The affirmation of open innovation and collaborative systems is enabling unprecedented opportunities to create business value while facilitating multistakeholder conversation on sustainability issues. In particular, platform‐based models are emerging as organization archetypes able to facilitate cooperative dynamics among industrial actors, policy makers, academicians, scientists, and citizens. In this article, we use interdisciplinary business management and collaborative innovation literature to build the conceptual framework of a multisided platform as a collaboration environment gathering actors willing to define responses to sustainable development challenges. We present five dimensions or “genes,” that is, the focus and strategic intent or orientation of the platform (what), the participating sides, actors and groups (who), the actions, flows and coordination mechanisms (how), and the value drivers, benefits and externalities (why), and the rules regulating the affiliation and interaction processes (governance). We also present and discuss 30 subtopics or management items that are associated with the five dimensions defined. We then apply the conceptual model to analyze a case in the climate change endeavor and to show how competitive and cooperative dynamics can be virtuously integrated to provide individual‐ and company‐driven responses to a timely socioenvironmental issue. The article provides a new perspective on collaboration to enhance social development, and it offers theoretical and practitioner insights for a broad interdisciplinary audience including scholars, practitioners, business, and platform managers.
Purpose -The purpose of this paper is to identify the main factors affecting information and communication technology (ICT) adoption and process redesign within organizations, with the objective of defining a systematization framework and a set of methods and tools useful for students and practitioners. Design/methodology/approach -The review of literature focused on organizational change and ICT-enabled process innovation allows to extract the key issues for building the model and approaches presented. Findings -The effective introduction of change requires addressing aspects placed at strategy, people, process and enablers level. A system view of these components and their relationships is a key to streamline ICT adoption and process redesign.Research limitations/implications -The roadmap is addressed to support only the design or pre-implementation phase of change, with a major intra-organizational perspective. Originality/value -The main asset of this paper is to combine several frameworks into a unique roadmap to support the investigation of human, process, and technology dimensions of organizational change. Besides, a set of methods and tools are proposed to streamline the design of ICT-enabled and process-based change within an organization.
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