While digital platforms have been intensively researched, there has been little investigation into their role in sustainable change. Our study focuses on food supply chains and food waste and sustainable challenges. Using data collected from exploratory case studies of digital platforms and traditional actors in the food industry of a Nordic country, we categorized three major sustainable platform types: Alterationist, Redistributor, and Capability Builder. We view these as "Zebras," a business serving profit and social purpose, and observe their emerging role in the food supply chain. We also identify key dimensions of governance and sustainability impact. With this study, we investigate how digital platforms contribute to sustainable change while also retaining their profit focus.

Organizations are increasingly turning to artificial intelligence (AI) to support service development and delivery. Both AI and human action need to be organized and coordinated. Recently, the automationaugmentation paradox has been discussed in literature. Automation implies that machines take over a human task, whereas with augmentation humans and machines collaborate closely to perform different tasks. In this paper, we investigate how the collaboration between humans and AI unfolds in different organizational coordination mechanisms. Using Mintzberg's coordination mechanism (1989), we analyzed the division of labor between human and AI in a case company offering personalized recipes of vegetarian dishes. Our findings suggest that certain primary coordination mechanisms (direct supervision and standardization of norms) need to be in place for the AI to perform properly. We find that AI can take control over service scaling and service personalization (augmentation), whereas humans are in control of service improvement (automation).