The Generative Mechanisms of Digital Infrastructure Evolution

By Ola Henfridsson, B. Bygstad. MIS Q., 2013

786 citations recorded by the source corpus.

Subfields: Management Information Systems, Management of Technology and Innovation, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e0a51fee0a2e8c536c0eca1c5a1302e590234a8b

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In Management Information Systems

In Management of Technology and Innovation

In Sociology and Political Science

Citations in the corpus

Recombination in the open-ended value landscape of digital innovation (2018, background): “Such support can be facilitated by designing support resources, such as boundary resources (Ghazawneh and Henfridsson 2013), that improve access and make the resource more attractive.”
Growing on Steroids: Rapidly Scaling the User Base of Digital Ventures Through Digital Innovation (2017, background): “In particular, the leanness with which digital ventures grow by drawing on and adding to digital infrastructures (Brynjolfsson and McAfee 2014; Henfridsson and Bygstad 2013; Yoo et al. 2010) helps to increase the clockspeed (cf. Fine 1998).”
The Role of Dynamic Capabilities in Responding to Digital Disruption: A Factor-Based Study of the Newspaper Industry (2015, background): “organize IT capabilities into software frameworks for integration of transactions across diverse consumers and businesses [16, 59, 92, 120].”
Co-evolution of platform architecture, platform services, and platform governance: Expanding the platform value of industrial digital platforms (2021, background): “The platform literature shows the utility of boundary resources in the platform growth (e.g., API) (Ghazawneh and Henfridsson, 2013).”
Digital platform ecosystems (2019, background): “Depending on the archetype of ownership, either a central platform owner, a consortium of partners or a decentralized peer-to-peer network need to balance control rights against the autonomy of ecosystem actors (de Reuver et al. 2018; Ghazawneh and Henfridsson 2013).”
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, methodology): “Second, this approach has been applied multiple times in case studies in the context of DT and digital innovation (e.g., Henfridsson and Bygstad, 2013; Huang et al., 2017).”
The digital platform: a research agenda (2018, background): “Such lack of control is echoed in a current debate within IS, relating to the specific characteristics of digital technologies, hence, focusing specifically on the dynamics of digital infrastructures (Tilson et al., 2010; Henfridsson and Bygstad, 2013).”
Managing technological change in the digital age: the role of architectural frames (2014, background): “As the digitization of products presents new opportunities for innovation in long-established industries such as automotive, telecom, media, consumer electronics, and publishing (Lucas and Goh, 2009; Hanseth and Lyytinen, 2010; Tilson et al., 2010; Lee and Berente, 2012; Henfridsson and Bygstad, 201”
Introduction - Platforms and Infrastructures in the Digital Age (2018, background): “Research also has looked more broadly at decisions around an organization’s design (Alonso et al. 2008, 2015), and the design of infrastructures (Hanseth and Lyytinen 2010, Henfridsson and Bygstad 2013).”
On open innovation, platforms, and entrepreneurship (2018, background): “Platform owners provide boundary resources, such as application programming interfaces (APIs), software development kits (SDKs), and other resources to enable complementors to build their offerings (Ghazawneh & Henfridsson, 2013).”
Distributed Tuning of Boundary Resources: The Case of Apple's iOS Service System (2015, background): “Based on the results of the embedded case study of the iOS service system, we propose a general model of the distributed tuning of the boundary resources that serves as a latent mechanism governing the evolution of a service system (Henfridsson and Bygstad 2013) (see Figure 7).”
Digital transformation and the new logics of business process management (2020, neutral): “It has also been contrasted with modularity in arranging work in cross-functional processes (Henfridsson & Bygstad, 2013), deployed for example in ERP systems (Besson & Rowe, 2012).”