Developing IOIS as Collective Action: A Cross-Country Comparison in the Health Care Sector

Klein, Stefan; Schellhammer, Stefan

doi:10.1109/hicss.2011.162

Cited by 7 publications

(6 citation statements)

References 23 publications

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“…These interests may be both economic, such as deriving commercial profit, and non-economic, such as gaining knowledge (Nikayin, 2014). Heterogeneous interests can bring conflicts of interest amongst different members, which can become problematic for collective action to occur (Klein and Schellhammer, 2011). Consequently, it becomes necessary to reconcile divergent interests of a group to ensure participation (Markus et al, 2006).…”

Section: Theory Of Collective Actionmentioning

confidence: 99%

Three Different Ways to Skin a Cat: Financialization in the Emergence of National e-ID Solutions

Eaton

Hedman

Medaglia

2018

Journal of Information Technology

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The growing phenomenon of financialization influences an array of societal dimensions that go beyond the economic realm, to include public policy-making and information technology (IT). This study presents a cross-country analysis of the emergence of national electronic identification (e-ID) solutions as the result of interaction between the financial and the public sector in Denmark, Norway, and Sweden. Drawing on on-line sources, documents, and interviews with key actors in the three cases, we adopt a cross-disciplinary perspective by applying the lens of collective action theory to identify the role of interests, resources, and governance in the emergence of national e-ID solutions. Findings show that different governance solutions can emerge as the result of the convergence of interests and of interdependency of resources between the actors over time. We contribute to research on financialization and IT by proposing a dialectic process model and identifying five mechanisms that drive the process forward.

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Section: Theory Of Collective Actionmentioning

confidence: 99%

Three Different Ways to Skin a Cat: Financialization in the Emergence of National e-ID Solutions

Eaton

Hedman

Medaglia

2018

Journal of Information Technology

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“…see : Knoke, 1988;Gillinson, 2004;Bina and Giaglis, 2006;Van Zomeren and Spears, 2009;Mazzoni and Cicognani, 2012). However, less attention has been paid to theorizing organizational motivations for collective action (exception: Markus et al, 2006;Klein and Schellhammer, 2011), which are important as they help to explain why companies act in a certain way (Pesämaa, 2007). To fill this gap, we looked into different strands of literature developed on organizations studies (i.e.…”

Section: Conceptual Modelmentioning

confidence: 99%

What motivates small businesses for collective action in smart living industry?

Nikayin

Reuver

2015

Journal of Small Business and Enterprise Development

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Purpose – The purpose of this paper is to study what motivates small businesses to engage in collective action, especially in high-tech industry. Design/methodology/approach – Application domain is smart living industry, in which installation companies offer ICT-enabled solutions for smart home services. A survey was conducted among 140 small/medium installation companies in smart living industry which are members of a major Dutch branch organization. Structural Equation Modelling (SEM) was used to model and analyse data from the survey. Findings – The paper found that different types of motivations do not significantly increase the collective orientation of small businesses. Moreover, the current involvement of small companies in smart living projects is not directly related to their collective orientation. Research limitations/implications – The lack of collaboration is resulting in market fragmentation and lack of technological interoperability. The paper advise policy makers to provide selective incentives to stimulate collaboration and to facilitate knowledge sharing on best practices and collective business cases. Originality/value – The motivational factors for collective action between small businesses in high-tech sectors have rarely been studied. Although many studies addresses collective action issues on an individual level, the literature lacks an integration of existing theories into a set of testable hypotheses that aim at motivators and inhibitors of inter-organizational collective action.

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“…There is already a good understanding in the current literature of factors that lead to these blockages of collective innovation processes. Blockages can, for example, occur due to diverging interests (Klein and Schellhammer 2011); conflicts (Baland and Platteau 1996;Streeck 1990); a reduction or a lack of interdependencies (Walter et al 2012;Monge et al 1998); the availability of technology alternatives (De Reuver et al 2015) or a lack of effective governance mechanisms (Ostrom 2000;De Reuver and Bouwman 2012). However, there is little understanding of how organizations can overcome standstills and progress with the collective innovation processes needed to bring digital innovations to market.…”

Section: Introductionmentioning

confidence: 99%

Emergence of collective digital innovations through the process of control point driven network reconfiguration and reframing: the case of mobile payment

et al. 2019

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Decentralized digital technologies require multiple organizations to collectively create digital innovations. Control over the resources required for digital innovations is often therefore dispersed among multiple actors. Actors may have conflicting interests and business models which cause collective digital innovations to come to a standstill. While existing research suggests various factors that block collective innovation processes, there is still little understanding of how organizations can overcome standstills, and progress to bringing digital innovations to market. The main question addressed in this paper is: How do collective digital innovation initiatives overcome standstills in order to progress in bringing the innovations to market? We offer a novel perspective on the process of developing collective digital innovations based on a longitudinal case study of mobile banking in the Netherlands. Our case shows how parties have collaborated to learn about new opportunities for distributing control and framing solutions, while the actual commercialization of the mobile payment solutions was performed by individual actors. The framework shows how digital innovations emerge through a series of collective innovation processes that build upon each other through control point driven network reconfiguration and reframing.

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Developing IOIS as Collective Action: A Cross-Country Comparison in the Health Care Sector

Cited by 7 publications

References 23 publications

Three Different Ways to Skin a Cat: Financialization in the Emergence of National e-ID Solutions

Three Different Ways to Skin a Cat: Financialization in the Emergence of National e-ID Solutions

What motivates small businesses for collective action in smart living industry?

Emergence of collective digital innovations through the process of control point driven network reconfiguration and reframing: the case of mobile payment

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