FG ABWL, insbesondere Organisation und Unternehmensführung
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Launching a new digital platform business comes with a range of complex challenges: How to overcome the chicken‐or‐egg dilemma of simultaneously attracting value providers and consumers? How to create a unique customer experience, orchestrate value creation, reach and maintain a critical mass of users, and foster positive network effects? While various strategic guidelines address these business challenges individually, growing concerns about the ethical implications of platform power dynamics have highlighted the need for more holistic guidelines to pursue value‐oriented and responsible digital platform launch strategies. In response to that, this paper makes a novel contribution by proposing a canvas addressing the dual role of launching digital platform entrepreneurs as both designers and strategists. It builds on the principles of value‐sensitive design (VSD) and manifests the idea behind moral sandboxing within a practical canvas instrument, aiming to increase reflexivity in digital platform design processes. The canvas' applicability is consequently demonstrated through the illustrative analyses of two early‐stage digital platforms. All in all, this application‐oriented study enhances the discussion on VSD in the context of digital platform design from an emergent perspective combining information systems, business ethics and entrepreneurship research.
One popular application domain for Augmented Reality (AR) technology is facilitating human-building interactions (HBI). Such applications help users to retrieve and transact information through localized interaction points displayed on their (mobile) devices. Growing adoption of AR technology underlines the importance of incorporating suitable AR components for HBI, which is important for effective implementation and testing of HBI-AR use cases, increasing user satisfaction, and long-term viability. In this context, our short paper presents key experiences and lessons learned from an applied science project targeting the development and evaluation of an HBI-AR university campus app. Drawing on an ex-post inquiry of project collaborator experiences, we prescriptively highlight relevant AR solution requirements for this specific design context. Our findings amplify the importance of (1) balancing trade-offs between different spatial embedding computation methods, (2) modularity, customizability, and testability for efficient software development, and (3) taking building complexity and prototype maturity requirements into account when taking AR solution make-or-buy decisions. Our shared insights may inform future best practices and design principles for convergent HBI and AR projects in research and practice.
Background: Some of the world’s most valuable platform businesses rely on products and services provided by small and medium-sized enterprises (SMEs). Though, the modern digital platform economy is increasingly shaped by uncertainties and power asymmetries benefitting dominant platform owners and threatening smaller players participating as complementors in those ecosystems. Negative consequences include lock-in effects and platform dependency, exploitative participation terms and eroded entrepreneurial autonomy on the SMEs’ side, which altogether harm the digital platforms’ long-term viability, too. Addressing these issues, this paper investigates design principles for digital platforms taking SME complementors’ needs into account.
Objective: This study investigates design principles for digital platforms that enhance suitability for SMEs as complementors, focusing on stakeholder-centric platform design approaches that better accommodate SME-specific needs and requirements. In this, this study aims to address current negative developments concerning imbalanced power dynamics and uncertainties emerging from platform owner-SME-partnerships in dominant digital platform ecosystems.
Methods: A qualitative reflective meta-analysis approach was employed, combining explorative expert interviews with SME specialists and a thematic literature review of SME platform design research. The methodology synthesized findings to identify meta-requirements and derive design principles through interpretive analysis. Results: Eleven meta-requirements were identified and synthesized into four design principles: the principle of SME empowerment, the principle of open boundaries, the principle of transparent and fair participation terms, and the principle of reflection of individuality. In combination, these principles pro-pose a framework for future digital platform design that takes SME complementor needs into account.
Conclusion: The conceptual proposal of four design principles guides researchers and practitioners in creating SME-suitable digital platforms with stakeholder-centric design approaches. The principles enable digital platform models that accommodate diverse SME requirements, enhance participation experiences, and foster collaborative ecosystems tailored to SME characteristics and their operational contexts.
