Current research offers very limited insights on the process of how the adoption and continued use of cloud sourcing might trigger and push the development of business model innovation and affect the competitive advantage of a firm. Applying an abductive approach, with two longitudinal case studies of cloud sourcing firms, and a theoretical framework based on stage-based models of business model innovation and the dynamic capability view of the firm, we develop a model of stage-based business model innovation related to the adoption and continued use of cloud sourcing. The model identifies three business model innovation stages characterized by specific types of capabilities. In between the three stages, we identify three dynamic junctures that the firm and its managers have to overcome to progress from one stage to another. In the dynamic junctures three types of dynamic capabilities were key; sensing, seizing and transformation capabilities, to pass to the next stage. The model contributes to a better understanding of the evolution of dynamic capabilities as well as the evolution of the cloud sourcing firm and cloud-based business model innovation.

Although Cloud Sourcing has been around for some time it could be questioned what actually is known about it. This paper presents a literature review on the specific question if Cloud Sourcing could be seen as the next generation of outsourcing. The reason for doing this is that from an initial sourcing study we found that the sourcing decisions seems to go in the direction of outsourcing as a service which could be described as Cloud Sourcing. Whereas some are convinced that Cloud Sourcing reduces cost and complexity in advantage for increased labor productivity, others maintain that the negotiation with the cloud provider is crucial to ensure data privacy, security regulations, compliance, standards, tolerance for risk, governance and service level agreements. The purpose of this paper is to investigate whether the debate on Cloud Sourcing in the top IS conferences and AIS basket of 8 journals goes in the direction of Cloud Sourcing being the future of sourcing as practice predicts, and to identify the space for the development of this research. An introductory literature review showed that there is not much written about Cloud Sourcing as an alternative for outsourcing albeit it seems to have a great potential.

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Background Traditional primary care is characterized by patient consultations via phone and physical visits. However, the current development in Swedish primary care is to blend digital solutions with traditional solutions. This paper addresses this development by examining the normalization of embedding and integrating a digital health care platform into everyday care routines in a primary care clinic. The digital health care platform enables both synchronous (video calls) and asynchronous (chat) communication, as well as self-registration of patient data using automated questions and forms requiring the patient’s input. Objective This study aims to explore the work that health care professionals (HCPs) have to undertake to implement and sustain a digital health care platform as part of their everyday work practice. Methods HCPs were observed and interviewed to assess their individual and collective engagement and the mechanisms involved in the implementation of the digital platform and its effects on everyday work routines. The normalization process theory (NPT) was used to frame the data analysis. Results The analysis identified several themes related to the four NPT constructs: coherence, cognitive participation, collective action, and reflexive monitoring. The use of these constructs enabled the analysis to identify ways of supporting implementation. For example, it showed the benefits of having implementation champions and scheduling work hours for HCPs to use the platform. The analysis also revealed a theme of materiality that deviated from the NPT constructs, as NPT gives ontological priority to human actors and social structures. Conclusions Digital health care platform implementation is a complex process. Our findings provide insights into how individual and collective actions can be supported to embed and integrate a digital platform into everyday care routines. Primary health care organizations need to involve HCPs throughout the implementation process by reorganizing work and providing frequent feedback loops. HCPs are more likely to engage with and commit to changing practices if they perceive the digital platform to be beneficial compared with the current practice. However, they also need resources (eg, time, training, and continuous support) to put the platform into practice. Patient engagement and appraisal are important elements in implementation. Unless patients are willing to use the platform, there is no motivation for HCPs to embed the digital platform into everyday care practice.

There is no doubt that information systems (IS) are the backbone of today’s organizations. Having an initial inspection on sourcing motives in the financial sector it can be stated that resources used in development of information systems (IS) are seen as an important factor for sustained competitive advantage. However, it can be claimed that it depends to a high extent on the application of different sourcing modes. This leads us to a closer inspection on sourcing motives through selected case studies and the following research question: How can motives for sourcing options of IS-development be explained? The empirical investigation on sourcing decisions and the motives behind, in addition to a literature review on sourcing decisions and sourcing options ends in four propositions. These propositions are then used in tandem with the findings from the empirical data for initial development of the Sourcing Decision Framework (SDF). Ultimately, what is at stake here is our framework (SDF) that from the initial development and the first test has shown to be purposive and could be further developed to a useful framework for analyzing sourcing decisions and as a guiding tool for decision-makers when deciding on sourcing options for IS-development.