2024
Managing Technological
Change
MSC BA CHANGE MANAGEMENT
SANNE ROZEMA
,Content
1.1 Kapoor, R., & Klueter, T. (2021). Unbundling and managing uncertainty surrounding emerging
technologies. Strategy Science, 6(1), 62-74............................................................................................2
1.2 Lyytinen, K., and Newman, M. (2008). Explaining Information Systems Change: A Punctuated
Socio-Technical Change Model, European Journal of Information Systems(17:6), pp. 589-613.............3
2.1 Tripsas, M. (2009). Technology, identity, and inertia through the lens of “The Digital Photography
Company”. Organization Science, 20(2), 441-460...................................................................................4
2.2 Dąbrowska, J., Lopez‐Vega, H., & Ritala, P. (2019). Waking the sleeping beauty: Swarovski’s open
innovation journey. R&D Management, 49(5), 775-788.........................................................................5
2.3 Kirtley, J., & O'Mahony, S. (2023). What is a pivot? Explaining when and how entrepreneurial firms
decide to make strategic change and pivot. Strategic Management Journal, 44(1), 197-230.................6
2.4 Ozcan, P., & Hannah, D. (2020). Forced ecosystems and digital stepchildren: Reconfiguring
advertising suppliers to realize disruptive social media technology. Strategy Science, 5(3), 193-217.. . .7
3.1 Steinberg, P. J., Asad, S., & Lijzenga, G. (2022). Narcissistic CEOs' dilemma: The trade ‐off between
exploration and exploitation and the moderating role of performance feedback. Journal of Product
Innovation Management, 39(6), 773-796...............................................................................................8
3.2 Wu, Q., Dbouk, W., Hasan, I., Kobeissi, N., & Zheng, L. (2021). Does gender affect innovation?
Evidence from female chief technology officers. Research Policy, 50(9), 104327...................................9
3.3 Vuori, T. O., & Huy, Q. N. (2022). Regulating top managers’ emotions during strategy making:
Nokia’s socially distributed approach enabling radical change from mobile phones to networks in
2007–2013. Academy of Management Journal, 65(1), 331-361...........................................................10
3.4 Maula, M. V., Keil, T., & Zahra, S. A. (2013). Top management’s attention to discontinuous
technological change: Corporate venture capital as an alert mechanism. Organization Science, 24(3),
926-947................................................................................................................................................11
4.1 Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information
technology: Toward a unified view. MIS Quarterly, 27(3), 425-478......................................................12
4.2 Venkatesh, V., Thong, J. Y. L., & Xu, X. (2016). Unified theory of acceptance and use of technology:
A synthesis and the road ahead. Journal of the Association for Information Systems, 17(5), 328-376.13
4.3 Wang, P. (2010). Chasing the hottest IT: Effects of information technology fashion on
organizations. MIS Quarterly, 43(1), 63-85...........................................................................................14
4.4 Staehr, L., Shanks, G., & Seddon, P. (2012). An explanatory framework for achieving business
benefits from ERP systems. Journal of the Association for Information Systems, 13(6), 424-465........15
5.1 Ahuja, M. K., & Thatcher, J. B. (2005). Moving beyond intentions and toward the theory of trying:
Effects of work environment and gender on post-adoption information technology use. MIS Quarterly,
427-459................................................................................................................................................16
5.2 Lapointe, L., & Rivard, S. (2005). A Multilevel Model of Resistance to Information Technology
Implementation. MIS Quarterly (29:3), pp. 461-491............................................................................17
5.3 Bagayogo, F. F., Lapointe, L., & Bassellier G. (2014). “Enhanced use of IT: A new perspective on
Post-Adoption. Journal of the Association for Information Systems, 15(7): 361-387............................18
1
, 5.4 Park, Y., & Mithas, S. (2020). Organized complexity of digital business strategy: A configurational
perspective. MIS Quarterly (44:1): 85-127............................................................................................19
1.1 Kapoor, R., & Klueter, T. (2021). Unbundling and
managing uncertainty surrounding emerging
technologies. Strategy Science, 6(1), 62-74.
