Explore the vast range of titles available.

Programmable metasurfaces allow dynamic and real‐time control of electromagnetic (EM) waves in subwavelength resolution, holding extraordinary potentials to establish meta‐systems. Achieving independent and real‐time controls of orthogonally‐polarized EM waves via the programmable metasurface is attractive for many applications, but remains considerably challenging. Here, a polarization‐controlled dual‐programmable metasurface (PDPM) with modular control circuits is proposed, which enables a dibit encoding capability in modifying the phase profiles of x‐ and y‐polarized waves individually. The constructed extended interface circuit is able to extend the number of control interfaces from a field programmable gate array by orders of magnitude and also possesses memory function, which enhance hugely the rewritability, scalability, reliability, and stability of PDPM. As a proof‐of‐concept, a wave‐based exclusive‐OR logic gate platform for spin control of circularly‐polarized waves, a fixed‐frequency wide‐angle dual‐beam scanning system, and a dual‐polarized shared‐aperture antenna are demonstrated using a single PDPM. The proposed PDPM opens up avenues for realizing more advanced and integrated multifunctional devices and systems that have two independent polarization‐controlled signal channels, which may find many applications in future‐oriented intelligent communication, imaging, and computing technologies. A polarization‐controlled dual‐programmable metasurface that can independently control orthogonally‐polarized microwaves in real time is proposed and realized experimentally. The dual‐programmable metasurface can achieve a lot of independent control channels via only one field‐programmable gate array based on the designed extensional interface circuit, thus providing attractive functions, including wave‐based exclusive‐OR logic operation for spin control, wide‐angle dual‐beam scanning, and dual‐polarized aperture sharing.

This paper draws on complex adaptive systems (CAS) theory to explore the transformation of an analog automation product platform as it was infused with extensive and deepening digital capacities over a 40-year period. Our case demonstrates how the deepening digitization of components and functions drives complexity by connecting the platform to multiple social and technical settings and producing new interactions and information exchanges. The increased connectivity and dynamism invited unexpected and significant architectural and organizational shifts that moved the platform toward an ecosystem-centered organizing logic. CAS theory and its notion of constrained generating procedures (CGPs) are used to analyze how new connections and interactions produced a multilevel and nonlinear change in the platform organization. We offer two main contributions. First, we provide a novel empirical analysis of how product platform digitization leads to phase transitions and show the mediating role of three mechanisms in this process treated as CGPs: interaction rules, design control, and stimuli-response variety. Second, we demonstrate the multilevel and recursive nature of digitally driven growth in physical product platforms.

In this article, we offer a broadened view of service innovation—one grounded in service-dominant logic—that transcends the tangible–intangible and producer–consumer divides that have plagued extant research in this area. Such a broadened conceptualization of service innovation emphasizes (1) innovation as a collaborative process occurring in an actor-to-actor (A2A) network, (2) service as the application of specialized competences for the benefit of another actor or the self and as the basis of all exchange, (3) the generativity unleashed by increasing resource liquefaction and resource density, and (4) resource integration as the fundamental way to innovate. Building on these core themes, we offer a tripartite framework of service innovation: (1) service ecosystems, as emergent A2A structures actors create and recreate through their effectual actions and which offer an organizing logic for the actors to exchange service and cocreate value; (2) service platforms, which enhance the efficiency and effectiveness of service exchange by liquefying resources and increasing resource density (facilitating easy access to appropriate resource bundles) and thereby serve as the venue for innovation; and (3) value cocreation, which views value as cocreated by the service offer(er) and the service beneficiary (e.g., customer) through resource integration and indicate the need for mechanisms to support the underlying roles and processes. In discussing these components, we consider the role of information technology—both as an operand resource and as an operant resource—and then examine the implications for research and practice in digitally enabled service innovation.

