References
- Alvesson, M., & Kärreman, D. (2007). Constructing mystery: Empirical matters in theory development. Academy of Management Review, 32(4), 1265–1281. https://doi.org/https://doi.org/10.5465/amr.2007.26586822
- Andriopoulos, C., & Lewis, M. W. (2009). Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organization Science, 20(4), 696–717. https://doi.org/https://doi.org/10.1287/orsc.1080.0406
- Avital, M., Baiyere, A., Berente, N., Henfridsson, O., Hinings, C. R., Tuertscher, P., & Yoo, Y. (2019). Digital “x”: In need of new theories or do prior theories suffice? Academy of Management Proceedings, 2019(1), 15271. https://doi.org/https://doi.org/10.5465/ambpp.2019.15271symposium
- Baiyere, A., & Hukal, P. (2020). Digital disruption: A conceptual clarification. Proceedings of the 53rd Hawaii International Conference on System Sciences, 3, 5482–5491. https://doi.org/https://doi.org/10.24251/hicss.2020.674
- Baldwin, C. Y., & Woodard, C. J. (2008). The architecture of platforms: A unified view. In A. Gawer, (Ed.), Platforms, markets and innovation (pp. 19–44). https://doi.org/https://doi.org/10.2139/ssrn.1265155
- Baldwin, C. Y. (2015). Modularity and organizations. In International encyclopedia of the social & behavioral sciences: Second edition, December (pp. 718–723). Elsevier. https://doi.org/https://doi.org/10.1016/B978-0-08-097086-8.73062-5
- Baldwin, C. Y., & Clark, K. B. (2000). Design rules: The power of modularity (1st ed.). The MIT Press.
- Baskerville, R., Meyers, M., & Yoo, Y. (2019). Digital first: The ontological reversal and new challenges for IS. MIS Quarterly, 44(2), 509–523. https://doi.org/https://doi.org/10.25300/MISQ/2020/14418
- Bauer, S., Obwegeser, N., & Avdagic, Z. (2016). Corporate accelerators: Transferring technology innovation to incumbent. In MCIS 2016 proceedings, paper 57. Paphos, Cyprus.
- Becker, B., & Gassmann, O. (2006). Gaining leverage effects from knowledge modes within corporate incubators. R and D Management, 36(1), 1–16. https://doi.org/https://doi.org/10.1111/j.1467-9310.2005.00411.x
- Benner, M. J., & Tushman, M. L. (2015). 2013 decade award invited article reflections on the 2013 decade award - “Exploitation, exploration, and process management: The productivity dilemma revisited” ten years later. Academy of Management Review, 40(4), 497–514. https://doi.org/https://doi.org/10.5465/amr.2015.0042
- Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, 27(4), 287–298. https://doi.org/https://doi.org/10.5465/amp.2012.0167
- Birkinshaw, J., Zimmermann, A., & Raisch, S. (2016). How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives. California Management Review, 58(4), 36–58. https://doi.org/https://doi.org/10.1525/cmr.2016.58.4.36
- Brown, S. L., & Eisenhardt, K. M. (1997). The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42(1), 1–34. https://doi.org/https://doi.org/10.2307/2393807
- Burgelman, R. A. (1991). Intraorganizational ecology of strategy making and organizational adaptation: Theory and field research. Organization Science, 2(3), 239–262. https://doi.org/https://doi.org/10.1287/orsc.2.3.239
- Christensen, C. M., & Raynor, M. E. (2013). The innovator’s solution: Creating and sustaining successful growth. Harvard Business Review Press.
- Ciborra, C., Braa, K., Cordella, A., Dahlbom, B., Hepsø, V., Failla, A., Hanseth, O., Ljungberg, J., & Monteiro, E. (2000). From control to drift: The dynamics of corporate information infrastructures. Oxford University Press.
