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Organizing for Digital Innovation. Implications for Organizational Forms, Digital Transformation and Digital Innovation Units

dc.date.accessioned2023-05-17T13:04:44Z
dc.date.available2023-05-17T13:04:44Z
dc.date.issued2023
dc.identifierdoi:10.17170/kobra-202304207848
dc.identifier.urihttp://hdl.handle.net/123456789/14712
dc.descriptionZugleich: Dissertation, Universität Kassel, 2023
dc.language.isoeng
dc.publisherkassel university press
dc.rightsNamensnennung - Weitergabe unter gleichen Bedingungen 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by-sa/4.0/*
dc.subjectDigital innovationeng
dc.subjectDigital transformationeng
dc.subjectOrganizational formseng
dc.subjectDigital innovation unitseng
dc.subjectCo-evolutioneng
dc.subject.ddc330
dc.subject.ddc360
dc.titleOrganizing for Digital Innovation. Implications for Organizational Forms, Digital Transformation and Digital Innovation Unitseng
dc.typeBuch
dcterms.abstractThis dissertation aims to explore appropriate ways of organizing for digital innovation. It builds on four studies to close knowledge gaps that have recently emerged. First, a longitudinal and holistic analysis of the co-evolution of digital innovations (and their inherent digital technologies) and organizational forms remains lacking, which prevents the use of valuable established knowledge to address emergent challenges and identify important gaps in our understanding. Therefore, the dissertation systematically analyzes 42 high-quality papers on the correlation between information systems and organizational forms. Second, despite digital innovation units’ popularity in practice, the prospects of this initiative are not yet clear. Building on dynamic capabilities theory, this dissertation offers hypotheses on the performance implications of digital innovation units and employs panel data regressions on a longitudinal and cross-industry dataset to investigate formerly stated predictions. Third, as prior research has fallen short in explaining how digital innovation units survive and grow in light of the hurdles and challenges noted above, this dissertation conducts a case study and observes 16 digital innovation units inside one of the world’s leading automotive manufacturers to determine the mechanisms that drive digital innovation units to garner legitimacy for themselves and their outcomes. Fourth, to resolve the paradoxical tensions nested in digital innovation in industrial-age contexts, organizations need to transcend mere separation. As prior research does not explain how digital innovation units and their main organizations can cooperate symbiotically to create digital innovation, this dissertation reports on a Delphi survey involving 23 automotive experts to discover those answers.eng
dcterms.accessRightsopen access
dcterms.creatorSchumm, Max
dcterms.dateAccepted2023-04-18
dcterms.extent275 Seiten
dc.contributor.refereeHanelt, André (Prof. Dr.)
dc.contributor.refereeMatt, Christian (Prof. Dr.)
dc.publisher.placeKassel
dc.relation.isbnisbn:978-3-7376-1114-5
dc.subject.swdDigitalisierungger
dc.subject.swdInnovationsmanagementger
dc.subject.swdCoevolutionger
dc.type.versionpublishedVersionger
kup.iskuptrue
kup.price29,00
kup.subjectSozialwissenschaftger
kup.subjectWirtschaftswissenschaftger
kup.typDissertation
kup.institutionFB 07 / Wirtschaftswissenschaften
kup.bindingSoftcover
kup.size17 x 24 cm
ubks.epflichttrue


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