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AbstractThe emergence of global value chains (GVCs) appears due to the rise of international trade deregulation and market liberalization over the past decades. The rise of information and communication technologies, which supports knowledge‐intensive activities, has also radically transformed value capture across GVCs and raises the bar for value‐creating opportunities as a new generation of technologies emerges. Of particular relevance to GVCs is the rise of digital technologies, such as big data, the Internet of Things, and artificial intelligence. These technologies promise to herald a new era of connectedness, collaboration, and innovation, affording significant growth opportunities for GVCs. Digital platforms will play a key role for GVCs in orchestrating such value‐creating opportunities. There remains a lack of empirical understanding of how digital platforms can enable GVC strategy. The study seeks to address this question by reviewing the digital platform literature to support key GVC strategy learnings. Specifically, 61 "digital platform"–titled articles across 38 Chartered Association of Business Schools (ABS)‐ranked journals were reviewed. The study adopts Mainardi and Kleiner's (Strategy + Business, 2010, 61, pp. 1–14) "strategy landscape" framework to organize emerging findings. Eight key themes emerged from the literature to reveal critical issues for digital platforms. Implications for strategy are then discussed, revealing four key learnings for GVCs, namely, (i) boundary management, (ii) definition of the unit of analysis, (iii) alignment of capabilities, and (iv) governance and leadership.

AbstractCryptocurrencies and blockchain technology are playing an increasingly important role for organizations that seek to build social and solidarity‐based finance. Blockchain technology has emerged as a potential disruptor for the financial industry. However, cryptocurrencies and blockchain technology may help develop organizations that seek to build social and solidarity‐based finance.

Digitally enabled organizations are supported by new information and communication technologies, referred to as digital technologies, which increasingly promise enormous opportunities for growth. The study reviews 10 case studies from the literature and analysis the approaches these organizations have taken to successfully implement digital technologies. The findings reveal a conceptual framework that seeks to support management in understanding the actions required to implement digital transformation.

Supporting information systems requires both thought and action, which managers should consider in a consistent roadmap before 'crossing the Rubicon' to adopt such systems.

Since their inception into work organizations, enterprise systems (ES) have proved challenging for many organizations to implement successfully. This study seeks to advance our understanding of the ES success literature by focusing on Harzing Journal ranked articles only that focus on the issue of "critical success factors" for ES implementation. The authors identify 34 key critical success factors that can provide both scholars and practitioners with a more holistic view of ES success.

Tacit and explicit knowledge sharing must be continually cultivated to enable information technology implementation success. Effective information technology deployment necessitates a holistic focus beyond technical and legacy factors to include social, organizational, political, and interpersonal dimensions. Attention to cultural integration is a critical component of managing joint venture change and building employee engagement, perception of legitimacy and knowledge sharing norms. Individual employees occupy a key role in determining intended strategic impacts by committing to and enacting change efforts, particularly though making discretionary decisions to share their knowledge or alternatively to hoard, hide or disengage from sharing; an outcome which may be influenced by perceptions on knowledge ownership and value.