ABSTRACT

The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation.

摘要

数字创新的重要性在管理者和学者中得到广泛认可。然而，它在学术研究中的实际概念处理并不一定清晰或精确。大多数研究将数字创新视为采用数字技术的最终结果，例如新产品、流程、服务或商业模式。换句话说，这项研究将数字创新的概念作为成果进行了推进。在这项将数字创新作为结果的研究的同时，数字创新作为一个过程的概念。已经出现，将组织中的创新能力、组织结构、边界和技术管理联系起来。现有关于数字创新作为一个过程的分散研究通过关注创新过程的阶段、潜在机制、障碍和促成因素来探索创新过程的数字化转型的剖析。我们认为，管理研究应该更多地关注数字创新的这一观点。因此，在本文中，我们对该主题的研究进行了评估，并确定了四种内在流程化的编排机制，使公司能够有效地协调和利用不同类型的资源，通过采用和利用数字技术来创造和获取价值。创新过程。基于这些编排机制，