Artificial intelligence (AI) is emerging to become a highly potential enabling technology for smart buildings. However, the development of AI applications quite often follows a traditional, closed, and product-oriented approach. This study aims to introduce the platform model and ecosystem thinking to the development of AI-enabled smart buildings. The study identifies the needs for a user-oriented digital service ecosystem and business model in the smart building sector in Finland, which aimed to facilitate the launch of scalable businesses and an experiential and dynamic business ecosystem. A multi-method, interpretive case study was applied in the focal ecosystem, with the leading real estate and facility management operators in Northern Europe as part of a Finnish national innovation project. Our results propose an extended comprehensive framework of the 5C ecosystemic model (Connection, Content, Computation, Context, and Commerce) and the possible paths of ecosystem players in the domain of smart building and smart built environment, both theoretically and empirically. The platform-oriented business models are missing, yet desired, by the ecosystem actors. The value chain and ecosystem platforms imply the quest for new (platform) models. Finally, our research discusses the need for new value-chain- and ecosystem-oriented AI development and big data platforms in the future.

This paper investigates the focal actors and their heterogeneity in blockchain splits. Disagreements in blockchain communities often lead to splits in the blockchain and the community. For example, disagreements within the Bitcoin community on increasing the block size led to the blockchain split and creation of Bitcoin Cash. We build on actor-network theory to investigate blockchain split as a translation process, and employ case study methodology to examine Bitcoin splits. We identify several human actors, such as miners, developers, merchants, and investors, as well as non-human actors including ideologies, exchanges and computer programs involved in Bitcoin splits. Our results show that actor heterogeneity, that is, the complex constellation of diverse actors, plays a key role in blockchain splits. We further describe how the human and non-human actors' fluid moves into micro and macro positions in the network affect the development of the split. We also discuss the role of these actors and their engagement in forming micro and macro agencies in blockchain splits. Our study adds to the understanding of actor behavior and network dynamics in decentralized information systems such as blockchain and open source software.

Organizational phenomena are dogged by a paradox that originates from the substance–process duality. Should we view phenomena as substances or as processes? We propose that there is utility in viewing them as both. Such a view, when applied to innovations and organizations, highlights the interrelationship between the two. To theorize about this interrelationship, we offer narratives of innovations as intra-active boundary objects as a way to entertain the banality of organizational innovations.

Classical views on organizing for innovation suggest that exploration and exploitation can be balanced in ambidextrous organizations by first separating and then integrating the two. In this paper, we argue that exploration and exploitation can be intertwined to foster ongoing, distributed innovation throughout an organization. To develop this argument, we draw on literature from design, inspired by Herbert Simon, and from narratives, inspired by Paul Ricœur, to expand upon classical organizational views rooted in a representational perspective. From the design literature, we theorize the role of Kairos, or the opportune moment. From narrative theory, we theorize the role of Aion, a circular notion of time. These two concepts of time complement Chronos, a linear notion of time around which organizations have traditionally been structured. Our core thesis is that actors’ ability to simultaneously engage in exploration and exploitation requires the structuring of all three notions of time. We then discuss the organizational implications of this thesis for innovation at work.