PurposeThe digital platform (DP) develops through a network capability that combines technological infrastructure and resources to provide goods or services. This article investigates how institutions influence the development of the DP entrepreneurship ecosystem (EE) in a developing economy context.Design/methodology/approachAn exploratory qualitative approach based on interviews with 33 DP business executives in Nigeria was the chosen research method. The interview method took the form of face-to-face, telephone and zoom video meetings, depending on the respective preferences of the participants. The research philosophy is based on interpretivism. Hence, the collected data were analyzed thematically and interpreted to make sense of the business executives' perspectives about the DP landscape as well as its institutional enablers and barriers.FindingsThe findings reveal institutional elements that are either too underdeveloped or weak to nurture an effective DP system resulting in high cost of doing business. A key cultural challenge is obtaining an honest workforce and managers. Also, there is lack of effective policies, weak regulation, multiple taxation and foreign competition, which affects local digital firms. Although cultural diversity has several merits, differences in cultural values and languages create marketing and promotion challenges. Moreover, the low level of digital literacy between Generation Z, Millennials and others, such as Baby Boomers and Generation X, poses a significant challenge concerning customer segmentation.Research limitations/implicationsResearch on digital technologies, the complexity of platform architectures and institutional logic has attracted interest in recent years. This article explored the institutional logic influencing the development of DP ecosystem (providing knowledge about EE in a developing world context). Despite the institutional challenges, there are multiple opportunities for Nigerian DP sector to flourish in the fast-growing economy.Originality/valueThe value of this article is related to how micro-, meso- and macro-institutional forces combine to support or become barriers to the development of the DP ecosystem, especially in developing economies where digitalization is creeping into every business sector and society.

Purpose Based on the perspective of knowledge management capability, this paper aims to reveal the internal mechanism of the digital empowerment of mobile social platforms to improve the operational performance of Chinese traditional retail enterprises. Such improvements have crucial theoretical value and practical implications for Chinese traditional retail enterprises to achieve transformation and sustainable development. Design/methodology/approach This study applied the typical analysis method, selected China’s leading mobile social platform, WeChat, as a typical case, and observed and analyzed the public data of the traditional retail industry and social platforms and interviews with relevant enterprises. On this basis, this study used the inductive and deductive methods of qualitative research to conduct an in-depth analysis of the mechanism by which WeChat’s digital empowerment improves the operational performance of Chinese traditional retail enterprises. It also discussed the critical role and path knowledge management capabilities play in this mechanism. Findings This research demonstrated that mobile social platforms empower Chinese traditional retail enterprises to build diversified digital channels, enhance the knowledge acquisition capability of enterprises and thus improve their performance; empower Chinese traditional retail enterprises to build digital community networks, enhance the knowledge diffusion capability of enterprises and thus improve their performance; and empower Chinese traditional retail enterprises to integrate online and offline businesses, enhance the knowledge integration capability of enterprises and thus improve their performance. Research limitations/implications This study clarifies the internal mechanism of how the digital empowerment of mobile social platforms can improve the performance of Chinese traditional retail enterprises. This mechanism implies that knowledge management capabilities (knowledge acquisition, diffusion and integration capability) are the underlying logic for Chinese traditional retail enterprises to achieve higher performance levels. This has important practical implications for managers of Chinese traditional retail enterprises to leverage the digital infrastructure of mobile social platforms to achieve the sustainable development of enterprises. Originality/value This study provides an in-depth analysis of how the traditional retail industry uses digital social platforms to improve operational performance from the perspective of knowledge management capabilities, which can further promote the theoretical research and practical development of digitalization and knowledge management. At the same time, this study explored the research on the operational performance of Chinese traditional retail enterprises from the perspective of knowledge management capabilities and expanded the research on knowledge management in related fields. The authors have initially sorted out the impact of knowledge management capabilities on the operational performance of Chinese traditional retail enterprises in the digital era. This will help better understand the role and function of knowledge management in strategic transformation and expand the application of knowledge management theory.

Purpose Digital platforms have transformed how brands engage with collaborative consumption actors, such as prosumers. This study aims to examine the role of customer innovativeness and perceived economic value as important boundary conditions on the effects of customer brand engagement behavior on co-production, which subsequently influences customer satisfaction. Design/methodology/approach The authors test the model using survey data from 430 users of a digital platform (i.e. UBER) in Australia. Hypotheses were tested using the bias-corrected bootstrapping method. Findings The findings suggest that customer innovativeness and perceived economic value positively moderate the effects of customer brand engagement behavior on co-production. Further, the mediating effects of co-production on satisfaction are stronger for highly innovative customers and for those who associate high perceived economic value with the brand. Research limitations/implications This study provides novel insights on the boundary conditions of the effects of customer brand engagement behavior on co-production. Future research could apply this study’s conceptual framework to other digital platforms to extend the generalizability of this framework. Practical implications This study provides managerial insights into how firms can customize marketing strategies to encourage customers as prosumers in co-production by targeting highly innovative customers and focusing on perceived economic value. Originality/value This study builds on service-dominant logic and social exchange theory to examine the role of customer innovativeness and perceived economic value as novel boundary conditions in digital platform ecosystems.

