Generating innovation potential: How digital entrepreneurs conceal, sequence, anchor, and propagate new technology

Arvidsson, Viktor; Mønsted, Troels

doi:10.1016/j.jsis.2018.10.001

Cited by 43 publications

(41 citation statements)

References 50 publications

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“…In addition, in support of Lokuge et al (2019) , innovation is found to have a partial mediating effect on the relationship between organisational readiness and digital change. This adds to a growing body of literature that explores how to derive value from innovation ( Arvidsson and Mønsted, 2018 ; Ferreira et al, 2019 ; Helfat and Raubitschek, 2018 ), because it suggests that organisational readiness encourages digital change as a result of innovation.…”

Section: Discussionmentioning

confidence: 95%

Ready for digital transformation? The effect of organisational readiness, innovation, airport size and ownership on digital change at airports

Halpern

Mwesiumo

Suau-Sánchez

et al. 2021

Journal of Air Transport Management

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This study investigates the effect of organisational readiness, innovation and airport size and ownership on digital change at airports. Data is collected from a survey of managers at 94 airports worldwide and analysed using partial least squares structural equation modelling. Organisational readiness is found to have a direct effect on digital change. Organisational readiness also has a direct effect on innovation, which subsequently affects digital change. Airport size has a direct effect on digital change while the effect of ownership is not significant. The findings show that successful development of organisational readiness can be used to speed up the rate of innovation needed for digital change at airports.

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Section: Discussionmentioning

confidence: 95%

Ready for digital transformation? The effect of organisational readiness, innovation, airport size and ownership on digital change at airports

Halpern

Mwesiumo

Suau-Sánchez

et al. 2021

Journal of Air Transport Management

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“…Pillar 1 emerges from the articles (Arvidsson & Mønsted, 2018 ; Brydges & Sjöholm, 2019 ; Cenamor et al, 2019 ; Vorbach et al, 2019 ) showing the obstacles to measuring the benefits of using management tools (Arvidsson & Mønsted, 2018 ), but when used correctly these management tools can create new types of professional activities (Brydges & Sjöholm, 2019 ); improve organisational performance (Cenamor et al, 2019 ); and stimulate education for entrepreneurship (Vorbach et al, 2019 ), concluding that Management Tools are one of the pillars supporting R1.…”

Section: Dt-ac Framework—construction Methodologymentioning

confidence: 99%

“…Digital tools (e.g., blogs, social media, management systems—MRP) provide new aspects of organisational competitiveness for entrepreneurship. For example, Arvidsson and Mønsted ( 2018 ) show how employees in a Norwegian hospital (intra-entrepreneurs), with the support of a digital application, developed time planning and resource analysis, raising competitiveness.…”

Section: Dt-ac Framework—construction Methodologymentioning

confidence: 99%

Digital transformation shaping structural pillars for academic entrepreneurship: A framework proposal and research agenda

2021

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Digital technology always accelerates change, altering organisations culturally, socially and technically. These modifications are known as “digital transformation” (DT). On a much greater scale than DT, the world was changed in 2020 by the COVID-19 pandemic, which re-organised society in the way of thinking, acting, producing, consuming and creating new business. Higher Education Institutions (HEIs) were no different, since these institutions had to make changes to the student–lecturer interaction; teaching–learning, where DT had a relevant role, above all in academic entrepreneurship. Therefore, this study aims to propose a framework showing the structural pillars of the link between digital transformation (DT) and academic entrepreneurship (AC) (DT-AC Framework). This framework identifies the new patterns, methods, skills and other discoveries in aspects such as management, information systems and culture sciences. The intention is not to analyse how the COVID-19 pandemic imposed global structural changes, but because of it, lecturers and students found their DT accelerated and intensified, and so it is necessary to investigate the pillars supporting academic entrepreneurship. The results show that DT was already emerging as a basic element of academic entrepreneurship before the pandemic, but the process has speeded up. This bibliometric study indicates the structural pillars that support entrepreneurship following the Covid19 pandemic, as created from DT in universities, providing an extensive systematic review that indicates the cause and effect of the academic entrepreneurship process.

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“…Digital innovation research in the context of organizations ranges from corporate entrepreneurship [13] to management roles [7], and organizational capabilities [4]. We especially want to tie in to research on the organizational embedding of digital innovation [3] and innovation agency [1].…”

Section: Digital Innovationmentioning

confidence: 99%

Embedding Digital Innovations in Organizations: A Typology for Digital Innovation Units

Barthel¹,

Fuchs²,

Birner³

et al. 2020

WI2020 Zentrale Tracks

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Embedding digital innovation into existing organizational structures poses a critical challenge to many established companies across all industries. One option that has drawn increased attention lately is the implementation of dedicated digital innovation units. However, it is yet unclear, how these units are designed to fit their specific objectives. Therefore, we develop a typology for these digital innovation units, identifying different types based on the objectives and respective design option patterns of these units. To do this, we follow a qualitative-empirical research approach, covering 23 real world instances of digital innovation units. We employ the loose-tight-coupling perspective as a theoretical lens to interpret and classify the observed design choices. We contribute to literature by identifying three ideal types of digital innovation units and provide insights for practitioners on how to set up this specific type of organizational units.

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Generating innovation potential: How digital entrepreneurs conceal, sequence, anchor, and propagate new technology

Cited by 43 publications

References 50 publications

Ready for digital transformation? The effect of organisational readiness, innovation, airport size and ownership on digital change at airports

Ready for digital transformation? The effect of organisational readiness, innovation, airport size and ownership on digital change at airports

Digital transformation shaping structural pillars for academic entrepreneurship: A framework proposal and research agenda

Embedding Digital Innovations in Organizations: A Typology for Digital Innovation Units

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