Decentralized digital technologies require multiple organizations to collectively create digital innovations. Control over the resources required for digital innovations is often therefore dispersed among multiple actors. Actors may have conflicting interests and business models which cause collective digital innovations to come to a standstill. While existing research suggests various factors that block collective innovation processes, there is still little understanding of how organizations can overcome standstills, and progress to bringing digital innovations to market. The main question addressed in this paper is: How do collective digital innovation initiatives overcome standstills in order to progress in bringing the innovations to market? We offer a novel perspective on the process of developing collective digital innovations based on a longitudinal case study of mobile banking in the Netherlands. Our case shows how parties have collaborated to learn about new opportunities for distributing control and framing solutions, while the actual commercialization of the mobile payment solutions was performed by individual actors. The framework shows how digital innovations emerge through a series of collective innovation processes that build upon each other through control point driven network reconfiguration and reframing.

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Decentralized digital technologies increasingly enable multiple organizations to co-create digital infrastructures. However, collective innovation processes often come to a stand-still because of conflicting interests and business models. While existing research suggests various factors that block collective innovation processes, there is still little understanding of how organizations can overcome these blockages. In this paper, we identify patterns that explain how organizations overcome blockages of collective innovation processes for digital infrastructures. We follow a processual approach and develop a conceptual framework based on collective action theory. We evaluate the framework through a longitudinal case study on mobile payment infrastructure development. We find various reconfiguration processes that organizations use to overcome blockages of collective innovation. Theoretically, this paper contributes to the emerging body of research in the Information Infrastructure literature, which utilizes the collective action perspective and related models and frameworks to understand and explain underlying complexities in the digital infrastructures. @en

Digital technologies are transforming the automotive industry, and disrupting traditional business models based on ownership of cars. With the emergence of connected cars, mobility services and servitization, questions arise on how these enabling technologies affect the ecosystem. In this paper, we propose a research agenda for the digitalized automotive ecosystem. In this research agenda we raise research questions on the impacts of digitalization on business models (i.e. how to move from traditional to digital business models, how do new business models transform the ecosystem and how to construct new revenue models), digital platforms (i.e. who controls data from connected cars, how to open up and govern data platforms, and how to deal with platform competition) and consumer issues (i.e. what mobility services do consumers prefer, and how to guarantee safety, security and privacy).@en

The population of elderly people and their need for wellbeing and healthcare services is rapidly growing. At the same time, the supply for these services is not increasing at the same pace due to increasing costs and shortage of trained personnel. Therefore, many organizations are developing modern wellbeing ICT-enabled devices to assist the elderly people to live at their homes independently as long as possible and enabling the care providers to work more effectively. However, isolated attempts have led to emergence of countless devices and services with proprietary service platforms which have made this domain more complex. While collective action between actors for developing common service platforms may solve the complexity and foster adoption of these services, the challenges of cooperation hinder many actors from joint attempts. In this paper, we study how and why inter-organizational cooperation emerges in the home-care domain. Specifically, we study the impact of heterogeneity of interests and resources on the likelihood of collective action among participants in the healthcare domain. We do so by conducting a single case study on a unique collaborative elderly-care platform development project in Finland. The case was critical as it had all the required conditions (i.e. collective action for a common platform development project in the healthcare domain) to test our propositions. The results present the importance of resource heterogeneity for the emergence of collective action, especially in a business ecosystem of small companies with limited capitals and technical resources. We also found that heterogeneity of interests is not really problematic when the project is in the development phase (R&D) and especially in the presence of selective incentives that motivate participation of companies.@en