Exploring the Interplay Between FLOSS Adoption and Organizational Innovation

Spagnoletti, Paolo; Federici, Tommaso

doi:10.17705/1cais.02915

Cited by 6 publications

(6 citation statements)

References 36 publications

(43 reference statements)

Supporting

Mentioning

Contrasting

Order By: Relevance

“…• Management of uncertainties • Technological bet • Surfing the business environment • Organization as a platform [6], [8], [30], [35] Business Strategy…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…They are not the result of a planned activity. Rather, what is at hand such as routines and pre-existent structures is re-used for a new endeavor as in the case of open source software adoption [30]. Therefore, at a first look, a hierarchy or a matrix emerge but as an effect of a meta-level constituted by the platform.…”

Section: Organization As a Platformmentioning

confidence: 99%

“…The point is to investigate the shift from an application supporting and automating existing processes and tasks (Mv1) to a technological platform that opens its boundaries to external communities of users (Mv2) [30]. What have been the main factors at the basis of this shift and which organizational configurations have taken place?…”

Section: Midblue As An Organizing Platformmentioning

confidence: 99%

See 2 more Smart Citations

Digital Platforms as Sources for Organizational and Strategic Transformation: A Case Study of the Midblue Project

Resca

Spagnoletti

2013

J. theor. appl. electron. commer. res.

Self Cite

View full text Add to dashboard Cite

The paper is centered on the role of technology and specifically of IT in the recombination of the factors of production. Particularly, the objective is to see how this technology contributes to the formulation of business strategies, the outlining of organizational structures and the alignment with the business environment. A theoretical framework is proposed that combines three perspectives. The first perspective stresses the importance of digital architectures in the modalities through which firms organize for innovation. Second, organization as a platform outlines a scenario for generating multiple organizational forms based on recombination of existent resources, routines and transactions. Third, digital platforms are seen as determinant tools for a dematerialization process that consents to recombine the factors of production for achieving a competitive advantage. The Midblue project provides an illustrative example of how strategy, structure and information technology co-evolve in organizations and how digital platforms can trigger transformation at both strategic and organizational levels

show abstract

“…• Management of uncertainties • Technological bet • Surfing the business environment • Organization as a platform [6], [8], [30], [35] Business Strategy…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Organization As a Platformmentioning

confidence: 99%

Section: Midblue As An Organizing Platformmentioning

confidence: 99%

See 1 more Smart Citation

Digital Platforms as Sources for Organizational and Strategic Transformation: A Case Study of the Midblue Project

Resca

Spagnoletti

2013

J. theor. appl. electron. commer. res.

Self Cite

View full text Add to dashboard Cite

show abstract

“…Examples of such digital environments in which learning takes place are commercial software applications (eg, Blackboard), open source platforms (eg, Moodle), 3D Virtual Worlds (eg, Sloodle) and the more recent MOOCs—massive open online courses—(eg, Coursera). While some studies have emphasised the organisational innovation processes triggered by these artefacts (Martin, ; Spagnoletti & Federici, ), their impact on lifelong learning processes and practices is still under‐researched.…”

Section: Introductionmentioning

confidence: 99%

Organisational learning as an emerging process: The generative role of digital tools in informal learning practices

Za¹,

Spagnoletti²,

North‐Samardzic³

2014

Brit J Educational Tech

Self Cite

View full text Add to dashboard Cite

Increasing attention is paid to organisational learning, with the success of contemporary organisations strongly contingent on their ability to learn and grow. Importantly, informal learning is argued to be even more significant than formal learning initiatives. Given the widespread use of digital technologies in the workplace, what requires further attention is how digital technologies (eg, massive open online courses-MOOC) enable informal learning processes. Drawing from Complex Adaptive Systems (CAS) theory, in this paper we advance a conceptual model for examining this important topic. The two dimensional matrix and the micro-level description of informal learning activities presented provide a framework for both further research on technology-mediated practices for informal learning, as well as the design of formative contexts for learning to occur

show abstract

“…In line with Hodapp and Hanelt (2022), it provides a more comprehensive perspective on interoperability that is not restricted only to the technical aspects but acknowledges the sociotechnical nature of interoperability. In addition, it also contributes to wider debates on the adoption of open source solutions as open source software can play a significant role in the public sector and in the development of digital public services (Spagnoletti and Federici, 2011).…”

Section: Limitationsmentioning

confidence: 99%

How can interoperability stimulate the use of digital public services? An analysis of national interoperability frameworks and e-Government in the European Union

2022

View full text Add to dashboard Cite

This article explores the role of interoperability in the development of digital public services in Europe, analyzing the effects of an European Union (EU)-level initiative (the European interoperability framework, EIF) and the development of e-Government services on how citizens interact online with public administrations. The EIF is a common EU framework providing guidance on public sector interoperability. EU countries are not mandated to follow the EIF, but they are encouraged to take up its guidance in their respective national interoperability frameworks (NIFs). Against this background, this article tests two hypotheses: (a) the introduction of NIFs facilitates the online interaction between citizens and public administrations and (b) better e-Government services encourage citizens to interact online with public administrations. Both hypotheses are confirmed by a panel data analysis covering 26 European countries over the period 2012–2019. The analysis relies on a dummy variable reflecting the adoption of NIFs, built by carefully examining official documents of the countries in the scope of the analysis. Based on the empirical results, this article puts forward two main policy recommendations. First, efforts to improve e-Government services across Europe should be intensified in order to support the overarching digital agenda of the EU and increase benefits for European citizens. Second, interoperability should become a central element when designing new digital public services. Therefore, the European Commission could foster a common approach to interoperability of digital public services across the EU by strengthening the governance of interoperability initiatives and encouraging the adoption of specific interoperability requirements.

show abstract

Exploring the Interplay Between FLOSS Adoption and Organizational Innovation

Cited by 6 publications

References 36 publications

Digital Platforms as Sources for Organizational and Strategic Transformation: A Case Study of the Midblue Project

Digital Platforms as Sources for Organizational and Strategic Transformation: A Case Study of the Midblue Project

Organisational learning as an emerging process: The generative role of digital tools in informal learning practices

How can interoperability stimulate the use of digital public services? An analysis of national interoperability frameworks and e-Government in the European Union

Contact Info

Product

Resources

About