Small and medium-sized enterprises (SMEs) often face significant barriers when adopting artificial intelligence (AI), including concerns related to cost, ease of use, and accessibility. This project introduces a web-based prototype designed to overcome these concerns by providing a secure, low-cost, and user-friendly platform for deploying AI tools such as sales forecasting and customizable chatbots. Following design science research methodology, the platform’s initial features, layout, and included tools were informed by potential users, which identified the most desired AI functionalities and common adoption concerns among SMEs. To evaluate the AI adoption assistance platform, a demonstration and testing iteration was conducted with owners and employees of SMEs and university students in North Carolina, which led to insights on several design meta-requirements. The SME participants expressed strong interest in using the platform regularly and emphasized the importance of data privacy, intuitive design, and flexible pricing; the student evaluators provided additional insight into navigation and interface clarity, identifying areas for refinement such as clearer user feedback, improved discoverability of tools, and consistent formatting. Future work includes expanding the chatbot functionality, refining the onboarding experience, and improving design consistency, followed by gathering additional user feedback.
Over the last several years, scholars have become increasingly interested in how alumni relations are managed for the purposes of capitalization. This challenges the notion that organizational membership must be dichotomous—it may instead be a matter of degrees and perceptions. Former members (alumni) may remain on the organizational periphery as business partners, advocates, brand ambassadors, or even return as boomerang employees. This study applies Social Identity Theory to argue that alumni management creates a peripheral group of alumni that is temporally and spatially distanced from the organization’s core social group. This distance can hinder the organization’s ability to benefit from its alumni. The study therefore investigates the role of temporal spatial distance in alumni management and how it is addressed through organizational activities. It demonstrates the importance of temporal spatial distance, because of its effects on social interactions, identity regulation, and alumni role learning and enactment. Furthermore, it systematizes typical alumni management activities according to their effects on temporal-spatial distance, thereby contributing to the existing literature on Social Identity Theory and alumni management.
In Organization and Management literature, emotions have mostly been treated as an individualistic phenomenon. From a sociological viewpoint, however, scholars highlight the embeddedness of emotions into social and organizational contexts. In organizations with a high proportion of frontline service workers, emotions and emotion work are particularly vital for organizational productivity. In emotionally demanding areas, such as social work and healthcare, emotion work does not only influence service quality and consumer satisfaction, but also affects worker well-being and their future emotional availability. Up to date, the importance of organizational emotion-related practices has remained a scientific blind spot. Using clinical maternity care as an example, we discuss the relevance of emotion (work) and argue for the need to consider organizational practices in further research. Based on a theoretical synthesis and on empirical data from midwifery studies, we propose a conceptual framework that bridges psychological, practice research, and sociological perspectives. The framework considers both individual (e. g., searching for safe peer environments and rewards, following/resisting rules, lying/lying low) and organizational (e. g., definition of insiders, collegial support, solidarity, affirmation, discursive resistance, ignorance) emotion-related practices. It provides a foundation for an enhanced understanding of emotion-related practices within organizations and has the potential to encourage structured empirical research in this field. In sum, this paper contributes to recent discussions in organizational and management research, as well as midwifery research, with implications for organizations in general.
Purpose
This paper aims to systematically review and integrate the fast-growing literature on esports teams. Esports have evolved into hyper-competitive and professionalized settings with particular challenges, which need to be understood to develop and support sustainable esports teams. Likewise, esports teams share similarities with teams from professional sports and beyond, thus having the potential to inform team research in general.
Design/methodology/approach
The authors leveraged a systematic literature review approach and conducted a structured keyword search in Web of Science. The results were extended by a journal-driven search and forward-backward citation tracking, resulting in a final sample of 92 articles, which were analyzed via qualitative content analysis.
Findings
First, the authors find that research predominantly leverages quantitative study designs and samples of nonprofessional MOBA players. Second, four main themes that shape effectiveness in esports teams emerged: team compositional and structural features, leadership and external resources, team emergent states and team action processes. Third, the authors discuss blind spots within the literature that need more attention (e.g. psychological safety and stress management mechanisms) and how scholars can leverage the rich, multifaceted and high-resolution data existing in this context (e.g. game logs, audio and video recordings) to generate important insights on team dynamics valuable far beyond the esports domain. Finally, the authors discuss practical implications for players and teams to build and maintain sustainable esports teams.
Originality/value
To the best of the authors’ knowledge, the authors provide the first systematic review on esports team effectiveness based on the Input-Mediator-Output-Input model and a critical evaluation of how it can fertilize esports research and practitioners.
