Identifying aggregates in hypertext structures
HYPERTEXT '91 Proceedings of the third annual ACM conference on Hypertext
Silk from a sow's ear: extracting usable structures from the Web
Proceedings of the SIGCHI Conference on Human Factors in Computing Systems
The innovator's dilemma: when new technologies cause great firms to fail
The innovator's dilemma: when new technologies cause great firms to fail
Design Rules: The Power of Modularity Volume 1
Design Rules: The Power of Modularity Volume 1
Neural Networks for Modelling and Control of Dynamic Systems: A Practitioner's Handbook
Neural Networks for Modelling and Control of Dynamic Systems: A Practitioner's Handbook
Knowledge Management Processes and International Joint Ventures
Organization Science
Research Commentary: Transformational Issues in Researching IS and Net-Enabled Organizations
Information Systems Research
NEBIC: A Dynamic Capabilities Theory for Assessing Net-Enablement
Information Systems Research
Multimedia and Interactive Digital TV: Managing the Opportunities Created by Digital Convergence
Multimedia and Interactive Digital TV: Managing the Opportunities Created by Digital Convergence
Two-Sided Network Effects: A Theory of Information Product Design
Management Science
Information Systems Research
The mobile commerce value chain: analysis and future developments
International Journal of Information Management: The Journal for Information Professionals
Hi-index | 0.00 |
Within changing value networks, the profits and competitive advantages of participation reside dynamically at control points that are the positions of greatest value and/or power. The enterprises that hold these positions have a great deal of control over how the network operates, how the benefits are redistributed, and how this influences the execution of a digital business strategy. This article is based on a field study that provides preliminary, yet promising, empirical evidence that sheds light on the dynamic cycle of value creation and value capture points in digitally enabled networks in response to triggers related to technology and business strategy. The context used is that of the European and U.S. broadcasting industry. Specifically, the paper illustrates how incremental innovations may shift value networks from static, vertically integrated networks to more loosely coupled networks, and how cross-boundary industry disruptions may then, in turn, shift those to two-sided markets. Based on the analysis, insights and implications for digital business strategy research and practice are then provided.