A Smart City Is a Collaborative Community

Snow, Charles C.; Håkonsson, Dorthe Døjbak; Obel, Børge

doi:10.1177/0008125616683954

Cited by 145 publications

(128 citation statements)

References 3 publications

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“…Firms have become increasingly embedded in interorganizational networks with respect to social, professional, and exchange relationships (see Granovetter 1985;Gulati 1998;Parkhe et al 2006;Snow 2015;Snow et al 2016). Digitization has become an accelerator for this development to the extent that firms have changed their modus operandi from competition to cooperation to collaboration due to social and technological conditions (Snow 2015, p. 1).…”

Section: Interorganizational Network As Value Creating Systemsmentioning

confidence: 99%

Seeing through the network: Competitive advantage in the digital economy

2017

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Firms operate in an environment that is increasingly permeated with digital technology. The incorporation of digital technology into products, services, and operations has significant implications on how firms can attain and sustain competitive advantage. Traditional strategic models of competitive advantage -such as the industry structure view, the resource-based view or the dynamic capabilities approach -are built on assumptions which lack validity in today's digital environments. Digitization radically changes the very nature of products, the process of value creation and, above all, firms' competitive environment. This study contributes to a better understanding of how firms may achieve sustained competitive advantage in this digital economy: It outlines a network-centric view which explains the competitive environment of firms being confronted with digital technology and its affordances. Based on the network-centric view, the firms may achieve competitive advantage by actively shaping the digital environment (i.e. applying a logic of effectuation) and by value co-creating of the interconnected firms in the digital environment. The framework may help firms to design and create strategies in order to attain and sustain competitive advantage in a digital economy.

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Section: Interorganizational Network As Value Creating Systemsmentioning

confidence: 99%

Seeing through the network: Competitive advantage in the digital economy

2017

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“…Other authors claim that this wedding of big global vendors and local governments results in a substantially vendor-driven top-down approach that loses touch with reality and leaves little room to the concrete needs of ordinary people [60,61]. A growing line of research proposes, instead, a bottom-up, actor-oriented architecture [62] for managing smart city initiatives [63,64]. This line of research converges with the steadily growing attention to local entrepreneurship as the core engine of viable smart innovation [21,[64][65][66][67][68], because entrepreneurs can (re)build new tailored business models that fit a specific city's needs and conditions.…”

Section: The Smart City As An Organizational Fieldmentioning

confidence: 99%

Smart Cities as Organizational Fields: A Framework for Mapping Sustainability-Enabling Configurations

2017

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Despite the impressive growth of smart city initiatives worldwide, an organizational theory of smart city has yet to be developed, and we lack models addressing the unprecedented organizational and management challenges that emerge in smart city contexts. Traditional models are often of little use, because smart cities pursue different goals than traditional organizations, are based on networked, cross-boundary activity systems, rely on distributed innovation processes, and imply adaptive policy-making. Complex combinations of factors may lead to vicious or virtuous cycles in smart city initiatives, but we know very little about how these factors may be identified and mapped. Based on an inductive study of a set of primary and secondary sources, we develop a framework for the configurational analysis of smart cities viewed as place-specific organizational fields. This framework identifies five key dimensions in the configurations of smart city fields; these five dimensions are mapped through five sub-frameworks, which can be used both separately as well as for an integrated analysis. Our contribution is conceived to support longitudinal studies, natural experiments and comparative analyses on smart city fields, and to improve our understanding of how different combinations of factors affect the capability of smart innovations to translate into city resilience, sustainability and quality of life. In addition, our results suggest that new forms of place-based entrepreneurship constitute the engine that allows for the dynamic collaboration between government, citizens and research centers in successful smart city organizational fields.

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“…These datasets can be used to develop new products, services, and digital applications. Any firm or individual citizen can access the more than 75 datasets in Open Data Aarhus and use the data for collective purposes (Snow et al 2016). Shared situation awareness is a commons that facilitates self-organization.…”

Section: Commonsmentioning

confidence: 99%

Designing the digital organization

2017

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Increasingly, organizations are assessing their opportunities, developing and delivering products and services, and interacting with customers and other stakeholders digitally. Mobile computing, social media, and big data are the drivers of the future workplace, and these and other digitally based technologies are having large economic and social impacts, including increased competition and collaboration, the disruption of many industries, and pressure being put on organizations to develop new capabilities and transform their cultures. In this article, we provide a conceptual framework for the design of effective digital organizations. Our framework is predicated on the current state of digitization across diverse sectors of the global economy. In the digital world, all activities and transactions leave digital marks, and all actors, things, and places can be reached and affected digitally. As a result, we can design for self-organization rather than using hierarchical mechanisms for control and coordination. Such designs require the strategic and cultural alignment of digital technologies within the organization and externally with stakeholders. We propose that "actor-oriented" principles are at the heart of designing digital organizations and that, if properly applied, can result in a workplace where organization members are highly engaged and productive.

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A Smart City Is a Collaborative Community

Cited by 145 publications

References 3 publications

Seeing through the network: Competitive advantage in the digital economy

Seeing through the network: Competitive advantage in the digital economy

Smart Cities as Organizational Fields: A Framework for Mapping Sustainability-Enabling Configurations

Designing the digital organization

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