TY - JOUR

T1 - Sense, seize, reconfigure

T2 - Online communities as strategic assets

AU - Wagner, David

AU - Wenzel, Matthias

AU - Wagner, Heinz Theo

AU - Koch, Jochen

PY - 2017/9/18

Y1 - 2017/9/18

N2 - Purpose: The purpose of this paper is to explore and illustrate how organizations may use online communities strategically to adapt to a changing business environment, specifically from a dynamic capabilities perspective. Design/methodology/approach: The paper presents empirical evidence from three cases. Findings: Online communities may help organizations to adapt to a changing business environment by allowing them to sense opportunities and threats, seize opportunities and reconfigure organizational assets. Research limitations/implications: The paper contributes to both the strategy and the information systems literatures by providing empirical insights into the strategic use of online communities. Practical implications: The results of the paper are relevant for managers, helping them to understand the strategic role online communities (may) play and illustrating ways to use them accordingly. Originality/value: The paper addresses a previously defined gap in the literature and provides novel empirical evidence. As online communities become integral parts of digital strategy and open innovation initiatives, the paper is both timely and relevant.

AB - Purpose: The purpose of this paper is to explore and illustrate how organizations may use online communities strategically to adapt to a changing business environment, specifically from a dynamic capabilities perspective. Design/methodology/approach: The paper presents empirical evidence from three cases. Findings: Online communities may help organizations to adapt to a changing business environment by allowing them to sense opportunities and threats, seize opportunities and reconfigure organizational assets. Research limitations/implications: The paper contributes to both the strategy and the information systems literatures by providing empirical insights into the strategic use of online communities. Practical implications: The results of the paper are relevant for managers, helping them to understand the strategic role online communities (may) play and illustrating ways to use them accordingly. Originality/value: The paper addresses a previously defined gap in the literature and provides novel empirical evidence. As online communities become integral parts of digital strategy and open innovation initiatives, the paper is both timely and relevant.

KW - Management studies

KW - Case study

KW - Citizen community

KW - Customer community

KW - Digital strategy

KW - Dynamic capabilities

KW - Innovation community

KW - Multiple-case study

KW - Online communities

KW - Social media

KW - Strategic management

UR - http://www.scopus.com/inward/record.url?scp=85028683813&partnerID=8YFLogxK

U2 - 10.1108/JBS-09-2016-0088

DO - 10.1108/JBS-09-2016-0088

M3 - Journal articles

AN - SCOPUS:85028683813

VL - 38

SP - 27

EP - 34

JO - Journal of Business Strategy

JF - Journal of Business Strategy

SN - 0275-6668

IS - 5

ER -