Now showing 1 - 3 of 3
- PublicationFrom authentication to ‘Hanseatic governance’: Blockchain as organizational technologyBlockchain technology provides a distributed ledger and is based on a logic of peer to peer authentication. It gained prominence with the rise of cryptocurrencies but provides a much broader field of possible application, including – but not limited to – land and other registries, global trade systems. While it has been originally closely linked to a libertarian, anarchic agenda, recent developments of commercial applications have illustrated that it can been dissociated from a particular ideological framing. The purpose of our paper is to identify and classify core properties of blockchain as an organizational technology and related modes of blockchain governance. We do this by looking at a number of case studies which highlight a number of governance design issues as well as unintended effects of the technology and related design choices. We are exploring the linkages between blockchain application properties and related design options and choices.
- PublicationHanseatic Governance: Understanding Blockchain as Organizational TechnologyBlockchain technology provides a distributed ledger and is based on a logic of peer to peer authentication. It gained prominence with the rise of cryptocurrencies but provides a much broader field of possible applications. While it has been originally closely linked to a libertarian agenda rejecting organizations, its developments have illustrated that this ideological framing is being reversed in practice. Based on contrastive empirical cases, the purpose of our paper is to discuss blockchain as an organizational technology. Its peculiar mode of governance, which we name ‘Hanseatic’, needs to mediate between the fluidity typical of Free and Open Source Software development and the immutability that use organizations adopt blockchain for.
- PublicationThe First (Beer) Living Lab: Learning to Sustain Network Collaboration for Digital InnovationThe Beer Living Lab was the first of a series of living labs established to analyse and improve complex cross-border trade and logistics challenges using innovative information technology. Unlike stable inter-firm networks where roles are formal and explicit, role taking and role assigning in the Beer Living Lab was highly dynamic. Although project deliverables were formally assigned, in practice responsibilities emerged as a result of actors’ own initiative or as a result of negotiation and sense-making. Even leadership behaviour shifted throughout the various stages of the initiative. The practice of knowledge broking and cultivating a close working relationship with the operational manager emerged as crucial for creating and sustaining the social network which in turn stabilised the hybrid network organisation. We discover (yet again) the key practices of knowledge brokers and the necessity for social involvement in overcoming discontinuities within organisation networks.