- Ciborra, C., & Willcocks, L. (2006). The mind or the heart? It depends on the (definition of) situation. Journal of Information Technology, 21(3), 129–139. https://doi.org/https://doi.org/10.1057/palgrave.jit.2000062
- Cohen, S. L., & Tripsas, M. (2018). Managing technological transitions by building bridges. Academy of Management Journal, 61(6), 2319–2342. https://doi.org/https://doi.org/10.5465/amj.2015.0690
- Conway, M. E. (1968). How do committees invent. Datamation, 14(4), 28–31.
- Corbin, J. M., & Strauss, A. (1990). Grounded theory research: Procedures, canons, and evaluative criteria. Qualitative Sociology, 13(1), 3–21.
- David, A. (2002). Intervention methodologies in management research. EURAM Conference, Stockholm.
- Day, R. E. (2001). The modern invention of information: Discourse, history, and power. Chicago: SIU Press.
- Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In The Management of organization Design - Strategies and Implementation (pp. 167–189).
- Eck, A., Uebernickel, F., & Brenner, W. (2015). The generative capacity of digital artifacts: A mapping of the field. Pacific Asia Conference on Information Systems, PACIS 2015 - Proceedings, Singapore.
- Eisenhardt, K. M. (2001). Architectural innovation and modular corporate forms. Authors (s): D. Charles Galunic and Kathleen M. Eisenhardt source: The Academy of Management Journal, Vol. 44, No. 6 (Dec ., 2001), pp. 1229-1249 Published by : Academy of Management Stable. Academy of Management, 44(6), 1229–1249. https://doi.org/https://doi.org/10.5465/3069398
- Ekbia, H. R. (2009). Digital artifacts as quasi-objects: Qualification, mediation, and materiality. Journal of the American Society for Information Science and Technology, 60(12), 2554–2566. https://doi.org/https://doi.org/10.1002/asi.21189
- Ettlie, J. E., Bridges, W. P., & O’Keefe, R. D. (1984). Organizational strategy and structural differences for radical versus incremental innovation. Management Science, 30(6), 1984. https://doi.org/https://doi.org/10.1287/mnsc.30.6.682
- Faulkner, P., & Runde, J. (2009). On the Identity of technological objects and user innovations in function. Academy of Management Review, 34(3), 442–462. https://doi.org/https://doi.org/10.5465/amr.2009.40632318
- Faulkner, P., & Runde, J. (2011). The social, the material, and the ontology of non-material technological objects. Gothenburg, Sweden: European Group for Organizational Studies (EGOS) Colloquium.
- Fuchs, C., Barthel, P., Herberg, I., Berger, M., & Hess, T. (2019). Characterizing approaches to digital transformation: Development of a taxonomy of digital units. International Conference on Wirtschaftsinformatik, Siegen, Germany.
- Garud, R., Jain, S., & Tuertscher, P. (2008). Incomplete by design and designing for incompleteness. Organization Studies, 29(3), 351–371. https://doi.org/https://doi.org/10.1177/0170840607088018
- Garud, R., Kumaraswamy, A., & Sambamurthy, V. (2006). Emergent by design: Performance and transformation at Infosys Technologies. Organization Science, 17(2), 277–286. https://doi.org/https://doi.org/10.1287/orsc.1050.0179
- Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. https://doi.org/https://doi.org/10.2307/20159573
- Gilbert, C. (2004). The disruption opportunity. MIT Sloan Management Review, 44(4), 27–32.