The core message of the paper by Kapoor and Klueter (2021) on "Unbundling and Managing
Uncertainty Surrounding Emerging Technologies" revolves around the development of a structured
approach to evaluate and manage the uncertainty inherent in emerging technologies. This approach
is designed to help firms better navigate the complexities of innovation and commercialization in the
face of technological change. Key elements of the paper include:
1. Identification of Uncertainty Sources: The paper identifies five main sources of uncertainty
surrounding emerging technologies: the technology itself, potential market applications,
users adopting the technology, the ecosystem supporting the technology, and the business
model under which the technology is commercialized.
2. Interactions Among Uncertainties: It further explores how these uncertainties do not exist in
isolation but interact in pooled, sequential, or reciprocal ways. Understanding these
interactions is crucial for firms to effectively manage uncertainty.
3. Framework for Evaluating Uncertainty: Kapoor and Klueter propose a framework that allows
firms to systematically analyse the different sources of uncertainty and their interactions. This
structured approach is aimed at aiding firms in the cognitive processes of sensing and
responding to opportunities and threats, thereby enhancing their dynamic managerial
capabilities.
4. Management of Uncertainty: The paper discusses the implications of this framework for
managerial practices, such as scenario planning, discovery-driven planning, real options, and
experimentation. It highlights how a nuanced understanding of uncertainty can improve the
effectiveness of these practices in the context of emerging technologies.
5. Illustrative Examples: The applicability of the framework is illustrated through the examples
of gene therapy and autonomous vehicles (AVs), showcasing how it can be used to analyse
and manage the uncertainty surrounding these technologies.
The core message is that by unbundling and understanding the nuanced sources and interactions of
uncertainty surrounding emerging technologies, firms can better position themselves to innovate,
adapt, and compete in rapidly changing technological landscapes.
2
Managing Technological
Change
MSC BA CHANGE MANAGEMENT
SANNE ROZEMA
,Content
1.1 Kapoor, R., & Klueter, T. (2021). Unbundling and managing uncertainty surrounding emerging
technologies. Strategy Science, 6(1), 62-74............................................................................................2
1.2 Lyytinen, K., and Newman, M. (2008). Explaining Information Systems Change: A Punctuated
Socio-Technical Change Model, European Journal of Information Systems(17:6), pp. 589-613.............3
2.1 Tripsas, M. (2009). Technology, identity, and inertia through the lens of “The Digital Photography
Company”. Organization Science, 20(2), 441-460...................................................................................4
2.2 Dąbrowska, J., Lopez‐Vega, H., & Ritala, P. (2019). Waking the sleeping beauty: Swarovski’s open
innovation journey. R&D Management, 49(5), 775-788.........................................................................5
2.3 Kirtley, J., & O'Mahony, S. (2023). What is a pivot? Explaining when and how entrepreneurial firms
decide to make strategic change and pivot. Strategic Management Journal, 44(1), 197-230.................6
2.4 Ozcan, P., & Hannah, D. (2020). Forced ecosystems and digital stepchildren: Reconfiguring
advertising suppliers to realize disruptive social media technology. Strategy Science, 5(3), 193-217.. . .7
3.1 Steinberg, P. J., Asad, S., & Lijzenga, G. (2022). Narcissistic CEOs' dilemma: The trade ‐off between
exploration and exploitation and the moderating role of performance feedback. Journal of Product
Innovation Management, 39(6), 773-796...............................................................................................8
