Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns

By Fredrik Svahn, Lars Mathiassen, Rikard Lindgren. MIS Q., 2017

781 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/580a319f2e45c631910b5a87a878a760275fd4fc

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Digital Entrepreneurship: Toward a Digital Technology Perspective of Entrepreneurship (2017, background): “The use of digital infrastructures is a sociotechnical process—digitalization (Tilson et al., 2010)—that imbues significance to the accompanying changes at the cognitive, social, and institutional levels.”
Introduction - Platforms and Infrastructures in the Digital Age (2018, background): “In the automotive industry, for example, original equipment manufacturers (OEMs) can consolidate the design and control of certain components with multiple digital capabilities that were formerly dispersed among suppliers (Lee and Berente 2012, Svahn et al. 2017).”
Digital Innovation Management: Reinventing Innovation Management Research in a Digital World (2017, background): “For example, in the case of Volvo (see Svahn et al. 2017) , identifying varying design patterns was critical to moving with the creation of an open software platform for the car without knowing completely the desired functionality expected from a connected car.”
Digital transformation and the new logics of business process management (2020, positive): “In addition to dealing with changes for existing employees, and turnover in personnel composition, organisations often recruit new employees or contract with external parties (Svahn et al., 2017) to seek capabilities for inno-vating novel uses for digital technologies.”
Transforming provider-customer relationships in digital servitization: A relational view on digitalization (2020, background): “As digital servitization is largely based on innovation, there is a major need to balance new opportunities and established practices, and governance mechanisms should enable creativity and exploration of digital opportunities (Svahn et al., 2017).”
Digital transformation: A multidisciplinary reflection and research agenda (2021, positive): “For instance, automotive companies that enhance their customers ’ experiences by providing digital media access and enhanced security features via sensors that detect activity in blind spots to avoid accidents (Svahn, Mathiassen, & Lindgren, 2017).”
Strategy archetypes for digital transformation: Defining meta objectives using business process management (2020, background): “Consequently, they struggle to design and implement actionable strategies successfully [8, 9].”
Transformational shifts through digital servitization (2020, positive): “However, successful digital servitization depends on digitalization, which refers to the use of new digital technologies to enable major business improvements (Svahn et al., 2017) and includes socio-technical structures that extend beyond technical processes (Hinings, Gegenhuber, & Greenwood, 2018; ”
The Effects of Digital Transformation on Firm Performance: Evidence from China’s Manufacturing Sector (2021, background): “First, companies need to ensure the coordination between their existing resources and capabilities and the digital ones [31,61].”
The digital transformation of innovation and entrepreneurship: Progress, challenges and key themes (2019, background): “Similarly, studies have also documented the ways by which established large companies (such as GE, Volvo, Johnson Controls, Caterpillar, and Boeing) have tried to redefine themselves and radically restructure their innovation strategies and practices to respond to digitization (e.g., Fitzgerald et a”