Veröffentlichungen von Friedrich Holotiuk

Konferenz-Artikel (Peer Reviewed)

Hund, A., Beimborn, D., Wagner, H., Legl, S., and Holotiuk, F. (2021)
How Digital Innovation Labs Use Knowledge: Access Strategies and Recombination Paths
Proceedings of the 42nd International Conference on Information Systems (ICIS), Austin, Texas, USA
(Research in Progress)

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Current research on digital innovation mainly focuses on the recombination of digital and physical components, yet little attention is given to the recombination of knowledge. Since digital technology enables access to virtually unlimited amounts of knowledge, we explore the strategies used by Digital Innovation Labs to access different types of knowledge and uncover five distinct knowledge recombination paths. Based on our results we develop seven propositions that address the role of different types of knowledge involved in recombination. In doing so, we take a first step toward unraveling the pathways of knowledge recombination and highlight the importance of knowledge recombination for future research on digital innovation.

Frey, J., Holotiuk, F., and Beimborn, D. (2020)
Debating Digital Innovation: A Literature Review on Realizing Value from Digital Innovation
Proceedings of the 15th International Conference on Wirtschaftsinformatik, Potsdam, Germany

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Digital innovation has developed into an intensely discussed area of research in the information systems field. While there is much research that focuses on the description of the phenomenon, the evidence for value creation that digital innovation can enable for organizations is less synthesized and visible. With this in mind, we conduct a literature review to identify innovations based on information technology and to answer the research question of where digital innovation can create economic value for organizations. Our synthesis depicts existing value dimensions of digital innovation with the help of five value loci. Moreover, we derive a set of white spots and research directions that surface three potential avenues for future research. We contribute to digital innovation research in that we (1) analyze and synthesize the existing digital innovation value literature and (2) propose avenues for future digital innovation value research.

Seeher, V., Beimborn, D., and Holotiuk, F. (2020)
How to Evaluate the Performance of the Chief Digital Officer - A Delphi Study on KPIs for CDOs
Proceedings of the Twenty-Eigth European Conference on Information Systems (ECIS), A Virtual AIS Conference

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More and more companies are appointing Chief Digital Officers (CDOs) to assume responsibility for digital innovation in and digital transformation of their business activities. However, as this role is relatively new, understanding their precise role and responsibilities varies widely and the assessment of their performance does not follow any standards yet. This study aims to identify which Key Perfor- mance Indicators (KPIs) are relevant for measuring the performance of CDOs and how these KPIs differ for different types of CDOs, which we derived from the literature. To identify the KPIs and their relevance, we performed a Delphi study with a panel consisting of 38 experts. As a result, different sets of KPIs were developed for each CDO type. Whereas the KPIs for the ‘Evangelist’ emphasize at- tention to internal aspects, the ‘Marketer’s’ KPIs have a clear customer focus. For the ‘Innovator’, KPIs regarding new digital ideas and developments are most relevant while the ‘Orchestrator’s’ KPIs reflect overarching digital responsibility. As a conclusion, the identification of these KPI sets might be of great interest to CDOs and their superiors, as an inspiration on how to guide and govern their work, prove their performance, and justify their often scrutinised position.

Segert, T., Holotiuk, F., and Beimborn, D. (2019)
The Complexity Trap – Limits of IT Flexibility for Supporting Organizational Agility in Decentralized Organizations
Proceedings of the 14th International Conference on Wirtschaftsinformatik, Siegen, Germany

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In times of digitalization, organizations are transforming to become more agile. Decentralizing decision-making to lower levels of the organization allows firms to better detect changes in their environment and to sense new opportunities. Simultaneously, the digital transformation of a firm is increasingly relying on a flexible IT function. This study explores how decentralization of decision-making power increases organizational agility and to what extent this relationship is dependent on IT flexibility. We conducted a quantitative study using two rounds of surveys with 123 respondents from the consulting industry. Based on covariance-based SEM, we find that too much flexibility of the IT function in combination with decentralized decision-rights creates a complexity trap and, thus, decreases organizational agility. These findings carry several theoretical contributions for organizational agility research and shed new light on the role of IT flexibility for digital transformation.

