| 1. |
|
|
| 2. |
|
|
| 3. |
- Henfridsson, Ola, 1970, et al.
(author)
-
Managing technological change in the digital age: the role of architectural frames
- 2014
-
In: Journal of Information Technology. - : SAGE Publications. - 0268-3962 .- 1466-4437. ; 29:1, s. 27-43
-
Journal article (peer-reviewed)abstract
- Inspired by Herbert Simon's notion of nearly decomposable systems, researchers have examined modularity as a powerful approach to manage technological change in product innovation. We articulate this approach as the hierarchy-of-parts architecture and explain how it emphasizes decomposition of a design into loosely coupled parts and subsequent aggregation of these into an industrial product. To realize the scale benefits of modularity, firms successively freeze design specifications before production and therefore only allow limited windows of functionality design and redesign. This makes it difficult to take advantage of the increased speed by which digitized products can be developed and modified. To address this problem, we draw on Christopher Alexander's notion of design patterns to introduce a complementary approach to manage technological change that is resilient to digital technology. We articulate this approach as the network-of-patterns architecture and explain how it emphasizes generalization of ideas into patterns and subsequent specialization of patterns for different design purposes. In response to the increased digitization of industrial products, we demonstrate the value of complementing hierarchy-of-parts thinking with network-of-patterns thinking through a case study of infotainment architecture at an automaker. As a result, we contribute to the literature on managing products in the digital age: we highlight the properties of digital technology that increase the speed by which digitized products can be redesigned; we offer the notion of architectural frames and propose hierarchy-of-parts and network-of-patterns as frames to support innovation of digitized products; and, we outline an agenda for future research that reconsiders the work of Simon and Alexander as well as their followers to address key challenges in innovating digitized products.
|
|
| 4. |
|
|
| 5. |
|
|
| 6. |
|
|
| 7. |
- Ivarsson, Frida, 1991, et al.
(author)
-
Digital and Conventional Matchmaking – Similarities, Differences and Tensions
- 2020
-
In: Proceedings of the Annual Hawaii International Conference on System Sciences. - 1530-1605. - 9780998133133
-
Conference paper (peer-reviewed)abstract
- Matchmaking is a process of complex resource allocation where firms are intermediaries of supply and demand between actors in an ecosystem. Digital platforms have brought matchmaking into the spotlight in IS research by their ability to scale and improve the quality of matching. In this paper, we outline four principles of digital matchmaking from digital platform theory. We continue by illustrating these principles in an empirical case-study of conventional matchmaking in the Swedish forest industry. We seek to improve the understanding of matchmaking by identifying similarities and differences of digital and conventional matchmaking. We then discuss tensions that may emerge for the conventional matchmaker facing digitalization. We contribute to theory of changing organizing logic associated with digital technology adoption and to practice by outlining what it takes becoming a digital matchmaker.
|
|
| 8. |
|
|
| 9. |
- Magnusson, Johan, 1976, et al.
(author)
-
Den stora vågen av digital kompetens
- 2021
-
Reports (other academic/artistic)abstract
- Digital kompetens är en nödvändig resurs för ändamålsenlig digitalisering. Vi vet att digitaliseringen sätter fokus på medarbetares kompetens att hantera och designa digitala lösningar, men det saknas kunskapsunderlag om hur detta återspeglas i rekryteringsprocesser. Studien, baserad på analys av jobbannonser via öppna data, visar att efterfrågan på digital kompetens har fördubblats i offentlig sektor under perioden 2006-2019. Studien visar också att efterfrågan tydligt skiljer sig åt mellan kommuner, regioner, och myndigheter. Kommunsektorn uppvisar störst ökning av efterfrågan på digital kompetens. Medan denna sektor hade lägst efterfrågan 2006, uppvisar den högst efterfrågan i slutet av tidsspannet. Samtidigt har ökningen avstannat något inom myndighetssektorn, och avstannat helt inom regionsektorn från 2016. I jämförelse med utvecklingen inom privat sektor är efterfrågan på digital kompetens konstant lägre inom offentlig sektor. Under antagande om linjär utveckling kommer offentlig sektor vara ikapp privat sektor först år 2035.
|
|
| 10. |
- Mankevich, Vasili, 1988, et al.
(author)
-
Resourcing Digital Competence in Product Development: A Computational Study of Recruitment at Volvo Cars
- 2021
-
In: Proceedings of the 54th Hawaii International Conference on System Sciences. - 9780998133140
-
Conference paper (peer-reviewed)abstract
- Competence renewal is an intrinsic part of digital transformation. However , digital competence is generic competence – it is function-agnostic and not tied to the specifics of a firm’s product portfolio. It typically does not fit established institutional structures. Therefore, it is particularly complicated for product-developing firms to develop digital competence, since functional decomposition and profound specialization prevent necessary knowledge mobility. We adopt a resourcing perspective to analyze how Volvo Cars identified, engaged, and deployed human resources to balance supply and demand for digital competence. Our study relies on over 5000 published job postings, which we compared with the European Skills, Competences, and Occupations (ESCO) framework on the basis of natural language processing. While broadly confirming the idea that digital competence spread from IT departments into mainstream operations, our study also demonstrates asymmetry in the resourcing environment, reflecting tension between emerging and existing structures. Our study also reveals a tendency to close digital competence deficits through external recruitment rather than internal hiring, and by creating new positions rather than replacements.
|
|
