Tapping into the wealth of employees’ ideas: Design principles for a digital intrapreneurship platform

Reibenspiess, Victoria; Drechsler, Katharina; Eckhardt, Andreas; Wagner, Heinz‐Theo

doi:10.1016/j.im.2020.103287

Cited by 42 publications

(62 citation statements)

References 52 publications

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“…The yellow cluster deals with digital entrepreneurship (Nambisan, 2017) and the multiple ways through which entrepreneurs profit from their ventures on social media (Sahaym et al, 2019), the digital strategy they implement (Correani et al, 2020), the different networks and partners they engage with in order to access key resources (Smith & Smith, 2019), the entrepreneurial opportunities offered by new technological architectures (Chalmers et al, 2019), and the opportunities provided to employees to innovate (Reibenspiess et al, 2020). Furthermore, the cluster emphasizes the need to manage the contrasting perspectives between digital and non‐digital start‐ups (Kollmann et al, 2019), hence dealing with issues at the level of enterprise systems (Sedera et al, 2016), governance mechanisms, and platform organization (Saadatmand et al, 2019).…”

Section: Digital Transformation and Innovation Management: Opening Upmentioning

confidence: 99%

“…Despite a diffused awareness of the changes, unintended rigidities, and vulnerability that digital technologies bring to innovation processes (Lu & Ramamurthy, 2011; Ransbotham et al, 2016; Reibenspiess et al, 2020; Sedera et al, 2016), several theoretical and empirical gaps hinder a more complete understanding of how digital transformation affects innovation. Concerning business and operating models (Berger et al, 2019; Cennamo et al, 2020), organizational forms (Nambisan et al, 2017), entrepreneurial modes (Nambisan, 2019), there is no clear understanding of which organizational choices are more effective in allowing traditional companies to integrate new digital competencies.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Appio

Frattini

Petruzzelli

et al. 2021

J of Product Innov Manag

356

176

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Management and organizational scholars have paid increasing attention to the interconnections between digital transformation and innovation management in the last decade. However, a highly fragmented understanding of this topic is what we are left with so far. In this editorial, we suggest an approach to open up the black box of the interplay between digital transformation and innovation management by providing a framework that identifies three levels of analyisis (i.e., macro, meso, and micro) along which existing and future research on the topic can be organized. This model encourages scholars to conduct theoretical and empirical studies on how digital transformation affects ecosystems’ structure and governance, how industries and firms compete and organize for innovation in a digitalized world, how the processes for developing new products and services change under the effect of digital technologies, and the implications of digital transformation on managing people and teams involved in the innovation process, among the other topics. We also provide a synthesis of the eight papers published in the Special Issue that this editorial introduces and develop an agenda for future research that will hopefully contribute to encourage and shape future scholarly efforts into this field.

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Section: Digital Transformation and Innovation Management: Opening Upmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Appio

Frattini

Petruzzelli

et al. 2021

J of Product Innov Manag

356

176

View full text Add to dashboard Cite

show abstract

“…Every intrapreneurial process should have necessary knowledge and should use this knowledge within projects (Hermann et al, 2016). According to the socio-technical systems theory, the design of systems should be a process that considers both technical and social factors (Reibenspiess et al, 2020). Intrapreneurs need to develop positive knowledge within norms at the same time they should know "what not to do" (Kreuzer and Weber, 2020).…”

Section: Resultsmentioning

confidence: 99%

Intrapreneurial behaviors of organizational members. A conceptual view: how contextual expectations can explain the entrepreneurship roles in organizations?

Arun

Begeç

Okun

2020

JRME

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Purpose This study aims to develop theoretical arguments about the factors promoting nascent intrapreneurship relative to role theory. These arguments principally draw on contributions from interactional and structural sociology. Fixed theoretical tools for intrapreneurship are not quite enough. So, structural and interactionist perspective of sociology is necessary to understand the intrapreneurship concept because intrapreneurs live in a society and shape their course per the expectations of others. Previous approaches depend on individual, organizations or environment to push potential employees to be intrapreneurs. Expectations may be a keystone for intrapreneurship because intrapreneurs have been trying to explain or make progress about what is seen as crucial; more importantly, they learn their roles. Design/methodology/approach This is a conceptual paper about explaining intrapreneurship. Foregoing literature has been trying to explain the phenomenon by individual, organizational or environment endeavors to transform employees to be intrapreneurs. Role theory stems from interactional and structural sociology. Promoting the internal entrepreneur process by overcoming resistance to switching to a more structured management approach and adopting management systems and processes in a timely way is still a vague approach. So, the structural and interactionist perspective of sociology is necessary to understand the concept because intrapreneurship is a contextual factor rather than activity. Findings Expectations can convey what others consider particularly important or necessary. Intrapreneurship is a type of personal entrepreneur role influenced by expectations. Practical implications Intrapreneurship is not solely entrepreneurship in organizations but is also governed by the specific combinations of circumstances generally outside of the organizational environment, such as families, coworkers and friends. Originality/value The present paper seeks to answer three primary research questions: how differentiation among subunits changes intrapreneurship role expectations, how the intrapreneurs’ role has been affected from unlike expectations and are group or team-level expectations on intrapreneurs’ roles distinctive than organization and individual levels.

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“…However, business research is starting to use ADR more widely, particularly in innovation studies (e.g. Le Dinh et al, 2018;Reibenspiess et al, 2020), areas of high complexity (e.g. Faber et al, 2020;Tabacchi et al, 2019) and issues of sustainability (e.g.…”

Section: Action Design Researchmentioning

confidence: 99%

Mobilising knowledge: an action design research case study of using technology to safeguard an endangered nature-based tourism attraction

Coghlan

2020

Journal of Sustainable Tourism

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Tapping into the wealth of employees’ ideas: Design principles for a digital intrapreneurship platform

Cited by 42 publications

References 52 publications

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Intrapreneurial behaviors of organizational members. A conceptual view: how contextual expectations can explain the entrepreneurship roles in organizations?

Mobilising knowledge: an action design research case study of using technology to safeguard an endangered nature-based tourism attraction

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