Floating offshore platforms (FOPs) face the challenge of anchor chain failures due to their unique operating environments. This directly impacts the platform’s safety and stability. Traditional control methods are often ineffective in addressing anchor chain failures. Therefore, this study proposes a novel event-triggered, self-tuning integrated PID control strategy based on finite-time learning to improve the stability and fault handling capabilities of FOP systems. This study introduces a preset finite-time convergence function based on a time-based generator (TBG) in the control design, combined with a nonlinear error-driven mechanism to achieve finite-time convergence. By integrating a composite variable construction method with neural network approximation techniques, a state mapping mechanism adaptable to mixed uncertainties is established. Furthermore, this study designs a control system that integrates an event-triggered dynamic mechanism with a finite-time convergence paradigm. Through strategic parameter scheduling, this control strategy achieves coordinated optimal configuration and extreme performance optimization under multiple performance metrics in an offline phase. A rigorous stability analysis of the designed control strategy using Lyapunov stability theory demonstrates its effectiveness in terms of asymptotic stability and finite-time convergence. Simulations are conducted on a real FOP system. Results demonstrate that the control strategy effectively addresses anchor chain failures and internal and external uncertain dynamics.

Moving beyond value creation in individual companies, firms have integrated customers, partners, and stakeholders in a mutual value co-creation process. Examples are platforms such as Apple’s App Store, where external developers use boundary resources provided on the platform to develop and share applications in an ecosystem. While value co-creation on business-to-consumer platforms is common practice, research on their business-to-business (B2B) counterparts is still sparse. The goal of this paper is to analyze how B2B platforms utilize value co-creation practices. We conduct a multiple case study in the context of emerging Internet of things (IoT) platforms highlighting that B2B platforms follow three standardized value co-creation practices. The platform encourages the supply side through the (1) integration of complementary assets, the demand-side through (2) ensuring platform readiness and connects both processes by (3) servitization through application enablement. We conclude by showing how platforms leverage different boundary resources in a process of standardization to develop a scalable infrastructure that explains how platforms enable value co-creation within their ecosystem.

Digitalization is changing the mobility sector. Companies have developed entirely new mobility services, and mobility services with pre-digital roots, such as ride-sharing and public transport, have leveraged digitalization to become more convenient to use. Nevertheless, private car use remains the dominant mode of transport in most developed countries, leading to problems such as delays due to traffic congestion, insufficient parking spaces, as well as noise and air pollution. Emerging intermodal mobility ecosystems take advantage of digital advances in mobility services by providing individual, dynamic and context-aware combinations of different mobility services to simplify door-to-door mobility and contribute to the reduction of private car use. However, the service platforms are limited in terms of functional range, for example they may lack integrated ticketing and rely on static data, which makes intermodal mobility inconvenient. This article adopts the service-dominant logic perspective to analyze service ecosystems for intermodal mobility and their service provision. Drawing on traditional institutional literature, the authors question the assumption that service logic is dominant for all actors of a service ecosystem. By applying activity theory, the article illustrates how an institutional logic multiplicity among actors can negatively affect the functional range of service platforms. The results of a qualitative study in Germany show that, in particular, the state logic of some actors, which is characterized by the obligation to provide mobility, impairs the quality of service platforms in supporting citizens in intermodal mobility.

Scholars have grown concerned around the increasing carceral logics embedded in social media practices. In this essay, we explore the process of getting “zucked” as a trend within digital platforms that disproportionately punishes minoritized digital users. Specifically, Black women report that with the advent of increased safety measures and policies to secure users on digital platforms, they become subject to harms of the institutional practices. By extending the conversation on carcerality beyond the confines of prisons, jails, and other forms of criminal justice supervision, we argue that structures and institutions expand the lines of surveillance and that those traditionally subject to such harm continue to be affected. Although the concept of getting “zucked” might seem like an innocent response to individuals who violate terms of service, Black women suggest that this practice disparately targets them for speaking about racist and sexist incidents on- and offline. Such surveillance is misogynoir in public spaces, as Black women are punished for organizing on social media.