The recent surge in artificial intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. Strategies and means for selecting and implementing digital technologies that realize firms' goals in digital transformation have been extensively investigated. Third, it shows how positive reinforcement can complement punitive measures to increase acceptance of design rules. Second, it extends conceptualizations of boundary resources beyond the current focus on transactional elements by demonstrating the role of interactive boundary resources in the negotiation of governance grounded in both social and systemic power relationships. First, it provides an empirical demonstration that entrepreneurial threats, as well as opportunities, can trigger platform launches and drive collaborative negotiation of digital ecosystem governance. Our analysis offers three main contributions. This study explores how and why providers can induce ecosystem actors to engage in collaborative negotiation regarding such governance tensions through a case study of the introduction of an open data platform in the Swedish public transport sector. Simultaneously, they need to ensure stability and order by imposing rules that resolve contentious matters and restrict ecosystem participants' degrees of freedom. Providers generally seek to leverage the ecosystem's generative potential by facilitating a variety of interactions and distributing design rights. As entrant platform providers seek to cultivate an ecosystem, they must carefully navigate these power relationships when dealing with governance tensions. Keywords: Digital artifacts, digital objects, archives, search engines, information platforms and infrastructures, modularity, reflexivity, changeĭigital ecosystem governance entails the management of complex, dynamic power relationships.
We conclude that the steady change and transfiguration of digital artifacts signal a shift of epochal dimensions that calls for rethinking some of the inherited wisdom in IS research and practice. These ideas are illustrated with reference to (1) provenance and authenticity of digital documents within the overall context of archiving and social memory and (2) the content dynamics occasioned by the findability of content mediated by Internet search engines. By the same token, it apportions control over the development and use of these artifacts over a range of dispersed stakeholders and makes their management a complex technical and social undertaking. This state of flux and constant transfiguration renders the value and utility of these artifacts contingent on shifting webs of functional relations with other artifacts across specific contexts and organizations.
Digital artifacts are embedded in wider and constantly shifting ecosystems such that they become increasingly editable, interactive, reprogrammable, and distributable.
0 kommentar(er)
