Inhoudsopgave
Short summary papers................................................................................................................................... 3
1.1 Furr, N., & Shipilov, A. (2019). Digital doesn’t have to be disruptive: the best results can come from
adaptation rather than reinvention. Harvard Business Review, 97(4): 94- 103...................................................3
1.2 Schallmo, D., Williams, C.A., & Boardman, L. (2017). Digital transformation of business models-best
practice, enablers and roadmap. Journal of Innovation Management, 21(8): 1740014-1 – 1740014-17...........3
1.3 Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems
Engineering, 5(5): 339-343...................................................................................................................................4
1.4 Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology, A new
strategic imperative. MIT Sloan Management Review, 55(2) 1-12. (1)...............................................................4
2.1 Brynjolfsson, E., Hu, Y.J., & Smith, M.D. (2006). From niches to riches: anatomy of the long tail. MIT Sloan
Management Review, 47(4): 67-71......................................................................................................................5
2.2 Van Alstyne, M.W., Parker, G.G., & Choudary, S.P. (2016). Pipelines, platforms, and the new rules of
strategy. Harvard Business Review, 94(4): 54-62.................................................................................................5
2.3 Rietveld, J., Schilling, M., & Bellavitis, C. (2019). Platform Strategy: Managing Ecosystem Value Through
Selective Promotion of Complements. Organization Science...............................................................................5
2.4 Porter, M.E. (2001). Strategy and the Internet. Harvard Business Review, 79(3): 62- 79..............................6
2.5 Eisenmann, T., Parker, G., & Van Alstyne, M.W. (2006). Strategies for two-sided markets. Harvard
Business Review, 84(10): 92-101..........................................................................................................................6
2.6 Porter, M.E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1): 25-
40..........................................................................................................................................................................6
3.1 Baden-Fuller, C., Giudici, A., Haefliger, S., & Morgan, M.S. (2017). Business models and value theoretical
types, scale and scope. Working paper Cass Business School, City University of London....................................7
3.2 Teece, David J. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43: 172-
194........................................................................................................................................................................7
3.3 Weill & Woerner (2015). Thriving in an Increasingly Digital Ecosystem........................................................8
3.4 Siggelkow, N., & Terwiesch, C. (2019). The age of continuous connection. Harvard Business Review, 97(3)
..............................................................................................................................................................................8
3.5 Aversa, P., Haefliger, S., & Reza, D. (2017). Building a winning business model portfolio............................8
3.6 Optimizing your digital business model - Weill, P., & Woerner, S.L. (2013)...................................................8
3.7 Andal-Ancion, A. , Cartwright, P.A., & Yip, G.S. (2003) - The digital transformation of traditional business 9
4.1 Bernstein, E., Bunch, J., Canner, N., & Lee, M. (2016). Beyond the holacracy hype. Harvard Business
Review...................................................................................................................................................................9
4.2 Birkinshaw, J. (2018). What to expect from agile. MIT Sloan Management Review, 59(2), 39-42. (1).........9
4.3 Shrestha, Y.R., Ben-Menahem, S.M., & Von Krogh, G. (2019). Organizational decision-making structures
in the age of Artificial Intelligence. California Management Review, forthcoming (1)........................................9
4.4 Trabucchi, D., Buganza, T., Dell'Era, C., & Pellizzoni, E. (2018). Exploring the inbound and outbound
strategies enabled by user generated big data Evidence from leading smartphone applic..............................10
4.5 Fountaine, T., McCarthy, B. & Saleh, T. (2019) Building the AI-powered organization. Harvard Business
Review.................................................................................................................................................................10
5.1 Galunic, C. (2017). Digital Journey. ..............................................................................................................11
, 5.2 Lifshitz-Assaf, H., Tushman, M.L., & Lakhani, K.R. (2018). A study of NASA scientists shows how to
overcome barriers to open innovation. Harvard Business Review (May 2018).................................................11
5.3 Warner, K.S., & Wäger, M. (2019). Building dynamic capabilities for digital transformation an ongoing
process of strategic renewal. Long Range Planning, 52(3) 326-349..................................................................11
6.1 Ansari, S., Garud, R., & Kumaraswamy, A. (2016). The disruptor's dilemma...............................................11
6.2 Cozzolino, A., Verona, G., & Rothaermel, F. T. (2018). Unpacking the disruption process New technology,
business models, and incumbent adaptation. Journal of Management Studies, 55(7), 11...............................12
6.3 Khanagha, S., Ramezan Zadeh, M. T., Mihalache, O. R., & Volberda, H. W. (2018). Embracing
Bewilderment Responding to technological disruption in heterogeneous market environments. Journal.......12
6.4 Weill, P., & Woerner, S. L. (2018). Is your company ready for a digital future. MIT Sloan Management
Review, 59(2), 21-25...........................................................................................................................................13
6.5 Davenport, T. (2018) DELTA Plus Model & Five Stages of Analytics Maturity A Primer. International
Institute for Analytics..........................................................................................................................................13
