The digital age has seen the rise of service systems involving highly distributed, heterogeneous, and resourceintegrating actors whose relationships are governed by shared institutional logics, standards, and digital technology. The cocreation of service within these service systems takes place in the context of a paradoxical tension between the logic of generative and democratic innovations and the logic of infrastructural control. Boundary resources play a critical role in managing the tension as a firm that owns the infrastructure cansecure its control over the service system while independent firms can participate in the service system. In this study, we explore the evolution of boundary resources. Drawing on Pickering's (1993) and Barrett et al.'s (2012) conceptualizations of tuning, the paper seeks to forward our understanding of how heterogeneous actors engage in the tuning of boundary resources within Apple's iOS service system. We conduct an embedded case study of Apple's iOS service system with an in-depth analysis of 4,664 blog articles concerned with 30 boundary resources covering 6 distinct themes. Our analysis reveals that boundary resources of service systems enabled by digital technology are shaped and reshaped through distributed tuning, which involves cascading actions of accommodations and rejections of a network of heterogeneous actors and artifacts. Our study also shows the dualistic role of power in the distributed tuning process.Keywords: Service system innovation, mobile platform, ecosystem, digital infrastructure, boundary resource dynamics, tuning, sociomateriality, iOS Introduction 1Service is increasingly recognized as the foundation of activities and value creation in the global economy (Pine and Gilmore 1999;Vargo and Lusch 2004; Zuboff and Maxmin 2002). In combination with digital technology, we are witnessing fundamental shifts in business models, collaboration, and work practices in all levels of economic activity (Barrett and Davidson 2008). We define service broadly as "the application of specialized knowledge skills through deeds, processes, and performances for the benefit of customers" (Vargo and Lusch 2004, p. 2). In the service economy, value is cocreated by customers who appropriate service provided by the firm, integrating it with other resources, some of which are provided through market and others provided privately or publicly (Vargo and Lusch 2010). Therefore, service is 1 Michael Barrett, Elizabeth Davidson, Jaideep Prabhu, and Stephen L. Vargo were the accepting senior editors for this paper. The authors are listed in alphabetical order only.The appendix for this paper is located in the "Online Supplements" section of the MIS Quarterly's website (http://www.misq.org). Vargo et al. 2008). The notion of service system offers a general view of economic activities that can explain all types of economic transactions, ranging from the simple barter system of labor among individuals to a complex set of transactions in the global financial market (Vargo et al. 2008).S...

Due to their scaling potential and complexity, digital platforms tend to generate massive controversies and paradoxes. Previous research has generated knowledge about controversies in digital platform innovations. However, it focus mainly on the types of controversy and their effects rather than on the process of controversy emergence. In this article, we analyze how controversies related to digital platform innovation emerge and how they unfold over the innovation process. We analyze the case of the Google Glass failure to establish this ARSG (Augmented Reality Smart Glasses) extension to Google's digital platform. The paper contributes by analyzing the digital platform innovation process as a process of translation, in which there are possible controversy emergence points originated in types of disagreements among the different human actors involved and their interactions with non-human elements.These disagreements are related to specific features of digital platforms: the digital platform generativity, the multisided market arrangements in the platform; the loosely coupled layers of technologies and applications involved, and the opaqueness that results from these arrangements. The framework proposed can support digital platform scholars and practitioners to better understand and deal with controversies.

This paper addresses the role of trust and regulation where small and medium-sized enterprises (SMEs) in the European Union make use of e-business in a digital business ecosystem (DBE). We argue that in order for digital business to develop among entrepreneurs in the EU and within different industry sectors and geographical locations, trust and regulation are of critical importance.The paper assesses the importance of this argument and focuses on the interplay of regulatory and trust-based issues that need to be accommodated before one can expect SMEs to engage in ebusiness supported within a DBE environment. It then presents a taxonomy that addresses key regulatory issues and fosters trust. The paper proposes the taxonomy as the vehicle for the simplification of a bewildering array of laws, standards, norms and expectations, as well as for the elimination of regulatory overlap and conflict. The contribution of the taxonomy is demonstrated in the last section of the paper, where it is empirically tested and applied to SMEs which participated in the EU funded DBE project.

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The use of Mobile and Wireless Information Technologies (MWIT) for provisioning public services by a government is a relatively recent phenomenon. This paper evaluates the results of MWIT adoption by IBGE (The Brazilian Institute of Geography and Statistics) through a case study. In 2007, IBGE applied 82,000 mobile devices (PDAs) for data gathering in a census operation in Brazil. A set of challenges for a large scale application of MWIT required intensive work involving innovative working practices and service goals. The case reveals a set of outputs of this process, such as time and cost reductions in service provision, improved information quality, staff training and increased organizational effectiveness and agility.