Organisations operate in increasingly dynamic environments, internetworked in cooperative arrangements that cocreate value. They pursue the cocreation of value through collaborative networks, rather than in isolation. However, there is insufficient understanding of how networked organisations cocreate value in the network through the innovative use of information systems (IS): existing multi-firm studies are largely concerned with dyadic relationships. In terms of capturing value from the cocreation process, many studies have reported either enhanced organisational efficiencies (exploitative capability) or resulting innovations (explorative capability), but rarely both aspects simultaneously. This study attempts to draw a comprehensive picture of IS-based value leverage by reporting both the value cocreation process (network level) and value capture (organisational level) through a case study of innovative IS use in a large business network. This network links a public hub organisation with a large number of firms in the South Korean broadcast advertising industry. Drawing on Grover and Kohli’s framework for value cocreation, the case study investigates the detailed process by which network-level value cocreation occurs in the four layers of relational arrangements. It also highlights, from an organisational ambidexterity perspective, how the cocreated value is appropriated through ambidextrous activities by the networked organisations.

Agile methods have been widely adopted around the world – particularly in the Eastern world, where cultural scripts differ from that of the West from where agile methods originated. However, there is a lack of understanding of the interplay between the basic tenets of agile methods and the Eastern cultures. This understanding is crucial for the effective use of the methods in these cultures. To examine how Eastern cultural phenomena interplay with agile methods, we followed an emic approach in a multisite case study. We examined the adaptation of agile practices in organizations in China, India, and South Korea. We developed a framework describing how Eastern cultural scripts often express the collectivist response to cultural theoretical concepts and how the cultural response interacts in complementary and conflicting ways with agile methods. To explore how conflicts are mitigated, we examined the ways organizations develop ambidextrous practices.

Cloud computing enables convenient and on-demand access to a shared pool of configurable computing resources. While cloud computing‘s ability to improve operational efficiency has gained much attention in the literature, there has been limited research on how it can help organizations achieve dynamic capabilities. Drawing from dynamic capabilities theory, we conducted a field study using a multiple case study design to examine the following research question: How do organizations achieve dynamic capabilities by using Cloud Computing? We develop a framework that explains how organizations respond to market dynamism by developing sense-and-response strategies that enable them to achieve dynamic capabilities using business process redesign, business network redesign, and business scope redefinition. We discuss how these transformations, in turn, improve organizational outcomes such as service effectiveness and efficiency. Our study also identifies factors that support and hinder the development of dynamic capabilities. Our study contributes to the literature on dynamic capabilities by examining how IT capabilities like cloud computing may accelerate the ability of an organization to achieve dynamic capabilities. We also identify transformational changes of business processes and inter-organizational networks that are enabled by cloud computing. Further, we identify how the essential characteristics of cloud computing support sense and respond strategies.