3.2 Wu, Q., Dbouk, W., Hasan, I., Kobeissi, N., & Zheng, L. (2021). Does gender affect innovation?
Evidence from female chief technology officers. Research Policy, 50(9), 104327...................................9
3.3 Vuori, T. O., & Huy, Q. N. (2022). Regulating top managers’ emotions during strategy making:
Nokia’s socially distributed approach enabling radical change from mobile phones to networks in
2007–2013. Academy of Management Journal, 65(1), 331-361...........................................................10
3.4 Maula, M. V., Keil, T., & Zahra, S. A. (2013). Top management’s attention to discontinuous
technological change: Corporate venture capital as an alert mechanism. Organization Science, 24(3),
926-947................................................................................................................................................11
4.1 Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information
technology: Toward a unified view. MIS Quarterly, 27(3), 425-478......................................................12
4.2 Venkatesh, V., Thong, J. Y. L., & Xu, X. (2016). Unified theory of acceptance and use of technology:
A synthesis and the road ahead. Journal of the Association for Information Systems, 17(5), 328-376.13
4.3 Wang, P. (2010). Chasing the hottest IT: Effects of information technology fashion on
organizations. MIS Quarterly, 43(1), 63-85...........................................................................................14
4.4 Staehr, L., Shanks, G., & Seddon, P. (2012). An explanatory framework for achieving business
benefits from ERP systems. Journal of the Association for Information Systems, 13(6), 424-465........15
5.1 Ahuja, M. K., & Thatcher, J. B. (2005). Moving beyond intentions and toward the theory of trying:
Effects of work environment and gender on post-adoption information technology use. MIS Quarterly,
427-459................................................................................................................................................16
5.2 Lapointe, L., & Rivard, S. (2005). A Multilevel Model of Resistance to Information Technology
Implementation. MIS Quarterly (29:3), pp. 461-491............................................................................17
5.3 Bagayogo, F. F., Lapointe, L., & Bassellier G. (2014). “Enhanced use of IT: A new perspective on
Post-Adoption. Journal of the Association for Information Systems, 15(7): 361-387............................18
1
, 5.4 Park, Y., & Mithas, S. (2020). Organized complexity of digital business strategy: A configurational
perspective. MIS Quarterly (44:1): 85-127............................................................................................19
1.1 Kapoor, R., & Klueter, T. (2021). Unbundling and
managing uncertainty surrounding emerging
technologies. Strategy Science, 6(1), 62-74.
The core message of the paper by Kapoor and Klueter (2021) on "Unbundling and Managing
Uncertainty Surrounding Emerging Technologies" revolves around the development of a structured
approach to evaluate and manage the uncertainty inherent in emerging technologies. This approach
is designed to help firms better navigate the complexities of innovation and commercialization in the
face of technological change. Key elements of the paper include:
1. Identification of Uncertainty Sources: The paper identifies five main sources of uncertainty
surrounding emerging technologies: the technology itself, potential market applications,
users adopting the technology, the ecosystem supporting the technology, and the business
model under which the technology is commercialized.
2. Interactions Among Uncertainties: It further explores how these uncertainties do not exist in
isolation but interact in pooled, sequential, or reciprocal ways. Understanding these
interactions is crucial for firms to effectively manage uncertainty.
3. Framework for Evaluating Uncertainty: Kapoor and Klueter propose a framework that allows
firms to systematically analyse the different sources of uncertainty and their interactions. This
structured approach is aimed at aiding firms in the cognitive processes of sensing and
responding to opportunities and threats, thereby enhancing their dynamic managerial
capabilities.
4. Management of Uncertainty: The paper discusses the implications of this framework for
managerial practices, such as scenario planning, discovery-driven planning, real options, and
experimentation. It highlights how a nuanced understanding of uncertainty can improve the
effectiveness of these practices in the context of emerging technologies.
5. Illustrative Examples: The applicability of the framework is illustrated through the examples
of gene therapy and autonomous vehicles (AVs), showcasing how it can be used to analyse
and manage the uncertainty surrounding these technologies.
The core message is that by unbundling and understanding the nuanced sources and interactions of
uncertainty surrounding emerging technologies, firms can better position themselves to innovate,
adapt, and compete in rapidly changing technological landscapes.
2
