The track proposition on Digital innovation: Strategies, competences, theories and practice (T 06_08)
is part of the SIG Innovation (INNO)
All your submissions have to go through EURAM submission platform.
It will be available from 01-DEC-2017 onwards.
See below the guidelines for authors in order to prepare your submission for the review process.
New organizational challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies
during the innovation process, or with the outcome of innovation. Digital innovation modifies the ways of working and how people use technology in
the management of innovation. It carries organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources between
large varieties of stakeholders. It offers also new opportunities to build links with external stakeholders and resources, which amplifies the
opportunities for open innovation.
We expect several types of contributions (yet not limited to): workplace and work practices; organizational structure; emergence of new roles in resources orchestration and knowledge articulation; critical competences to facilitate coordination and creativity; the role of technological artifacts; and the elaboration of new business models.
New challenges arise when accommodating digital innovation; it characterizes either with the use of digital technologies during the innovation process, or with the outcome of innovation (Nambisan et al 2017; Yoo & al, 2012). Digital innovation covers for instance big data, extracting knowledge from data, machine learning, etc.
First, digital innovation changes how people work and use the technology. Digital economy features patterns of both dispersion and concentration of knowledge (Grandadam et al., 2013; Howells, 2012). The volume of freelancers and start-ups increases; they develop their activities in new physical space such as coworking spaces and fablabs. Large companies introduce new ways of working; they also downsize the office surface because numerous employees work on the clients' premises or remotely. Thus implies also the development of new competences in the cognitive, functional and social domains that are all affected by the introduction of digital technologies throughout the companies. A significant body of literature in management science investigates skills and profiles to facilitate coordination, but these concepts are barely linked to the discussion of digital innovation: facilitators, gatekeepers (Tuschmann, 1990), boundary spanners (Hsiao et al 2012). Teece (2014; 2016) discusses managerial capabilities and the importance of entrepreneurial skills but few investigations address the competencies of other key players, especially in the context of digital innovation.
Second, digital innovation implies key organizational challenges in relation with the firm’s capacity to coordinate knowledge and resources between large varieties of actors in different ecosystems. In the knowledge based approach, firms are supposed to coordinate specialized knowledge (Grant 2013). With the digitalization of innovation, firms have to acquire a new capacity to rapidly articulate and rearticulate distant knowledge located inside and/or outside their boundaries. In the dynamic capabilities perspective (Teece 2007), digital innovation requires the redesign of resources orchestration and, at the same time, influences the ways how firms sense, seize and reconfigurate resources. Digitalization complexifies the management of creativity and innovation by expanding the number of actors present in the process. It requires fluidity and an ability to experiment fast and early in the process (Yoo et al 2012). The management of innovation in digitalization contexts remains however less stable than in traditional projects: technologies, goals, and stakeholders can change rapidly. People do not work on fixed products and well-bounded questions (Nambisan et al, 2017). All these challenges draw the path towards organizational transformation as it is described by Schreyogg et al (2010) and Hirschhorm and Gilmore (1992): firms need to develop organizational fluidity. They have to commit to boundaryless organizational processes.
Third, digitalization in innovation also offers new opportunities to build links with external stakeholders and resources, which amplifies the opportunities for open innovation (Nambisan et al, 2017). Established firms and startups install new business models, combining new knowledge and resources made available by digital technologies (Yoo et al. 2012). Traditional sectoral frontiers blur (Nambisan et al, 2017). Digital platforms imply new way to create and capture value (Teece, 2010). This also challenges the operational work due to disruptive work flow innovation.
We expect several types of contributions in order to appraise these transformations.
Questions/topics of interest include, but are not limited to the following:
The text of this call for proposals in English is available for download in clicking on the pdf icon...
Heimskringla is the best known source of the old sagas of the Nordic kings. The book was written around 1230 by Snorri Sturluson.
In one of the stories there is a proverb: Fátt veit fyrr en reynt er. It emphasises the importance of action for knowledge; without action knowledge is limited.
Research has been developing since the Age of Enlightenment. The diversity of paradigms and methodologies has not impoverished but empowered researchers. The importance of impactful research is an effort to assist people to use the output of research to change behaviour. The relevance of such research creates a purposeful dialogue between academia, business and society.
Research in Action – Accelerating Knowledge Creation in Management is a call for action. The idea is to empower researchers to explore the state of research and experiment with the aim of creating new insights. It is not just a question of methodology it is a quest for relevance in different disciplines of management.
In the words of Snorri Sturluson: Little can be known without trying – Fátt veit fyrr en reynt er.
EURAM 2018 Local Organising Team: euram2018 (at) hi.is
As an author, it is crucial to follow the guidelines and formatting instructions to prepare and submit your paper in order to have
it published in proceedings.
Each individual is limited to one personal appearance on the programme as a presenting author. This policy precludes acceptance of papers for more than one presentation. In other words, an author can submit and present only one paper. However, a presenter can always be a non-presenting co-author on additional papers.
Please read the instructions carefully prior to submitting:
The EURAM 2018 conference will be hosted by the University of Iceland, in Reykjavik, Iceland.
The EURAM 2018 conference website documents how to organize your trip and plan your activities.
You will directly access this page in clicking on this link:
Keflavik international airport (IATA: KEF, ICAO: BIKF) is the gateway for most passenger flights to and from Iceland.
We might consider flying WOW AIR (IATA: WW, ICAO: WOW; Callsign: WOWAIR),
an Icelandic low-cost carrier operating services to and from 33 destinations in Europe, Canada and USA)
or ICELAND AIR (IATA: FI, ICAO: ICE; Callsign: ICEAIR),
the main airline of Iceland, operating scheduled services to 39 cities on both sides of the Atlantic ocean.
The organizers of the EURAM annual conference will eventually validate the session in the program in considering the volume and quality of the papers submitted. The convenors will keep you posted of this process as soon as information will be available.
To be documented very soon