Veröffentlichungen von Axel Hund

Konferenz-Artikel (Peer Reviewed)

Hund, A., Wagner, H., and Gewald, H. (2019)
The Impact of Digitization on Contemporary Innovation Management
Forthcoming in: Proceedings of the 25th Americas Conference on Information Systems (AMCIS), Cancún, Mexico

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Innovation management is challenged by the new circumstances created through the pervasive digitization of entire industries and society at large. Since digital technology is an important part of most novel services and products, innovation management is searching for ways to align traditional innovation processes and routines with the new requirements. To better understand how digitization challenges the established assumptions of traditional innovation management, we conducted a total of 27 interviews with senior managers from 11 companies in various industries. Our results empirically confirm and underscore conceptual insights from extant research. We find that the pervasive digitization leads to (1) blurring external boundaries, (2) fusion of process and outcome, and (3) shortened innovation cycles. Most importantly, we uncover first insights into how senior managers react to the ubiquitous challenges of digitization.

Hund, A., Holotiuk, F., Wagner, H., and Beimborn, D. (2019)
Knowledge Management in the Digital Era: How Digital Innovation Labs Facilitate Knowledge Recombination
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala

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Knowledge is widely regarded as a crucial organizational resource. In the pursuit of finding novel solutions to problems, organizations combine and re-combine knowledge and resources in different ways. This ultimately leads to innovation, which often is viewed as the ultimate reason d'être for organizations. While there exists a rich literature strand on knowledge management, the pervasive digitalization of entire industries creates new challenges. Different areas of knowledge are converging and organizations struggle with managing the rapidly increasing amount of heterogeneous knowledge. An increasingly popular approach to master the challenges of knowledge creation and recombination in the arena of digital innovation is the creation of Digital Innovation Labs (DIL). Although DILs provide a promising approach to the current challenges of innovating in a digital environment, we have only limited insights about DILs. To uncover how DILs facilitate knowledge management and recombination we conducted several case studies in different industries. Our results show how knowledge enters the DIL, how knowledge is applied and recombined and how knowledge is exchanged between units. Most importantly, we identify six key mechanisms that DILs use to master the challenge of knowledge management and innovation in a digital era.

Hund, A., Drechsler, K., and Reibenspiess, V. (2019)
The Current State and Future Opportunities of Digital Innovation: A Literature Review
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala, Sweden

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Digital innovation has already disrupted numerous industries and is challenging extant theories about innovation. However, until now there is no comprehensive review that systemizes the current state of knowledge on digital innovation. Since publication rates on digital innovation increased fivefold since 2015, it is especially important to understand how the field is developing. The purpose of this paper is to provide an overview on how the field has developed, identify under-researched topics and under-used methods to guide future research. In our structured literature review, we systemize the findings by differentiating between two dimensions - digital innovation as a process and as an outcome. Furthermore, we explore determinants of digital innovation by taking three different levels of analysis into consideration: individual, organizational and environmental. By including extant research until today, we provide a comprehensive summary on current knowledge on digital innovation and identify opportunities for future research.

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2019)
The Creation of Digital Innovation: Internal Reorganization, External Networks and Organizational Knowledge
Forthcoming in: Proceedings of the 79th Academy of Management Conference, Boston, MA, USA

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Digital innovation already disrupted numerous industries and organizations are challenged to align their innovation efforts with the new reality of a digitized environment. We examine how internal reorganization and the external network of an organization are related to organizational knowledge and the eventual creation of digital innovation. To develop digital innovation, firms tap a variety of heterogeneous backgrounds to exploit the ease with which different knowledge fields can be accessed and recombined in a digitized environment. Therefore, the actors involved in the development process come from different sources from within and without the firm as the inclusion of digital technology challenges previously non-digital organizational innovation logics. We develop a conceptual model, which takes the characteristics of digital innovation into account.

Hund, A. and Wagner, H. (2019)
Innovation Networks and Digital Innovation: How Organizations Use Innovation Networks in a Digitized Environment
Forthcoming in: Proceedings of the 14th International Conference on Wirtschaftsinformatik , Siegen, Germany

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The digital transformation dramatically lowered the costs for communication and coordination, thus, enabling new forms of cooperation. Companies seize this opportunity by creating new types of innovation networks. Until now, we know little about which types of innovation networks are currently prevalent and why organizations use them. In this paper, we build upon a recent study dealing with categorization of innovation networks and present the results of an exploratory series of case studies conducted with 27 high-level executives from 11 organizations in various industries. Our results indicate that companies are maintaining high-levels of centralized control over the innovation network, which is contrary to what the literature suggests. Furthermore, there is a strong trend to-wards more heterogeneous knowledge within a network. Additionally, we identify mechanisms that help companies to transition from one type of innovation network to another one and investigate why organizations use certain innovation networks.

Drechsler, K., Hund, A., and Wagner, H. (2018)
Governing Digital Innovation: Exploring the Role of Chief Digital Officers
Proceedings of the Special Interest Group on Adoption and Diffusion of Information Technology (DIGIT) (Pre-ICIS Workshop), San Francisco, CA, USA
(Research in Progress)

Hund, A., Wagner, H., Beimborn, D., and Weitzel, T. (2018)
Organizational Reconfiguration and Digital Innovation Success: A Review and Novel Perspectives
Proceedings of the JAIS Theory Development Workshop (Pre-ICIS Workshop), San Francisco, CA, USA
(Research in Progress)

Mattke, J., Hund, A., Maier, C., and Weitzel, T. (2018)
Will the real Value of Blockchain Please Stand Up? Lessons Learned from Multiple Blockchain Projects
Proceedings of the MISQE Special Issue Workshop, San Francisco
(Research in Progress)

Hund, A., Beimborn, D., and Wagner, H. (2018)
Organizational Reconfiguration and Knowledge Recombination for Digital Innovation
Proceedings of the Academy of Management Specialized Conference on Big Data and Managing in a Digital Economy, Surrey, UK

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We address how organizational reconfiguration and external knowledge leverage is related to a firms' knowledge recombination ability and digital innovation success. To develop digital inno-vation, firms tap a variety of heterogeneous backgrounds to exploit the ease with which different knowledge fields can be represented as digital artifacts. We conceptualize that firms need to be aware of a fluid and dynamic recombination space that faces frequent adaptions and great time pressures incurred by customer demand. Therefore, the actors involved in the development process come from different sources from within and without the firm as the inclusion of digital technology challenges previously non-digital organizational innovation logics. We further theorize that a climate conducive to collaboration within the recombination space motivates all actors to engage in knowledge recombination.

Drechsler, K., Hund, A., and Wagner, H. (2018)
Championing Digital Innovation Success: The role of CDOs
Proceedings of the 22nd Pacific Asia Conference on Information Systems (PACIS), Yokohama, Japan

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The disruptive nature of digital innovation has led incumbent organizations to face enormous challenges and pressure. To address the fundamentally new nature of digital innovations, incumbents have established new managerial roles, such as Chief Digital Officers (CDOs), to champion innovation. We explore the role these innovation champions play for digital innovation success and argue that internal reorganization and the sourcing of external knowledge constitute important mechanisms through which CDOs might contribute to organizations' digital innovation success. We will empirically test our proposed research model using longitudinal data on the world's largest companies. Our study is expected to contribute to literature on knowledge recombination and innovation management by examining how innovation champions at the C-level use internal reorganization and sourcing of external knowledge to enhance digital innovation success.