Managing technological change in the digital age: the role of architectural frames

By Ola Henfridsson, Lars Mathiassen, Fredrik Svahn. Journal of Information and Technology, 2014

298 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fdaf5ed70d2c5ac0b99fad543928f1ce8205184f

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Citations in the corpus

Growing on Steroids: Rapidly Scaling the User Base of Digital Ventures Through Digital Innovation (2017, background): “It also means that, after initial design, ideas are “ comparably inexpensive to scale” (Henfridsson et al. 2014, p. 30) as their subsequent reproduction incurs negligible marginal costs (Brynjolfsson and Saunders 2010; Shapiro and Varian 1999).”
Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns (2017, background): “Given the tension between specific and generic functionality (Henfridsson et al. 2014), they could not simply introduce digital platforms to replace existing practices.”
Digital Innovation Management: Reinventing Innovation Management Research in a Digital World (2017, methodology): “Such theories can build on the extant product/organizational modularity literature but need to consider digital technologies (and their characteristics) not as a mere context but as an active innovation ingredient that influences the nature of modularity (e.g., Henfridsson et al. 2014).”
Digital innovation strategy: A framework for diagnosing and improving digital product and service innovation (2017, methodology): “Recent research (Henfridsson et al., 2014; Yoo et al., 2012) has highlighted how the unique properties of digital technology enable new types of innovation processes that are distinctively different from the analog innovation processes of the Industrial Era.”
Recombination in the open-ended value landscape of digital innovation (2018, background): “2010), and functionality can be procrastinated until the point of use (Eaton et al. 2015; Henfridsson et al. 2014), it makes considerable sense to extend the firm-”
The digital platform: a research agenda (2018, background): “Such characteristics of digitality can lead to multiple inheritance in distributed settings, meaning there is no single owner that owns the platform core and dictates its design hierarchy (Henfridsson et al., 2014).”
Digital product innovation within four classes of innovation networks (2016, background): “The activities that create innovative products – the operand resources – are also becoming increasingly digitized (Yoo et al ., 2010; Henfridsson et al ., 2014).”