数字经济的快速发展模糊了产业边界，以数字技术为支撑的跨界创新成为创新发展的新范式。基于可供性理论与竞合理论，对486家企业的调研数据进行实证分析，从积累可供性和变异可供性耦合角度探讨了数字技术可供性对跨界创新的差异化影响以及竞合关系的调节作用。研究发现：高积累可供性—低变异可供性的耦合对渐进式跨界创新有积极作用；低积累可供性—高变异可供性的耦合对突破式跨界创新有积极作用；高积累可供性—高变异可供性的耦合对双元跨界创新互补有积极作用；合作关系正向调节高—低耦合与渐进式跨界创新的关系；竞争关系正向调节低—高耦合与突破式跨界创新的关系；竞合平衡正向调节高—高耦合与双元跨界创新互补的关系。研究结论不仅丰富了数字技术可供性与跨界创新的关系研究，也为企业如何实现跨界创新提供了新视角。

With the rapid development of digital technology, innovation activities can break through industrial boundaries. Internet companies, represented by Baidu, Alibaba and Tencent, use digital technology to constantly cross-border into new fields, forcing traditional industry enterprises to break through the original innovation system or boundary. Cross-border innovation has become an important means for enterprises to expand markets and make technological breakthroughs. However, digital technology shows different adaptability in different enterprises, which is mainly manifested in the different utilization rates of different functions of digital technology, which embodies the characteristics of affordance. The affordance of digital technology comes from the enterprise's exploration of the potential of digital technology, which refers to the feasibility of actors using digital technology to implement specific actions, mapping out effective paths to achieve cross-border innovation at the innovation goal level and constraining the innovation decision of enterprises, and guiding enterprises to choose matching digital resource acquisition and allocation modes at the innovation realization level. Therefore, it is of great theoretical and practical significance to explore the influence mechanism of digital technology affordance on cross-border innovation of enterprises. Previous studies on the influence of digital technology on cross-border innovation mostly focused on the perspective of organizational structure change and innovation paradigm change, but the influence of digital technology characteristics, including digital technology availability, on cross-border innovation is still unclear. Based on the affordance theory and co-opetition theory, according?to?cumulative affordance (CA)?and?variant affordance (VA) level, this paper used the data of 486 enterprises to discuss the differential impact of digital technology affordance on cross-border innovation and the moderating effect of co-opetition relationship. The results show that: The coupling of high CA–low VA has a positive effect on incremental cross-border innovation. The coupling of low CA–high VA has a positive effect on radical cross-border innovation. The coupling of high CA–high VA has a positive effect on ambidextrous cross-border innovation. Cooperation relationship positively moderates the relationship between the coupling of high CA–low VA and incremental cross-border innovation. Competition relationship positively moderates the relationship between the coupling of low CA–high VA and radical cross-border innovation. Co-opetition balance positively moderates the relationship between the coupling of high CA–high VA and ambidextrous cross-border innovation. This study enriches the research on the relationship between digital technology affordance and cross-border innovation, provides a new way to understand why enterprises can achieve more successful cross-border innovation and a new perspective for enterprises to carry out cross-border innovation. Firstly, enterprises should comprehensively consider the cognition and application ability of digital technology, and choose the appropriate cross-border innovation model. Secondly, enterprises should exert the synergistic effect of different functions of digital technology, and maintain the mutual cooperation between different digital technology functions. Finally, enterprises should make full use of the co-opetition relationship with cross-border partners to serve different cross-border innovation models, while avoiding the adverse effects caused by excessive competition and cooperation.

The remarkable connectivity and embeddedness of digital technologies enable innovations undertaken by a broad set of actors, often beyond organizational and industry boundaries, whose relationships mimic those of interdependent species in a natural ecosystem. These digital innovation ecosystems, if successful, can spawn countless innovations of substantial social and economic value, but are complex and prone to often surprising failure. Aiming to understand ecosystems as a new organizational form for digital innovations, I develop a theory that addresses an underexplored but important question: In a digital innovation ecosystem, how are the efforts of autonomous parties integrated into a coherent whole and what role do digital technologies play in this integration? By synthesizing ecological and information perspectives, this information ecology theory identifies several key functions that digital technologies serve in providing the information needed to support the interactions and tasks for innovation in ecosystems of varying scales. This theory contributes to digital innovation research new insights on managing part–whole relations, the role of digital technologies in innovation, and multilevel interactions in and across digital innovation ecosystems. The theory can also inspire the development of next-generation information systems for ecosystems as a new organizational form.

