Digital Business Strategy and Value Creation: Framing the Dynamic Cycle of Control Points

By Margherita Pagani. MIS Q., 2013

388 citations recorded by the source corpus.

Subfields: Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e7797ace600c4310b5c87bb4d7ba2f3bd21b8e67

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Citations in the corpus

Maneuvering in poor visibility : How firms play the ecosystem game when uncertainty is high (2017, background): “a moving target (Pagani, 2013; Tilson et al., 2010): in contrast to existing management literature”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “…customers or other actors outside of the boundaries of the firm that brings a changed activity governance structure: Social media start ‐ ups rely heavily on user ‐ created content as a part of their value creation logic, for instance (Gnyawali et al., 2010; Grönroos & Ravald, 2011; Pagani, 2013).”
IT Capability and Digital Transformation: A Firm Performance Perspective (2016, background): “Digital technologies such as analytics, big data, cloud, social media, mobile platforms and intelligent solutions are driving innovations reshaping business models and reinvesting the way organizations are running business operations (Markus & Loebbecke 2013; Westerman et al., 2014; Pagani, 2013).”
Distributed Tuning of Boundary Resources: The Case of Apple's iOS Service System (2015, background): “…offer a viable perspective to understand digital infrastructure dynamics in general (Tilson et al. 2010), for example, in conjunction with the analysis of how interests between participating actors are negotiated through tussles over control points (Elaluf-Calderwood et al. 2011; Pagani 2013).”
A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change (2020, background): “Due to the increasing turbulence, digital business ecosystems are ‘changing the rules of the game in many industries through disruptions of business models’ (Pagani, 2013, p. 617).”
The Role of Dynamic Capabilities in Responding to Digital Disruption: A Factor-Based Study of the Newspaper Industry (2015, background): “They can bring together two or more groups or sides in order to reduce distribution, transaction, and search costs, and create value [100].”
The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey (2020, background): “On the one hand, digitalization can improve a firm ’ s operational efficiency by automating decision-making, improving the efficiency of business processes, and saving costs (Andriole 2017; Pagani 2013).”