- Gillier, T., & Piat, G. (2011). Exploring over: The presumed identity of emerging technology. Creativity and Innovation Management, 20(4), 238–252. https://doi.org/https://doi.org/10.1111/j.1467-8691.2011.00614.x
- Gkeredakis, M., & Constantinides, P. (2019). Phenomenon-based problematization: Coordinating in the digital era. Information and Organization, 29(3), 100254. https://doi.org/https://doi.org/10.1016/j.infoandorg.2019.100254
- Gong, C., & Ribiere, V. (2021). Developing a unified definition of digital transformation. Technovation, July, 102, 102217. https://doi.org/https://doi.org/10.1016/j.technovation.2020.102217
- Grodal, S., Anteby, M., & Holm, A. L. (in press). Achieving rigor in qualitative analysis: The role of active categorization in theory building. Academy of Management Review. https://doi.org/https://doi.org/10.5465/amr.2018.0482
- Grover, V., & Lyytinen, K. (2015). New state of play in information systems research: The push to the edges. MIS Quarterly, 39(2), 271–296. https://doi.org/https://doi.org/10.25300/MISQ/2015/39.2.01
- Hannan, M. T., & Freeman, J. (1984). Structural inertia and organizational change. American Sociological Review, 49(2), 149–164. https://doi.org/https://doi.org/10.2307/2095567
- Hatch, M. J. (2011). Material and meaning in the dynamics of organizational culture and identity with implications for the leadership of organizational change. In The handbook of organizational culture and climate (2nd ed., pp. 341–358). Sage Publications Inc. https://doi.org/https://doi.org/10.4135/9781483307961.n19
- Henderson, R. M., & Clark, K. B. (1990). Architectural innovation : The reconfiguration of existing product technologies and the failure of established firms. Author (s): Rebecca M. Henderson and Kim B. Clark Source: Administrative Science Quarterly, Vol. 35, No. 1, Special Issue: Tech. Administrative Science Quarterly, 35(1), 9–30. https://doi.org/https://doi.org/10.2307/2393549
- Henfridsson, O., & Bygstad, B. (2013). The generative mechanisms of digital infrastructure evolution. MIS Quarterly: Management Information Systems, 37(3), 907–931. https://doi.org/https://doi.org/10.25300/MISQ/2013/37.3.11
- Henfridsson, O., Mathiassen, L., & Svahn, F. (2014). Managing technological change in the digital age: The role of architectural frames. Journal of Information Technology, 29(1), 27–43. https://doi.org/https://doi.org/10.1057/jit.2013.30
- Henfridsson, O., Nandhakumar, J., Scarbrough, H., & Panourgias, N. (2018). Recombination in the open-ended value landscape of digital innovation. Information and Organization, 28(2), 89–100. https://doi.org/https://doi.org/10.1016/j.infoandorg.2018.03.001
- Hess, T., Benlian, A., Matt, C., & Wiesböck, F. (2016). Options for formulating a digital transformation strategy CIOs. MIS Quarterly Executive, 15(2), 123–139. https://doi.org/https://doi.org/10.1108/10878571211209314
- Hinings, B., Gegenhuber, T., & Greenwood, R. (2018). Digital innovation and transformation: An institutional perspective. Information and Organization, 28(1), 52–61. https://doi.org/https://doi.org/10.1016/j.infoandorg.2018.02.004
- Hron, M. (2021). The quest for new theoretical logics of digital innovation: Linking properties of digital artifacts with their conceptualizations in organizations. Hawaii International Conference on System Sciences 2021 Proceedings, Wailea, HI, USA.
- Hui, Y. (2012). What is a digital object? Metaphilosophy, 43(4), 380–395. https://doi.org/https://doi.org/10.1111/j.1467-9973.2012.01761.x
- Hui, Y. (2016). On the existence of digital objects (electronic). U of Minnesota Press.
- Hund, A., Holotiuk, F., Wagner, H.-T., & 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, Sweden.
