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Wertschöpfungspotenziale und strategische Implikationen einer Öffnung von Informationsressourcen – Phänomenologie und ein Bezugsrahmen

Value creation potential and strategic implications of opening-up information resources—phenomenology and a framework

Zeitschrift für Betriebswirtschaft volume 80, pages 685–711 (2010)Cite this article

Zusammenfassung

In den letzten Jahren gelingt es Unternehmen zunehmend, durch Öffnung ihrer Informationsressourcen das Wertschöpfungspotenzial externer Ressourcen besser zu nutzen. Sie erhöhen damit den Wert eigener Ressourcen zum Teil erheblich. Derartige Phänomene lassen sich jedoch nicht mit den herkömmlichen ressourcenorientierten Ansätzen erklären. Unser Aufsatz leistet einen Beitrag zur Strukturierung und zum besseren Verständnis dieser Problematik. Hierzu entwickeln wir einen Bezugsrahmen, der Öffnungsphänomene anhand der Dimensionen (1) „Zugriff“ und (2) „Kontrolle“ differenziert. Der Bezugsrahmen motiviert eine erweiterte Sicht des betriebswirtschaftlichen Managements von Informationsressourcen. Diese Sicht wird als „Management unternehmensübergreifender Informationssphären“ konzeptualisiert und verweist auf weiteren Forschungsbedarf im Bereich der überbetrieblichen Wertschöpfung.

Abstract

For some years, companies have successfully harnessed the value-creation potential of external resources by opening up their information resources, thus increasing considerably the value of their own resources. Corresponding phenomena, however, cannot be explained by common resource-based approaches. By providing a structure, our article contributes to a deeper understanding of this issue. We develop a framework, grounded in the Resource-Based View, that differentiates phenomena of opening up information resources between two dimensions: (1) access and (2) control. Our analysis motivates an extended view of information resources management that also accounts for enterprise-external resources. We conceptualize this view as the “management of information spheres,” highlighting the need for further research in the field of value creation related to external resources.

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Notes

  1. Zur Nutzung externer Ressourcen müssen Unternehmen über eine Absorptionskapazität verfügen oder diese aufbauen. Vgl. hierzu Cohen u. Levinthal 1990 und Zahra u. George 2002.

  2. Anzumerken ist, dass ein breites Spektrum unterschiedlicher Lizenzen für Open Source Software existiert. Sie unterscheiden sich insbesondere dahingehend, inwieweit ein veränderter Quellcode kommerzialisiert werden darf, ohne dass diese Änderung veröffentlicht wird (De Laat 2005, S. 1517–1522). Die verschiedenen Lizenzen haben jedoch gemein, dass ein einmal veröffentlichter Quelltext nicht mehr dem allgemeinen Zugriff entzogen werden kann.

  3. Spezifität wird vorliegend als eine Bindung von Ressourcen untereinander, nicht als eine Bindung einer Ressource zu einem Unternehmen verstanden (ähnlich: Lippman u. Rumelt 2003, S. 1070).

  4. Im Fall von IR mit den Ausprägungen „gemeinsame Kontrolle“ und „allgemeiner Zugriff“ teilt sich ein Unternehmen die Kontrolle über diese Ressource mit einem weiteren oder mehreren Akteuren. Im Extremfall, bei dem die Kontrolle auf die Allgemeinheit übertragen ist, teilen diese IR Eigenschaften öffentlicher Güter. Dies gilt beispielsweise für OSS.

  5. Weitere Untersuchungen zur Collective Invention bieten Fauchart (2003) und Lamoreaux u. Sokoloff (2000).

  6. Da das Vertrauen zu einer wichtigen Voraussetzung für diese Strategie wird, bauen Unternehmen bewusst ein positives Image auf. So vereinnahmt z. B. das Unternehmen Google die Phrase „Don’t be evil“, um Vertrauen bei Kunden und externen Wertschöpfungspartnern zu schaffen. Vgl. Google Code of Conduct, abgerufen am 23.03.2010 von http://investor.google.com/conduct.html.

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Authors and Affiliations

  1. Seminar für Wirtschaftsinformatik und Informationsmanagement, Universität zu Köln, Pohligstr. 1, 50969, Köln, Deutschland

    Steffen Muhle,  Detlef Schoder &  Kai Fischbach

Authors
  1. Steffen Muhle
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  2. Detlef Schoder
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  3. Kai Fischbach
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Correspondence to Steffen Muhle.

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Muhle, S., Schoder, D. & Fischbach, K. Wertschöpfungspotenziale und strategische Implikationen einer Öffnung von Informationsressourcen – Phänomenologie und ein Bezugsrahmen. Z Betriebswirtsch 80, 685–711 (2010). https://doi.org/10.1007/s11573-010-0370-6

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  • DOI: https://doi.org/10.1007/s11573-010-0370-6

Schlüsselwörter

  • Unternehmensexterne Ressourcen
  • Öffnung
  • Informationssphären
  • Zugriff und Kontrolle auf Ressourcen
  • Resource-Based View

Keywords

  • External resources
  • Opening up
  • Information spheres
  • Access and control
  • Resource-Based View

JEL-Classification

  • M00
  • D8
  • L00