Information systems (IS) increasingly expand actor-to-actor networks beyond their temporal, organizational, and spatial boundaries. In such networks and through digital technology, IS enable distributed economic and social actors to not only exchange but also integrate their resources in materializing value co-creation processes. To account for such IS-enabled value co-creation processes in multi-actor settings, this research gives rise to the phenomenon of digital value co-creation networks (DVNs). In designing DVNs, it is not only necessary to consider underpinning value co-creation processes, but also the characteristics of the business environments in which DVNs evolve. To this end, our study guides the design of DVNs through employing servicedominant logic, a theoretical lens that conceptualizes value co-creation as well as business environments. Through an iterative research process, this study derives design requirements and design principles for DVNs, and eventually discusses how these design principles can be illustrated by expository design features for DVNs.Drawing on and integrating into extant value co-creation and S-D logic research, we give rise to the phenomenon of DVNs, briefly synthesize DVNs' conceptual constituents (i.e., digital infrastructure, value co-creation, and actor-to-actor networks), and introduce S-D logic as employed kernel theory. Digital value co-creation networksStill, little light has been shed on how actors engage in contexts of dyadic and physical resource integration (Breidbach

Digital technologies are increasingly shifting the boundaries between everybody's lives and information technology urging companies worldwide to address this vital topic. This requires a systematic approach to business model innovations, treating technical and business aspects in an integrated way. Currently one of the difficulties of such an approach is the lack of a common conceptualization to be used by both business and technology experts. The current chapter attempts to remedy this based on the interconnection of nine components of business model representation and five 'Digital Key Elements'. The elements of the resulting matrix are called 'Digital Value Drivers'; these describe the effect each digital key element has upon the various business model components. This matrix is transformed into a graphical representation and used in SAP Business Model Development and Implementation (BMDI) method to be then applied in Design Thinking workshops. BMDI is an iterative multi-step method aimed at designing innovative business models. Examples illustrate how the conceptualization is applied and how it enables to proceed from a digital business model design to an implementation in terms of 'Service Design'; this includes persona development, customer journey map and service blueprint. Through this procedure we have obtained an integrated methodology for the systematic development of digital business models.

Information systems analysis and design (ISAD) ensures the design of information systems (IS) in line with the requirements of a business environment. Since ISAD approaches follow the currently dominant logic of business, the rise of a new and thriving business logic may require revisiting and advancing extant ISAD approaches and techniques. One of the prevailing debates in marketing research is the paradigmatic shift from a goods-dominant (G-D) to a service-dominant (S-D) logic of business. The cornerstone of this reorientation is the concept of value cocreation emphasizing joint value creation among a variety of actors within a business network. With the aim of introducing value co-creation as a new discourse to ISAD research, this research note argues that (1) the lens of S-D logic with its core concept of value co-creation provides a novel perspective to ISAD. The authors also assert that (2) value co-creation-informed IS design realizes the paradigmatic shift from G-D to S-D logic. Building on this mutual relationship between value co-creation and ISAD, they propose a research agenda and discuss the ISAD artifacts that prospective research may target. Keywords Information systems analysis and design Á Service-dominant logic Á Value co-creation Á Research agenda Recently, marketing studies (Vargo and Lusch 2004, 2008, 2016) have given rise to a groundbreaking paradigm shift from a goods-dominant (G-D) to a service-Accepted after three revisions by Ulrich Frank. Kazem Haki and Michael Blaschke had the same contribution.