- Hylving, L., & Schultze, U. (2020). Journal of strategic information systems accomplishing the layered modular architecture in digital innovation : The case of the car ’ s driver information module. Journal of Strategic Information Systems, 29(3), 101621. https://doi.org/https://doi.org/10.1016/j.jsis.2020.101621
- Iansiti, M., Mcfarlan, F. W., & Westerman, G. (2003). Leveraging the incumbent’s advantage. MIT Sloan Management Review, 44(4). https://sloanreview.mit.edu/article/leveraging-the-incumbents-advantage/
- Ingmar, A. H., Bradley, K., & Benlian. (2017). Options for transforming the IT function using bimodal IT (2017). MIS Quarterly Executive, 16(2), 101–120. https://aisel.aisnet.org/misqe/vol16/iss2/2
- Johansson, S., Löfström, M., & Ohlsson, Ö. (2007). Separation or integration? A dilemma when organizing development projects. International Journal of Project Management, 25(5), 457–464. https://doi.org/https://doi.org/10.1016/j.ijproman.2006.11.006
- Joshi, M. P., Kathuria, R., & Das, S. (2019). Corporate entrepreneurship in the digital era: The cascading effect through operations. Journal of Entrepreneurship, 28(1), 4–34. https://doi.org/https://doi.org/10.1177/0971355718810554
- Kallinikos, J., Aaltonen, A., & Marton, A. (2010). A theory of digital objects. First Monday, 15(6). https://doi.org/https://doi.org/10.5210/fm.v15i6.3033
- Kallinikos, J., Aaltonen, A., & Marton, A. (2013). The ambivalent ontology of digital artifacts. MIS Quarterly, 37(2), 357–370. https://doi.org/https://doi.org/10.25300/misq/2013/37.2.02
- Kallinikos, J., & Mariátegui, J. C. (2011). Video as digital object: Production and distribution of video content in the internet media ecosystem. Information Society, 27(5), 281–294. https://doi.org/https://doi.org/10.1080/01972243.2011.607025
- Kane, G. C., Palmer, D., Nguyen Phillips, A., Kiron, D., & Buckley, N. (2017). Achieving digital maturity. MIT Sloan Management Review and Deloitte University Press. https://doi.org/https://doi.org/10.1016/j.placenta.2015.04.006
- Katila, R., & Ahuja, G. (2020). Something old, something new : A longitudinal study of search behavior and new product introductions. The Academy of Management Journal, 45(6), 1183–1194. https://doi.org/https://doi.org/10.5465/3069433
- Katz, J. (2001). Analytic Induction Revisited. In R. M. Emerson (Ed.), Contemporary field research (2nd ed., pp. 331–334). Waveland Press Inc.
- Kohli, R., & Melville, N. P. (2019). Digital innovation: A review and synthesis. Information Systems Journal, 29(1), 200–223. https://doi.org/https://doi.org/10.1111/isj.12193
- Lange, A. C., Lenglet, M., & Seyfert, R. (2019). On studying algorithms ethnographically: Making sense of objects of ignorance. Organization, 26(4), 598–617. https://doi.org/https://doi.org/10.1177/1350508418808230
- Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691–710. https://doi.org/https://doi.org/10.5465/amr.1999.2553248
- Lassen, A. H., Gertsen, F., & Riis, J. O. (2006). The Nexus of corporate entrepreneurship and radical innovation. Creativity and Innovation Management, 15(4), 359–372. https://doi.org/https://doi.org/10.1111/j.1467-8691.2006.00406.x
- Le Masson, Weil, B., & Hatchuel, A. (2010). Strategic management of innovation and design (1st ed.). Cambridge University Press.
- Leonard‐Barton, D. (1992). Core capabilities and core rigidities: A paradox in managing new product development. Strategic Management Journal, 13(S1), 111–125. https://doi.org/https://doi.org/10.1002/smj.4250131009
- Leonardi, P. M., & Barley, S. R. (2008). Materiality and change: Challenges to building better theory about technology and organizing. Information and Organization, 18(3), 159–176. https://doi.org/https://doi.org/10.1016/j.infoandorg.2008.03.001
- Liao, S. H., Fei, W. C., & Liu, C. T. (2008). Relationships between knowledge inertia, organizational learning and organization innovation. Technovation, 28(4), 183–195. https://doi.org/https://doi.org/10.1016/j.technovation.2007.11.005
- Liu, W. (2006). Knowledge exploitation, knowledge exploration, and competency trap. Knowledge and Process Management, 13(3), 144–161. https://doi.org/https://doi.org/10.1002/kpm.254
- Markides, C., & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3), 22–36. https://doi.org/https://doi.org/10.5465/AME.2004.14776164
- Markides, C. C. (2013). Business model innovation: What can the ambidexterity literature teach US? Academy of Management Perspectives, 27(4), 313–323. https://doi.org/https://doi.org/10.5465/amp.2012.0172
- McDermott, C. M., & O’Connor, G. C. (2002). Managing radical innovation: An overview of emergent strategy issues. Journal of Product Innovation Management, 19(6), 424–438. https://doi.org/https://doi.org/10.1111/1540-5885.1960424
- Mehrizi, M. H. R., Modol, J. R., & Nezhad, M. Z. (2019). Intensifying to cease: Unpacking the process of information systems discontinuance. MIS Quarterly: Management Information Systems, 43(1), 141–165. https://doi.org/https://doi.org/10.25300/MISQ/2019/13717
- Miles, M. B., Huberman, A. M., & Saldaña, J. (2014). Qualitative data analysis: A methods sourcebook. Sage Publications Inc.
