| 1. |
- Goncalves, Dulce, 1968-, et al.
(författare)
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Cultural aspects of organizational agility affecting digital innovation
- 2020
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Ingår i: Journal of Entrepreneurship, Management, and Innovation. - Nowy Targ : Fundacja Cognitione. - 2299-7075 .- 2299-7326. ; 16:4, s. 13-46
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this study is to understand how the cultural aspects of organizational agility affect digital innovation capability. In the context of increasing demand for fast-paced digital innovation, organizational agility becomes strategically crucial for large incumbent companies to increase their competitiveness. The literature on organizational agility shows that incumbents, with their vast access to resources, still can have limited ability to innovate and respond to change. This is in sharp contrast to startups, who sometimes are impressively innovative despite their very limited resources. Sometimes the incumbents are even outcompeted and disrupted by startups because of their ability to embrace change, and rapidly seize new business opportunities. However, we know little about why some incumbents are not able to use their resources efficiently for digital innovation and why some smaller startups can transcend these resource limitations. In this context, we find that cultural aspects are especially crucial as enablers for organizational agility in digital innovation. We designed a comparative study to investigate the differences in the influence of culture on organizational agility; and how it hinders or enables digital innovation, at both incumbent firms and startups in the automotive industry. We applied a qualitative research approach and selected semi-structured interviews as our main research method. The Competing Values Framework was used as a tool to categorize different cultures that affect organizational agility, but also to identify how and when tensions between values supported or hampered the organizations’ ability to innovate. Our findings show that, while a blend of Hierarchy and Market cultures inhibited the innovation capability, Clan and Adhocracy cultures promoted innovation. In our sample, the incumbents predominantly adhered to the first two cultures, while the startups typically belonged to the second group. The most successful startups were even able to create a combination of Clan and Adhocracy cultures — a concept we here term ‘Agile culture.’ This culture allowed them to reach a beneficial state of digital innovation growth. When it comes to the implications for research and practice, we found the need to analyze the role of culture for organizational agility; and how to utilize culture as an asset to enable digital innovation growth. One contribution is the identification of ‘Agile culture’ that is an amalgamation of Clan and Adhocracy culture. The value agile culture creates when applied, enables organizational agility, which can enhance digital innovation capability.
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| 2. |
- Gonçalves, Dulce, 1968-, et al.
(författare)
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How co-creation supports digital innovation in automotive startups
- 2021
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Ingår i: ECIS 2021. - Illinois : Association for Information Systems. - 9781733632560
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Konferensbidrag (refereegranskat)abstract
- Co-creation is an essential aspect of organizational agility enabling organizations to gain digital in- novation capabilities, such as support in developing critical peripheral services or attracting talents and investors. Co-creation is especially essential for startups because of their limited resources. It fosters organizations to learn and innovate across company boundaries to remain competitive. Little is known about how startups apply co-creation to support their digital innovation initiatives. This paper presents a qualitative study of eight automotive startups, based on 22 semi-structured interviews. We applied the prediction and control framework as an analytic lens and identified three key advantages of co-creation. Embracing co-creation in ecosystems increases startups' resource capacity and speed for digital innovation. We concluded that automotive startups that apply visionary and transformative logic were found to have a better ability to lead digital innovation in a controlled way and attract wanted talents and actors.
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| 3. |
- Gonçalves, Dulce, 1968-, et al.
(författare)
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How Digital Tools Align with Organizational Agility and Strengthen Digital Innovation in Automotive Startups
- 2022
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Konferensbidrag (refereegranskat)abstract
- Digital tools can be an enabler for automotive startups to strengthen their digital innovation capability. Still, few empirical studies describe how automotive startups apply digital tools to do this. Digital innovation capability is essential for survival in a volatile global digital marketplace. Therefore, we conducted a qualitative study based on 23 interviews with nine global automotive startups to understand how they apply digital tools to strengthen their digital innovation. The results showed that automotive startups use cloud services almost exclusively for their business. We conclude that startups choose to use digital tools as SaaS to strengthen their organizational agility and digital innovation initiatives. It harmonizes with their agile culture, effectively enabling innovation collaborations between employees internally and with external actors enabling rapidness to market. SaaS providers' startup programs enabled startups to remain focused on their innovation initiatives and not worry about scalability since the solutions scaled from the start. © 2021 Elsevier B.V. All rights reserved.
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| 4. |
- Goncalves, Dulce, 1968-, et al.
(författare)
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The Influence of Cultural Values on Organizational Agility
- 2019
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Ingår i: AMCIS 2019 Proceedings. - : Association for Information Systems. - 9780996683180 ; , s. 1-10
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Konferensbidrag (refereegranskat)abstract
- Organizational agility, a firm’s ability to manage dynamic change, has become strategically important for companies in their innovation work. In this context cultural aspects are especially important, as they can both support and hamper organizational agility. Differences can generate innovation ability but they can also create conflicts between competing value systems, thus reducing the firm’s ability to develop organizational agility to support innovation processes. We conducted a comparative study in incumbent firms and startups in the automotive industry to identify the influence of entrepreneurial cultural values on organizational agility. The Competing Values Framework was applied to identify the relationship between cultural values and organizational agility. The result shows that cultural differences affect the companies ability to develop organizational agility for innovation work. In particular incumbents struggled to enable a change towards organizational agility. We found that startups integrated Clan and Adhocracy into an agile culture, which enabled continuous innovation growth.
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