Short summary papers................................................................................................................................... 3
1.1 Furr, N., & Shipilov, A. (2019). Digital doesn’t have to be disruptive: the best results can come from
adaptation rather than reinvention. Harvard Business Review, 97(4): 94- 103...................................................3
1.2 Schallmo, D., Williams, C.A., & Boardman, L. (2017). Digital transformation of business models-best
practice, enablers and roadmap. Journal of Innovation Management, 21(8): 1740014-1 – 1740014-17...........3
1.3 Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems
Engineering, 5(5): 339-343...................................................................................................................................4
1.4 Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2014). Embracing digital technology, A new
strategic imperative. MIT Sloan Management Review, 55(2) 1-12. (1)...............................................................4
2.1 Brynjolfsson, E., Hu, Y.J., & Smith, M.D. (2006). From niches to riches: anatomy of the long tail. MIT Sloan
Management Review, 47(4): 67-71......................................................................................................................5
2.2 Van Alstyne, M.W., Parker, G.G., & Choudary, S.P. (2016). Pipelines, platforms, and the new rules of
strategy. Harvard Business Review, 94(4): 54-62.................................................................................................5
2.3 Rietveld, J., Schilling, M., & Bellavitis, C. (2019). Platform Strategy: Managing Ecosystem Value Through
Selective Promotion of Complements. Organization Science...............................................................................5
2.4 Porter, M.E. (2001). Strategy and the Internet. Harvard Business Review, 79(3): 62- 79..............................6
2.5 Eisenmann, T., Parker, G., & Van Alstyne, M.W. (2006). Strategies for two-sided markets. Harvard
Business Review, 84(10): 92-101..........................................................................................................................6
2.6 Porter, M.E. (2008). The five competitive forces that shape strategy. Harvard Business Review, 86(1): 25-
40..........................................................................................................................................................................6
3.1 Baden-Fuller, C., Giudici, A., Haefliger, S., & Morgan, M.S. (2017). Business models and value theoretical
types, scale and scope. Working paper Cass Business School, City University of London....................................7
3.2 Teece, David J. (2010). Business Models, Business Strategy and Innovation. Long Range Planning, 43: 172-
194........................................................................................................................................................................7
3.3 Weill & Woerner (2015). Thriving in an Increasingly Digital Ecosystem........................................................8
3.4 Siggelkow, N., & Terwiesch, C. (2019). The age of continuous connection. Harvard Business Review, 97(3)
..............................................................................................................................................................................8
3.5 Aversa, P., Haefliger, S., & Reza, D. (2017). Building a winning business model portfolio............................8
3.6 Optimizing your digital business model - Weill, P., & Woerner, S.L. (2013)...................................................8
3.7 Andal-Ancion, A. , Cartwright, P.A., & Yip, G.S. (2003) - The digital transformation of traditional business 9
4.1 Bernstein, E., Bunch, J., Canner, N., & Lee, M. (2016). Beyond the holacracy hype. Harvard Business
Review...................................................................................................................................................................9
4.2 Birkinshaw, J. (2018). What to expect from agile. MIT Sloan Management Review, 59(2), 39-42. (1).........9
4.3 Shrestha, Y.R., Ben-Menahem, S.M., & Von Krogh, G. (2019). Organizational decision-making structures
in the age of Artificial Intelligence. California Management Review, forthcoming (1)........................................9
4.4 Trabucchi, D., Buganza, T., Dell'Era, C., & Pellizzoni, E. (2018). Exploring the inbound and outbound
strategies enabled by user generated big data Evidence from leading smartphone applic..............................10
4.5 Fountaine, T., McCarthy, B. & Saleh, T. (2019) Building the AI-powered organization. Harvard Business
Review.................................................................................................................................................................10
5.1 Galunic, C. (2017). Digital Journey. ..............................................................................................................11
, 5.2 Lifshitz-Assaf, H., Tushman, M.L., & Lakhani, K.R. (2018). A study of NASA scientists shows how to
overcome barriers to open innovation. Harvard Business Review (May 2018).................................................11
5.3 Warner, K.S., & Wäger, M. (2019). Building dynamic capabilities for digital transformation an ongoing
process of strategic renewal. Long Range Planning, 52(3) 326-349..................................................................11
6.1 Ansari, S., Garud, R., & Kumaraswamy, A. (2016). The disruptor's dilemma...............................................11
6.2 Cozzolino, A., Verona, G., & Rothaermel, F. T. (2018). Unpacking the disruption process New technology,
business models, and incumbent adaptation. Journal of Management Studies, 55(7), 11...............................12
6.3 Khanagha, S., Ramezan Zadeh, M. T., Mihalache, O. R., & Volberda, H. W. (2018). Embracing
Bewilderment Responding to technological disruption in heterogeneous market environments. Journal.......12
6.4 Weill, P., & Woerner, S. L. (2018). Is your company ready for a digital future. MIT Sloan Management
Review, 59(2), 21-25...........................................................................................................................................13
6.5 Davenport, T. (2018) DELTA Plus Model & Five Stages of Analytics Maturity A Primer. International
Institute for Analytics..........................................................................................................................................13