- Mingers, J. (2004). Realizing information systems: Critical realism as an underpinning philosophy for information systems. Information and Organization, 14(2), 87–103. https://doi.org/https://doi.org/10.1016/j.infoandorg.2003.06.001
- Müller, S. D., Obwegeser, N., Glud, J. V., & Johildarson, G. (2019). Digital innovation and organizational culture: The case of a danish media company. Scandinavian Journal of Information Systems, 31(2), 3–34. https://aisel.aisnet.org/sjis/vol31/iss2/1
- Nambisan, S., Lyytinen, K., Majchrzak, A., & Song, M. (2017). Digital innovation management: Reinventing innovation management research in a digital world. MIS Quarterly, 41(1), 223–238. https://doi.org/https://doi.org/10.25300/MISQ/2017/41:1.03
- Nevo, S., Nevo, D., & Pinsonneault, A. (2016). A temporally situated self-agency theory of information technology reinvention. MIS Quarterly: Management Information Systems, 40(1), 157–18. https://doi.org/https://doi.org/10.25300/MISQ/2016/40.1.07
- Norman, D. A., & Verganti, R. (2014). Incremental and radical innovation: Design research vs. technology and meaning change. Design Issues, 30(1), 78–96. doi:https://doi.org/https://doi.org/10.1162/DESI-a-00250
- Obwegeser, N., Yokoi, T., Wade, M., & Voskes, T. (2020, April 1). 7 key principles to govern digital initiatives. MIT Sloan Management Review. Retrieved May 26, 2020, from https://sloanreview.mit.edu/article/7-key-principles-to-govern-digital-initiatives/
- Orlikowski, W. J. (2000). Using technology and constituting structures: A practice lens for studying technology in organizations. Organization Science, 11(4), 404–428. https://doi.org/https://doi.org/10.1287/orsc.11.4.404.14600
- Orlikowski, W. J., & Iacono, C. S. (2001). Research commentary: Desperately seeking the “IT” in IT research - A call to theorizing the IT artifact. Information Systems Research, 12(2), 121–134. https://doi.org/https://doi.org/10.1287/isre.12.2.121.9700
- Orlikowski, W. J., & Robey, D. (1991). Information technology and the structuring of organizations. Information Systems Research, 2(2), 143–169. https://doi.org/https://doi.org/10.1287/isre.2.2.143
- Riemer, K., & Johnston, R. B. (2019). Disruption as worldview change: A Kuhnian analysis of the digital music revolution. Journal of Information Technology, 34(4), 350–370. https://doi.org/https://doi.org/10.1177/0268396219835101
- Rogers, E. M. (2003). Diffusion of innovations. In Social networks (5th ed.). New York: Free Press.
