The digital transformation of the innovation process : orchestration mechanisms and future research directions
Gespeichert in:
| Autor*in: |
Urbinati, Andrea [verfasserIn] Manelli, Luca [verfasserIn] Frattini, Federico [verfasserIn] Bogers, Marcel L. A. M. - 1980- [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2022 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Innovation: organization & management - Abingdon, Oxon : Routledge, Taylor & Francis, 2002, 24(2022), 1, Seite 65-85 |
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| Übergeordnetes Werk: |
volume:24 ; year:2022 ; number:1 ; pages:65-85 |
| Links: |
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| DOI / URN: |
10.1080/14479338.2021.1963736 |
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1809445752 |
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| 982 | |2 26 |1 00 |x DE-206 |b The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. | ||
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10.1080/14479338.2021.1963736 doi (DE-627)1809445752 (DE-599)KXP1809445752 DE-627 ger DE-627 rda eng Urbinati, Andrea verfasserin aut The digital transformation of the innovation process orchestration mechanisms and future research directions Andrea Urbinati, Luca Manelli, Federico Frattini and Marcel L.A.M. Bogers 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Digital innovation (dpeaa)DE-206 digital technologies (dpeaa)DE-206 digital transformation (dpeaa)DE-206 innovation process (dpeaa)DE-206 Manelli, Luca verfasserin aut Frattini, Federico verfasserin (DE-588)1154812383 (DE-627)1016174187 (DE-576)501245480 aut Bogers, Marcel L. A. M. 1980- verfasserin (DE-588)1249709083 (DE-627)1786247976 aut Enthalten in Innovation: organization & management Abingdon, Oxon : Routledge, Taylor & Francis, 2002 24(2022), 1, Seite 65-85 Online-Ressource (DE-627)481904565 (DE-600)2180355-9 (DE-576)27797870X 2204-0226 nnns volume:24 year:2022 number:1 pages:65-85 https://www.tandfonline.com/doi/pdf/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig https://doi.org/10.1080/14479338.2021.1963736 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 24 2022 1 65-85 26 01 0206 4162239177 x1z 07-07-22 26 00 DE-206 The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. |
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10.1080/14479338.2021.1963736 doi (DE-627)1809445752 (DE-599)KXP1809445752 DE-627 ger DE-627 rda eng Urbinati, Andrea verfasserin aut The digital transformation of the innovation process orchestration mechanisms and future research directions Andrea Urbinati, Luca Manelli, Federico Frattini and Marcel L.A.M. Bogers 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Digital innovation (dpeaa)DE-206 digital technologies (dpeaa)DE-206 digital transformation (dpeaa)DE-206 innovation process (dpeaa)DE-206 Manelli, Luca verfasserin aut Frattini, Federico verfasserin (DE-588)1154812383 (DE-627)1016174187 (DE-576)501245480 aut Bogers, Marcel L. A. M. 1980- verfasserin (DE-588)1249709083 (DE-627)1786247976 aut Enthalten in Innovation: organization & management Abingdon, Oxon : Routledge, Taylor & Francis, 2002 24(2022), 1, Seite 65-85 Online-Ressource (DE-627)481904565 (DE-600)2180355-9 (DE-576)27797870X 2204-0226 nnns volume:24 year:2022 number:1 pages:65-85 https://www.tandfonline.com/doi/pdf/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig https://doi.org/10.1080/14479338.2021.1963736 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 24 2022 1 65-85 26 01 0206 4162239177 x1z 07-07-22 26 00 DE-206 The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. |
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10.1080/14479338.2021.1963736 doi (DE-627)1809445752 (DE-599)KXP1809445752 DE-627 ger DE-627 rda eng Urbinati, Andrea verfasserin aut The digital transformation of the innovation process orchestration mechanisms and future research directions Andrea Urbinati, Luca Manelli, Federico Frattini and Marcel L.A.M. Bogers 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Digital innovation (dpeaa)DE-206 digital technologies (dpeaa)DE-206 digital transformation (dpeaa)DE-206 innovation process (dpeaa)DE-206 Manelli, Luca verfasserin aut Frattini, Federico verfasserin (DE-588)1154812383 (DE-627)1016174187 (DE-576)501245480 aut Bogers, Marcel L. A. M. 1980- verfasserin (DE-588)1249709083 (DE-627)1786247976 aut Enthalten in Innovation: organization & management Abingdon, Oxon : Routledge, Taylor & Francis, 2002 24(2022), 1, Seite 65-85 Online-Ressource (DE-627)481904565 (DE-600)2180355-9 (DE-576)27797870X 2204-0226 nnns volume:24 year:2022 number:1 pages:65-85 https://www.tandfonline.com/doi/pdf/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig https://doi.org/10.1080/14479338.2021.1963736 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 24 2022 1 65-85 26 01 0206 4162239177 x1z 07-07-22 26 00 DE-206 The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. |
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10.1080/14479338.2021.1963736 doi (DE-627)1809445752 (DE-599)KXP1809445752 DE-627 ger DE-627 rda eng Urbinati, Andrea verfasserin aut The digital transformation of the innovation process orchestration mechanisms and future research directions Andrea Urbinati, Luca Manelli, Federico Frattini and Marcel L.A.M. Bogers 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Digital innovation (dpeaa)DE-206 digital technologies (dpeaa)DE-206 digital transformation (dpeaa)DE-206 innovation process (dpeaa)DE-206 Manelli, Luca verfasserin aut Frattini, Federico verfasserin (DE-588)1154812383 (DE-627)1016174187 (DE-576)501245480 aut Bogers, Marcel L. A. M. 1980- verfasserin (DE-588)1249709083 (DE-627)1786247976 aut Enthalten in Innovation: organization & management Abingdon, Oxon : Routledge, Taylor & Francis, 2002 24(2022), 1, Seite 65-85 Online-Ressource (DE-627)481904565 (DE-600)2180355-9 (DE-576)27797870X 2204-0226 nnns volume:24 year:2022 number:1 pages:65-85 https://www.tandfonline.com/doi/pdf/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig https://doi.org/10.1080/14479338.2021.1963736 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 24 2022 1 65-85 26 01 0206 4162239177 x1z 07-07-22 26 00 DE-206 The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. |
