TY - JOUR A1 - Schmeiss, Jessica A1 - Hölzle, Katharina A1 - Tech, Robin P. G. T1 - Designing Governance Mechanisms in Platform Ecosystems: Addressing the Paradox of Openness through Blockchain Technology JF - California Management Review N2 - The paradox of openness is inherent to all platform ecosystems-the tension in enabling maximum openness to create joint innovation while guaranteeing value capturing for all actors. Governance mechanisms to solve this paradox are embedded into the technical architecture of the platform, addressing the dimensions of access, control, and incentives. Blockchain technology offers unique ways to design novel governance mechanisms through the standardization of interactions. However, the design of such an architecture requires careful consideration of the cost associated with it. KW - ecosystems KW - governance KW - value creation KW - platforms KW - technology management Y1 - 2019 U6 - https://doi.org/10.1177/0008125619883618 SN - 0008-1256 SN - 2162-8564 VL - 62 IS - 1 SP - 121 EP - 143 PB - Sage Publ. CY - Thousand Oaks ER - TY - THES A1 - Schmeiss, Jessica T1 - Designing value architectures for emerging technologies BT - empirical insights on the role of the firm in system-wide innovation N2 - The business model has emerged as a construct to understand how firms drive innovation through emerging technologies. It is defined as the ‘architecture of the firm’s value creation, delivery and appropriation mechanisms’ (Foss & Saebi, 2018, p. 5). The architecture is characterized by complex functional interrelations between activities that are conducted by various actors, some within and some outside of the firm. In other words, a firm’s value architecture is embedded within a wider system of actors that all contribute to the output of the value architecture. The question of what drives innovation within this system and how the firm can shape and navigate this innovation is an essential question within innova- tion management research. This dissertation is a compendium of four individual research articles that examine how the design of a firm’s value architecture can fa- cilitate system-wide innovation in the context of Artificial Intelligence and Block- chain Technology. The first article studies how firms use Blockchain Technology to design a governance infrastructure that enables innovation within a platform ecosystem. The findings propose a framework for blockchain-enabled platform ecosystems that address the essential problem of opening the platform to allow for innovation while also ensuring that all actors get to capture their share of the value. The second article analyzes how German Artificial Intelligence startups design their business models. It identifies three distinct types of startup with dif- ferent underlying business models. The third article aims to understand the role of a firm’s value architecture during the socio-technical transition process of Arti- ficial Intelligence. It identifies three distinct ways in which Artificial Intelligence startups create a shared understanding of the technology. The last article exam- ines how corporate venture capital units configure value-adding services for their venture portfolios. It derives a taxonomy of different corporate venture capital types, driven by different strategic motivations. Ultimately, this dissertation provides novel empirical insights into how a firm’s value architecture determines it’s role within a wider system of actors and how that role enables the firm to facilitate innovation. In that way, it contributes to both business model and innovation management literature. KW - Innovationmanagment KW - Emerging Technologies KW - Business Model KW - Artificial Intelligence KW - Blockchain KW - Ecosystem Y1 - 2019 ER - TY - JOUR A1 - Gutmann, Tobias A1 - Schmeiss, Jessica A1 - Stubner, Stephan T1 - Unmasking Smart Capital How Corporate Venture Capital Units Configure Value-Adding Services JF - Research-Technology Management N2 - Corporate venture capital (CVC) units help their ventures flourish by offering value-adding services. Effective CVC initiatives offer services that help ventures design, implement, and manage activities to create and capture value. Our qualitative multiple case study across 26 CVC units reveals a comprehensive set of value creation and value capture services that these units offer, configured in any of four different ways to provide tailor-made support for specific venture needs and sponsor strategic goals. KW - Corporate venture capital KW - Value capture KW - Value creation Y1 - 2019 U6 - https://doi.org/10.1080/08956308.2019.1613117 SN - 0895-6308 SN - 1930-0166 VL - 62 IS - 4 SP - 27 EP - 36 PB - Industrial Research Institute CY - Arlington ER -