Organizational ambidexterity plays an essential role in understanding how firms compete and prosper in dynamic environments. However, our understanding of the antecedents and effects of organizational ambidexterity is primarily derived from studies conducted in developed economies, while transitional economies with their unique characteristics and challenges are less well understood. Grounded in upper echelon theory, this paper contends that the innovation orientation of a firm's top management team (TMT) impacts organizational ambidexterity and firm performance. Drawing on a dataset of 192 small and medium-sized companies from Bosnia and Herzegovina, and estimating several OLS regressions, we find evidence that TMT's innovation orientation negatively impacts firm performance in transitional economies. Further, we see that the impact of the TMT's innovation orientation on the balance dimension of organizational ambidexterity is inverted U-shaped. Organizational innovation culture leverages this relation. Intriguingly, we found that in transitional economies, organizational ambidexterity was not correlated with firm performance, but its components exploration and exploitation were, albeit in opposite directions. Overall, our work ads nuanced insights to the antecedents and effects of organizational ambidexterity in transitional economies.
Unternehmen und Organisationen sind in den letzten Jahren durch neue Informations- und Kommunikationstechnologien unter erheblichen Veränderungs- und Anpassungsdruck geraten. Dabei hat sich im Zuge der Digitalisierung auch die Organisation von Erwerbsarbeit in massiver Art und Weise verändert und es ist unter anderem zu einer verstärkten Dezentralisierung von Entscheidung gekommen. Führungskräfte werden vor diesem Hintergrund sowohl als Treiber wie auch als Betroffene der Digitalisierung vor neue Herausforderungen gestellt. In dem vorliegenden Beitrag werden auf Basis ausgewählter theoretischer Überlegungen und empirischer Befunde zentrale Herausforderungen an Führungskräfte im Zeitalter der Digitalisierung herausgearbeitet. Im Fokus der Betrachtungen steht die Beobachtung, dass sich Führungskräfte im Zuge des technologischen und gesellschaftlichen Wandels mit in Teilen paradoxen Anforderungen konfrontiert sehen. Führung bedeutet vor diesem Hintergrund in erster Linie einen produktiven Umgang mit Widersprüchen. Der vorliegende Beitrag skizzierte ausgewählte Herausforderungen an Führungskräfte im Zeitalter der Digitalisierung und zeigt etwaige Möglichkeiten zum praktischen Umgang mit diesen widersprüchlichen Herausforderungen auf. Rekurriert wird in diesem Zusammenhang insbesondere auf die Konzepte des Paradoxical Leader Behaviors und des Paradoxical Mindets.
Als Belastungsfaktor scheint organisationaler Wandel in nicht unerheblichem Maße zu einer psychischen Beanspruchung von Beschäftigten und einer Verminderung ihres Wohlbefindens beizutragen. Hierbei stellt sich unter anderen die Frage, wie genau organisationaler Wandel das Wohlbefinden von Beschäftigten beeinflusst. In dieser Arbeit wird der vermittelnde Einfluss von Arbeitsanforderung und Arbeitsautonomie auf den Zusammenhang zwischen organisationalem Wandel und psychischer Beanspruchung betrachtet. Mittels Daten der BIBB/BAuA-Erwerbstätigenbefragungen aus den Jahren 2012 und 2018 wurde dieser Zusammenhang getestet. Die Ergebnisse legen den Schluss nahe, dass organisationaler Wandel sowohl einen direkten negativen Einfluss auf das psychische Wohlbefinden von Beschäftigten besitzt als auch mit einer Erhöhung der an sie gestellten Arbeitsanforderungen einhergeht. Gleichzeitig führen erhöhte Arbeitsanforderungen zu einer Verringerung des psychischen Wohlbefindens, während sich eine Erhöhung der Arbeitsautonomie positiv auf das Wohlbefinden von Beschäftigten auswirkt. Vor diesem Hintergrund sollten Organisationen ihre Beschäftigten durch die Zurücknahme übertriebener Arbeitsanforderungen und die Einräumung weitreichender Entscheidungsspielräume psychisch entlasten.
