scholar Register] [Indexed: 10/18/2022]
Affiliation(s)
- John M. Amis
- University of Edinburgh Business School, Edinburgh, UK
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