Sense, seize, reconfigure: Online communities as strategic assets
Research output: Journal contributions › Journal articles › Research › peer-review
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Sense, seize, reconfigure : Online communities as strategic assets. / Wagner, David; Wenzel, Matthias; Wagner, Heinz Theo et al.
In: Journal of Business Strategy, Vol. 38, No. 5, 18.09.2017, p. 27-34.Research output: Journal contributions › Journal articles › Research › peer-review
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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 -