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Jarvenpaa SL, Selander L. Between scale and impact: member prototype ambiguity in digital transformation. EUR J INFORM SYST 2023. [DOI: 10.1080/0960085x.2023.2175474] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 02/25/2023]
Affiliation(s)
- Sirkka L. Jarvenpaa
- Center for Business, Technology, and Law, McCombs School of Business, The University of Texas at Austin, Austin, USA
| | - Lisen Selander
- Swedish Center for Digital Innovation, Department of Applied IT, University of Gothenburg, Gothenburg, Sweden
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Guo F, Li Y, Maruping LM, Masli A. Complementarity Between Investment in Information Technology (IT) and IT Human Resources: Implications for Different Types of Firm Innovation. INFORMATION SYSTEMS RESEARCH 2022. [DOI: 10.1287/isre.2022.1185] [Citation(s) in RCA: 0] [Impact Index Per Article: 0] [Reference Citation Analysis] [Abstract] [Track Full Text] [Journal Information] [Subscribe] [Scholar Register] [Indexed: 12/03/2022]
Abstract
Innovation is an important means by which firms generate new revenue streams for topline growth. Given the information intensity of innovation, a key question that managers face is: How do we organize our IT-related resource investments to promote innovation performance? This is a consequential question because different types of innovation incur varying levels of upside potential, failure risk and investment costs. In this research, we aim to answer this question by distinguishing four types of innovations—incremental, radical, non-IT related and IT related—that firms aim to produce and examining the extent to which each of these types benefits from complementary investments in IT human resources and IT compared with either type of investment alone. Using patent data from the U.S. Patent and Trademark Office, our analysis of 36,812 firm-year observations reveals that complementary investments in IT human resources and IT are associated with a 117% increase in incremental innovation, a 155% increase in radical innovation, a 173% increase in non–IT-related innovation and a 161% increase in IT-related innovation. The results of this study can be helpful in enabling managers to make informed decisions about how to organize and get the most out of their resource investments based on their innovation objectives.
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Affiliation(s)
- Feng Guo
- Department of Accounting, Debbie and Jerry Ivey College of Business, Iowa State University, Ames, Iowa 50011
| | - Yijun Li
- Department of Business Economics, Erasmus School of Economics, Erasmus University Rotterdam, 3062 PA Rotterdam, Netherlands
| | - Likoebe M. Maruping
- Computer Information Systems Department, Center for Digital Innovation, J. Mack Robinson College of Business, Georgia State University, Atlanta, Georgia 30303
| | - Adi Masli
- Department of Accounting, School of Business, University of Kansas, Lawrence, Kansas 66045
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Abstract
AbstractDigital ventures are entrepreneurial young firms that introduce new digital artifacts that are “ever-incomplete” and “perpetually-in-the-making” onto the market. The study examines how six digital ventures continued to develop their digital market offerings post launch. Three key designing mechanisms are identified that explain continuous post-launch product development in digital ventures: deploying complementary digital objects, architectural amplification, and porting. The study discusses how these mechanisms advance our understanding of how digital technologies change entrepreneurial processes and outcomes.
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