Enablers for digital innovation
| Enabler | Conceptualization | Sources |
|---|---|---|
| Organizational IT application portfolios | The organizational IT application portfolio “need[s] to be able to accommodate the changes triggered by digital technologies” (Wiesböck and Hess, 2020) | Ciriello et al. (2018), Yoo et al. (2024) |
| Organizational structures | The organizational structure needs to be ambidextrous to be able to balance speed and stability, especially in times of rapid technological change. The structure needs to allow for the democratization of digital innovation processes | Wiesböck and Hess (2020), Nylén and Holmström (2015) |
| Organizational culture | The organizational culture needs to value risk-seeking behavior, innovative ideas from both inside and outside the organization, as well as learning | Wiesböck and Hess (2020), Kohli and Melville (2019), Distel et al. (2023) |
| Organizational capabilities | The organization needs to build IT know-how, absorptive capacities and the capability to execute digital innovation processes | Wiesböck and Hess (2020), Kindermann et al. (2022), Nylén and Holmström (2015) |
| Enabler | Conceptualization | Sources |
|---|---|---|
| Organizational IT application portfolios | The organizational IT application portfolio “need[s] to be able to accommodate the changes triggered by digital technologies” ( | |
| Organizational structures | The organizational structure needs to be ambidextrous to be able to balance speed and stability, especially in times of rapid technological change. The structure needs to allow for the democratization of digital innovation processes | |
| Organizational culture | The organizational culture needs to value risk-seeking behavior, innovative ideas from both inside and outside the organization, as well as learning | |
| Organizational capabilities | The organization needs to build IT know-how, absorptive capacities and the capability to execute digital innovation processes |
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