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Project brief

With advancement of digital technologies, many of the traditional products and services become commoditized and, thus, value creation for customers often rests upon delivery of digital offerings in fundamentally new ways; i.e., business model innovation (c.f., Foss & Saebi, 2017; Volberda et al., 2018). Moreover, the internal processes and mechanisms for value creation can also benefit from opportunities for utilisation of digital technologies (Baden-Fuller and Haefliger, 2013). Digital business models and their implication on incumbent organisations is an important area for revisiting and extending prior assumptions and findings of strategy research (Durand et al., 2017). This leaves us with many unanswered questions, including the following:

  • What management innovations (i.e. new systems structures, processes, and practices) (c.f., Volberda, Van Den Bosch, and Mihalache, 2014; Khanagha, Volberda, Sidhu, and Oshri, 2013) are essential for enabling incorporation of digital technologies in in organizations’ output as well as their internal activities?
  • What are the alternative digital business models and how established organisations can adopt and implement those processes?
  • What are the strategic contradictions that come with digital transformation and what are the managerial levers for effective management of paradoxes?
  • In what ways do organisational (dynamic) capabilities differ in a digital era?
  • What are the implications of digital technologies on innovation processes and practices?
  • How can organizations utilize digital technologies to pursue open innovation and open strategies within and across organizational boundaries?
  • In what ways do organisations need to reconfigure their resources and capabilities to cope with the mandates of digital era?