By developing strategic configurations which describe commonly used paths to competitive advantage for manufacturers, this paper reconciles some basic concepts from competitive strategy and manufacturing strategy. Four basic strategic configurations are identified: niche differentiator, broad differentiator, cost leader, and lean competitor. The configurations are traced conceptually through competitive strategy, organizational structure, environment, and a strategic framework of manufacturing capabilities and decisions. Examples from the major home appliance industry are provided for each configuration.

In this essay, we argue that pervasive digitization gives birth to a new type of product architecture: the layered modular architecture. The layered modular architecture extends the modular architecture of physical products by incorporating four loosely coupled layers of devices, networks, services, and contents created by digital technology. We posit that this new architecture instigates profound changes in the ways that firms organize for innovation in the future. We develop (1) a conceptual framework to describe the emerging organizing logic of digital innovation and (2) an information systems research agenda for digital strategy and the creation and management of corporate information technology infrastructures.

\"Open innovation\" and \"external search\" for new ideas are central topics in the recent discourse in innovation research. External search helps firms to identify new opportunities for innovation and alleviates the risks of local search. It is widely acknowledged that novel ideas regularly emerge from the combination of distant pieces of knowledge and interaction with \"idea suppliers\" from distant knowledge domains. However, the current discussion on open innovation has hardly touched upon the question of how firms can systematically search for cross-industry innovation inputs in the fuzzy front-end of the innovation process. This paper links relevant concepts of cognitive psychology and management theory — such as analogical problem solving and the principle of isomorphism — with open innovation in the front-end. It discusses relevant dimensions of systematic search for innovation across industries. A piloted framework is presented that assists firms in systematically and interactively searching for external innovation inputs in distant industries. This framework supports external innovation search in distant industries for a fuzzy customer problem. The results of this participatory action research indicate that a systematic and interactive search process is of practical value to innovation managers. It also points out contingencies of cross-industry innovation search.

This paper examines how organizations collaborate with multiple partners, such as when they develop innovative and complex product platforms like smartphones, servers, and MRI machines that rely on technologies developed by organizations in three or more sectors. Research on multipartner alliances often treats them as a collection of independent dyads, neglecting the possibility of third-party influence and interference in dyads that can inhibit innovation. Using a multiple-case, inductive study of six groups, each composed of three organizations engaged in technology and product development in the computer industry, I examine the collaborative forms and processes that organizations use to innovate with multiple partners in groups. Groups that used the collaborative forms of independent parallel dyads or single unified triads generated mistrust and conflict that stemmed from expectations about third-party participation and overlapping roles and thus had low innovation performance and weaker ties. Other groups avoided these problems by using a dynamic collaboration process that I call “group cycling,” in which managers viewed their triad as a small group, decomposed innovative activities into a series of interlinked dyads between different pairs of partners, and managed third-party interests across time. By temporarily restricting participation to pairs, managers chose which ideas, technologies, and resources to incorporate from third parties into single dyads and ensured that the outputs of multiple dyads were combined into a broader innovative whole.

We expand the perspective on disruption by going beyond substitute products to consider the ways in which complements can impact the competitiveness of incumbents. Complementors represent a different kind of disruptive threat, one that is latent within the initial structure of value creation: complementors that disrupt are not new entrants but, rather, established actors that can shift their impact from positive to negative. With this perspective, we consider how ecosystem dynamics can clarify aspects of disruptive competition, and we use the dynamics of disruption to illuminate dimensions of competition in ecosystem settings. We elaborate three processes through which disruption through complements can occur: commoditization, adjacent entry, and value inversion. For each process we discuss specific examples, and we illustrate their interaction in the context of the automotive industry, which is fast evolving in response to technological change. In so doing, the paper fills a critical gap in the literature, which is so far missing a systematic examination of how complementors can disrupt established firms.