Holotiuk, F. and Beimborn, D. (2019)
Temporal Ambidexterity: How Digital Innovation Labs Connect Exploration and Exploitation for Digital Innovation
Proceedings of the International Conference on Information Systems (ICIS)

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Firms apply ambidexterity to balance between exploration and exploitation. Exploration enables (digital) innovation when digital technologies are incorporated. Exploitation leverages innovations and generates long-term business value. However, existing forms of ambidexterity are insufficient for digital innovation and firms are implementing new organizational forms, such as digital innovation labs (DILs), to foster digital innovation. We studied the DILs of nine different firms to analyze their contribution to ambidexterity. Comparing these cases regarding intra-organizational exchange and integration, we find that the implementation of DILs yields a new form of ambidexterity. The empirical evidence shows that ambidexterity is achieved through a dedicated unit for exploration (i.e. the DIL) and the temporary transfer of people between the DIL and the operational parts of the firm. Based on this conceptualization we term this new form ‘temporal ambidexterity’. We uncover that temporal ambidexterity is suited better for digital innovation.

Hund, A., Holotiuk, F., Wagner, H., and Beimborn, D. (2019)
Knowledge Management in the Digital Era: How Digital Innovation Labs Facilitate Knowledge Recombination
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm-Uppsala

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Knowledge is widely regarded as a crucial organizational resource. In the pursuit of finding novel solutions to problems, organizations combine and re-combine knowledge and resources in different ways. This ultimately leads to innovation, which often is viewed as the ultimate reason d'être for organizations. While there exists a rich literature strand on knowledge management, the pervasive digitalization of entire industries creates new challenges. Different areas of knowledge are converging and organizations struggle with managing the rapidly increasing amount of heterogeneous knowledge. An increasingly popular approach to master the challenges of knowledge creation and recombination in the arena of digital innovation is the creation of Digital Innovation Labs (DIL). Although DILs provide a promising approach to the current challenges of innovating in a digital environment, we have only limited insights about DILs. To uncover how DILs facilitate knowledge management and recombination we conducted several case studies in different industries. Our results show how knowledge enters the DIL, how knowledge is applied and recombined and how knowledge is exchanged between units. Most importantly, we identify six key mechanisms that DILs use to master the challenge of knowledge management and innovation in a digital era.

Holotiuk, F., Beimborn, D., and Jentsch, C. (2018)
The Determinants and Role of Agility in Digital Organizations
Forthcoming in: Proceedings of the 25th European Conference on Information Systems (ECIS), Portsmouth, UK

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The changes in the business environment due to digital technologies and an increasing pace of innovation, have to be reflected in the organizational design of firms. In particular, agility has been put forward as an approach to cope with upcoming changes and to ensure organizational effectiveness in times of digitalization. We conceptualize agility as two types - detecting and reacting agility. In this paper, we analyze the organizational design and identify determinants for these two types of agility within the design. In our empirical study, we identified agility as a determinant of organizational effectiveness and discuss the relevance of agility in new forms of organizing in today's business environment. Our research is based on a quantitative study in the professional services industry where we conducted a survey with 217 respondents. The findings of our study carry theoretical contributions regarding the determinants of agility in the organizational design and the further delineation of detecting and reacting agility. Both of them carry essential importance for the design of digital organizations. Building on that, we derive managerial implications that yield the need to update the organizational design. In addition, we determine new forms of organizing and anchor agility as a management objective for digital organizations.


Holotiuk, F., Beimborn, D., Hund, A., Wagner, H., Frey, J., and Moormann, J. (2020)
Digital Innovation Labs - Developing Digital Innovation to Accelerate Digital Transformation