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While the significance of digital platforms for contemporary organizations has been demonstrated both in theory and practice, how they emerge is less understood. We argue that one source of digital platform emergence is the recombinatorial innovation processes individuals enact in organizational work practices. We draw on the theory of institutional work to empirically examine how innovation processes led to the emergence of a digital platform in the Swedish transport administration. We find that actors engage in work aimed at creating, maintaining and disrupting socio-technical structures. These work practices involve exploring the possibilities of specific digital resources, their combinatorial options, and how new resources can be generated. The analysis contributes to the literature on digital platforms by (1) demonstrating the role of digital malleability in bypassing institutional resistance, (2) identifying temporal patterns and dependencies of activities, and (3) detecting distinct emphasis in types of institutional work.

Increased globalization has generated a growth of globally distributed teams, which are characterized by geographical distance and used by organizations to increase innovation. However, to be able to collaborate effectively, teams are obligated to continuously conduct knowledge transfer (KT) between different geographical locations. Thus, this paper focused on identifying the main barriers that globally distributed teams face in conducting KT and how these barriers are unraveled. Based on an interpretative case study of a product development unit (PDU) in research and development (R&D) department of a telecom company, we identified eight main barriers that hinder the KT between globally distributed teams. These barriers are; knowledge embeddedness, knowledge accessibility and documentation gaps, knowledge complexity, knowledge problematic articulability, ICT tools reliance vs. face to face, inefficient ICT tools utilization, inefficient IT support, and lack of formal processes and guidelines.

With the steady increase in connectivity and the development of new dynamic, interconnected, and distributed technologies, management teams are seeing opportunities to digitally transform organizational processes. Following a case of Internet of Things (IoT) implementation, the aim of this paper is to explore the transformational potential of IoT and the mechanisms and processes that support or constrain IoT-enabled digital transformation in practice. Through a qualitative case study of an IoT implementation project over a period of two years, we show that IoT can create an opportunity for digital transformation by fundamentally changing organizational and individual perception of work identity and work practices. Furthermore, we show that successful IoT adoption requires proactive leadership that identifies and accounts for both technological capabilities and different stakeholder perspectives. To make use of IoT's capabilities and simultaneously mitigate the risk of privacy infringements one must leverage the role of the observer and the observed.