- Runde, J., & Faulkner, P. (2019). Theorising the digital object. MIS Quarterly, 43(4), 1–24. https://doi.org/https://doi.org/10.17863/CAM.37903
- Sebastian, I. M., Moloney, K. G., Ross, J. W., Fonstad, N. O., Beath, C., & Mocker, M. (2017). How big old companies navigate digital transformation. MIS Quartely Executive, 16(3), 197–213. https://aisel.aisnet.org/misqe/vol16/iss3/6
- Sorkun, M. F., & Furlan, A. (2017). Product and organizational modularity: A contingent view of the mirroring hypothesis. European Management Review, 14(2), 205–224. https://doi.org/https://doi.org/10.1111/emre.12101
- Star, S. L., & Griesemer, J. R. (1989). Institutional ecology, ‘translations’ and boundary objects: Amateurs and professionals in Berkeley’s Museum of vertebrate zoology, 1907–39. Social Studies of Science, 19(3), 1907–1939. https://doi.org/https://doi.org/10.1177/030631289019003001
- Svahn, F., Mathiassen, L., & Lindgren, R. (2017). Embracing digital innovation in incumbent firms: How Volvo Cars managed competing concerns. MIS Quarterly: Management Information Systems, 41(1), 239–253. https://doi.org/https://doi.org/10.25300/MISQ/2017/41.1.12
- Takeuchi, H., & Nonaka, K. (1986). The new new product development game. Harvard Business Reveiw, 64(1), 137–146. https://doi.org/https://doi.org/10.1016/0737-6782(86)90053-6
- Tilson, D., & Lyytinen, K. (2010). Desperately seeking the infrastructure in IS research: Conceptualization of “digital convergence” as co-evolution of social and technical infrastructures. In 43rd Hawaii International Conference on System Sciences (pp. 1–10). Wailea, HI, USA.
- Tiwana, A., Konsynski, B., & Bush, A. A. (2010). Platform evolution: Coevolution of platform architecture, governance, and environmental dynamics. Information Systems Research, 21(4), 675–687. https://doi.org/https://doi.org/10.1287/isre.1100.0323
- Tripsas, M. (2009). Technology, identity, and Inertia through the lens of “The Digital Photography Company”. Organization Science, 20(2), 441–460. https://doi.org/https://doi.org/10.1287/orsc.1080.0419
- Tushman, M. L., & O’Reilly, C. A. (2012). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–29. https://doi.org/https://doi.org/10.2307/41165852
- Utterback, J. M. (1994). Mastering the dynamics of innovation. Harvard Business School Press.
- Vial, G. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/https://doi.org/10.1016/j.jsis.2019.01.003
- Wade, M., Macaulay, J., Noronha, A., & Barbier, J. (2019). Orchestrating transformation: How to deliver winning performance with a connected approach to change. Digital Business Transformation Center Press.
- Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25(1), 58–76. https://doi.org/https://doi.org/10.1111/j.1467-8551.2012.00832.x
- Wessel, L., Baiyere, A., Ologeanu-Taddei, R., Cha, J., & Jensen, T. B. (2020). Unpacking the difference between digital transformation and IT-enabled organizational transformation. Journal of the Association for Information Systems, 22(1), 102–129. https://doi.org/https://doi.org/10.17705/1jais.00655
- Westerman, G., Warren Mcfarlan, F., & Iansiti, M. (2006). Organization design and effectiveness over the innovation life cycle. Organization Science, 17(2), 230–238. https://doi.org/https://doi.org/10.1287/orsc.1050.0170
- Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634. https://doi.org/https://doi.org/10.1177/0170840606064101
- Wimelius, H., Mathiassen, L., Holmström, J., & Keil, M. (2020). A paradoxical perspective on technology renewal in digital transformation. Information Systems Journal, 31(July), 198–225. https://doi.org/https://doi.org/10.1111/isj.12307
- Woodard, J., Ramasubbu, N., Tschang, F. T., & Sambamurthy, V. (2013). Design capital and design moves: The logic of digital business strategy. MIS Quarterly, 37(2), 537–564. https://doi.org/https://doi.org/10.25300/MISQ/2013/37.2.10
- Wynn, D., & Williams, C. K. (2012). Principles for conducting critical realist case study research in information systems. MIS Quarterly: Management Information Systems, 36(3), 787–810. https://doi.org/https://doi.org/10.2307/41703481
- Yoo, Y., Boland, R. J., Lyytinen, K., & Majchrzak, A. (2012). Organizing for innovation in the digitized world. Organization Science, 23(5), 1398–1408. https://doi.org/https://doi.org/10.1287/orsc.1120.0771
- Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The new organizing logic of digital innovation: An agenda for information systems research. Information Systems Research, 21(4), 724–735. https://doi.org/https://doi.org/10.1287/isre.1100.0322
- Zittrain, J. (2008). The future of the internet and how to stop it (1st ed.). Yale University Press.