Research Commentary - Seeking the Configurations of Digital Ecodynamics: It Takes Three to Tango

By Omar El Sawy, Arvind Malhotra, Youngki Park, Paul A. Pavlou. Information systems research, 2010

475 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d7a5b480e7823264026bf07db8fbc028e8b4f6e3

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

How a Firm's Competitive Environment and Digital Strategic Posture Influence Digital Business Strategy (2013, methodology): “…significant implications for competitive advantage, by understanding how digital strategic posture and industry environment fuse together to influence firms’ strategic actions, we contribute to and extend the “fusion” view of digital business strategy (El Sawy et al. 2010; Mithas and Lucas 2010).”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, methodology): “This makes the situation even more “messy, complex, and chaotic” (p. 835) as it is combined with features of the liabilities of newness and smallness (eg, missing specialization and legitimacy) that such start‐ups are facing (Abatecola et al., 2012; El Sawy et al., 2010).”
Digital Innovation Management: Reinventing Innovation Management Research in a Digital World (2017, background): “El Sawy et al. (2010) recently argued for the benefits of using QCA in studying configurations of " digital ecodynamics " in information systems research.”
The Role of Dynamic Capabilities in Responding to Digital Disruption: A Factor-Based Study of the Newspaper Industry (2015, background): “transformation, and dynamics of digital ecosystems [15, 45, 121, 133].”
Fuzzy-set qualitative comparative analysis (fsQCA) in entrepreneurship and innovation research – the rise of a method (2017, background): “…(2015), Mikalef et al. (2015), Primc and Cater (2015), Meuer (2014), Ganter and Hecker (2014), Castro et al. (2013), Stanko and Olleros (2013), El Sawy et al. (2010), Schneider et al. (2010) ENT & INNOV (1) impact of business incubators and innovation on business survival (2) innovation…”
Recombination in the open-ended value landscape of digital innovation (2018, background): “This will certainly entail new methodological thinking (see El Sawy et al. 2010), with such methods needing to be able to 31 describe and handle the many different paths along which value is constructed and how these can be appropriated.”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, background): “Consistent with a salient characteristic of complex digital ecodynamics (El Sawy et al. 2010), we observed patterns in how managers paid attention to competing concerns and how their attention shifted across concerns and over time.”
The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016, unknown): “…propositions and methods must be designed to “capture those simultaneous systemic effects in triadic configurations as opposed to additive two-way correlations, even with moderator/mediator variables that model the interaction effects among individual elements” (El Sawy et al., 2010, p. 842).”
Balancing platform control and external contribution in third‐party development: the boundary resources model (2013, background): “To successfully build platform ecosystems (El Sawy et al., 2010; Selander et al., 2010), the focus of the platform owner must shift from developing applications to providing resources that support third-party developers in their development work (Prügl and Schreier, forthcoming).”
Digital transformation and the new logics of business process management (2020, unknown): “Particularly because digital transformation context is the epitome of management at the edge of chaos (El Sawy et al., 2010), it unfolds as a rattling call that challenges the precision and ﬁ nely modelled control structures that BPM logics have advocated.”