A promising replacement for the radioactive sources commonly encountered in ion mobility spectrometers is a miniaturized, energy-efficient photoionization source that produce the reactant ions via soft X-radiation (2.8 keV). In order to successfully apply the photoionization source, it is imperative to know the spectrum of reactant ions and the subsequent ionization reactions leading to the detection of analytes. To that end, an ionization chamber based on the photoionization source that reproduces the ionization processes in the ion mobility spectrometer and facilitates efficient transfer of the product ions into a mass spectrometer was developed. Photoionization of pure gasses and gas mixtures containing air, N , CO and N O and the dopant CH Cl is discussed. The main product ions of photoionization are identified and compared with the spectrum of reactant ions formed by radioactive and corona discharge sources on the basis of literature data. The results suggest that photoionization by soft X-radiation in the negative mode is more selective than the other sources. In air, adduct ions of O with H O and CO were exclusively detected. Traces of CO impact the formation of adduct ions of O and Cl (upon addition of dopant) and are capable of suppressing them almost completely at high CO concentrations. Additionally, the ionization products of four alkyl nitrates (ethylene glycol dinitrate, nitroglycerin, erythritol tetranitrate and pentaerythritol tetranitrate) formed by atmospheric pressure chemical ionization induced by X-ray photoionization in different gasses (air, N and N O) and dopants (CH Cl , C H Br and CH I) are investigated. The experimental studies are complemented by density functional theory calculations of the most important adduct ions of the alkyl nitrates (M) used for their spectrometric identification. In addition to the adduct ions [M + NO ] and [M + Cl] , adduct ions such as [M + N O ] , [M + Br] and [M + I] were detected, and their gas-phase structures and energetics are investigated by density functional theory calculations. Copyright © 2016 John Wiley & Sons, Ltd.

Extant research gives rise to the notion of business-model-based management that stresses the pivotal role of the business model concept in organizational management. This role entails a shift in research from predominantly examining business model representation to the use of the business model concept in the design of management methods. In designing respective management methods, managers need to not only account for the business model concept, but also consider the characteristics of the emerging business environments in which business models are devised. To this, our study guides the design of business-model-based management methods through exploiting service-dominant logic, a theoretical lens that conceptualizes the emerging business environment. By means of design science research, this study develops four design principles for business-model-based management methods namely, ecosystem-, technology-, mobilization-, and co-creation-oriented management. This study also articulates the principles' rationale and implications and discusses their contribution in achieving business-model-based management.

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a) Situation faced: The digitalization case reported here refers to the digital platform Helix Nebula -The Science Cloud. Early after the go-live in 2014, Helix Nebula aimed to compete with leading digital platforms such as those of Microsoft and Alphabet. To this end, Helix Nebula extended its scale and scope of inter-organizational collaboration toward a digital ecosystem. In effect, four leading European information technology (IT) providers started cooperating with partners over a shared digital platform to deliver cloud services to client organizations. Value-destroying high levels of socio-technical complexity resulted. This complexity increasingly inhibited the digital platform Helix Nebula from thriving and growing. (b) Action taken: Helix Nebula implemented four consecutive and interrelated actions to counteract complexity. First, it modelled its digital ecosystem entailing platform owners, partners, clients, and subcontractors. Second, it agreed on a shared understanding of socio-technical complexity comprising four constituents: structural organizational, dynamic organizational, structural IT, and dynamic IT complexity. Third, it identified manifestations of these constituents in its digital ecosystem. Fourth, it took according countermeasures to reduce these manifestations. While two countermeasures (orchestration and standardization) reflect the need of maintaining organizational and technological integrity, the other two (autonomization and modularization) reflect the need of maintaining organizational and technological elasticity in digital ecosystems. (c) Results achieved: Helix Nebula has reduced its digital ecosystem's sociotechnical complexity to value-adding levels. This reduction contributed to realizing three interrelated improvements. First, Helix Nebula has scaled more effectively from initially ten partners to currently 40. Second, partly owing to reduced socio-technical complexity, Helix Nebula has improved its efforts in co-creating value through more effectively exchanging, adding, and even synergistically integrating resources. Third, in implementing the countermeasures against socio-technical complexity, Helix Nebula has developed four capabilities for facilitating digital platform permanence. These capabilities deal with the intricacies of digital ecosystems that substantially complicate digital platforms' state of continued existence.(d) Lessons learned: First, facing considerable challenges in analyzing its evolving digital ecosystem, capturing all dimensions and characteristics of socio-technical complexity in digital platforms proved intricate. In effect, Helix Nebula managers have favored the parsimonious and succinct framework presented in this work conversely. Second, Helix Nebula managers adopt an ambidextrous approach to reducing complexity. That is, successful digital platforms balance (i) top-down, central control imposed by platform owners and (ii) bottom-up, decentral generativity imposed by platform partners, clients, and subcontractors. Third, complexity in digital pl...