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10.1080/14479338.2021.1963736 doi (DE-627)1809445752 (DE-599)KXP1809445752 DE-627 ger DE-627 rda eng Urbinati, Andrea verfasserin aut The digital transformation of the innovation process orchestration mechanisms and future research directions Andrea Urbinati, Luca Manelli, Federico Frattini and Marcel L.A.M. Bogers 2022 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier Digital innovation (dpeaa)DE-206 digital technologies (dpeaa)DE-206 digital transformation (dpeaa)DE-206 innovation process (dpeaa)DE-206 Manelli, Luca verfasserin aut Frattini, Federico verfasserin (DE-588)1154812383 (DE-627)1016174187 (DE-576)501245480 aut Bogers, Marcel L. A. M. 1980- verfasserin (DE-588)1249709083 (DE-627)1786247976 aut Enthalten in Innovation: organization & management Abingdon, Oxon : Routledge, Taylor & Francis, 2002 24(2022), 1, Seite 65-85 Online-Ressource (DE-627)481904565 (DE-600)2180355-9 (DE-576)27797870X 2204-0226 nnns volume:24 year:2022 number:1 pages:65-85 https://www.tandfonline.com/doi/pdf/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig https://doi.org/10.1080/14479338.2021.1963736 Resolving-System lizenzpflichtig https://www.tandfonline.com/doi/epub/10.1080/14479338.2021.1963736 Verlag lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_60 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_100 GBV_ILN_101 GBV_ILN_110 GBV_ILN_151 GBV_ILN_224 GBV_ILN_285 GBV_ILN_370 GBV_ILN_647 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2034 GBV_ILN_2055 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2111 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4313 GBV_ILN_4393 GBV_ILN_4700 AR 24 2022 1 65-85 26 01 0206 4162239177 x1z 07-07-22 26 00 DE-206 The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation. |
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ind2=" "><subfield code="a">GBV_ILN_2006</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2007</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2025</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2026</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2034</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2055</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2088</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2093</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2111</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2336</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2470</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2507</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_2548</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4035</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4246</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4249</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4305</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4306</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4313</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4393</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">GBV_ILN_4700</subfield></datafield><datafield tag="951" ind1=" " ind2=" "><subfield code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">24</subfield><subfield code="j">2022</subfield><subfield code="e">1</subfield><subfield code="h">65-85</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4162239177</subfield><subfield code="y">x1z</subfield><subfield code="z">07-07-22</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">The importance of digital innovation is widely acknowledged among managers and scholars alike. However, its actual conceptual treatment in academic research is not necessarily clear or precise. Most research considers digital innovation as the final result of adopting digital technologies, such as new products, processes, services, or business models. In other words, this research advances the concept of digital innovation as an outcome. In parallel to this research on digital innovation as an outcome, the concept of digital innovation as a process has emerged, linking innovation capabilities, organizational structures, boundaries, and technology management in organisations. The scattered existing research on digital innovation as a process explores the anatomy of the digital transformation of the innovation process by focusing on its phases, underlying mechanisms, barriers, and enabling factors. We argue that management research should pay more attention to this perspective on digital innovation. Therefore, in this essay, we take stock of research on the topic and identify four orchestration mechanisms that are inherently processual, enabling the firm to effectively coordinate and leverage different types of resources to create and capture value through the adoption and exploitation of digital technologies in the innovation process. Based on these orchestration mechanisms, we develop an agenda for future research that will hopefully inform further scholarly inquiry in the field of digital innovation.</subfield></datafield></record></collection>
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