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By focusing on the contextual conditions of South African digital entrepreneurs and the affordances of digital technologies, we understand how connective affordances of digital technologies enable a collective approach to digital entrepreneurship.

We do so through an interpretive field study of South African digital entrepreneurs operating in resource-constrained settings.

The findings highlight how entrepreneurs appropriate digital technologies in collectives to achieve connective actions and cooperate and compete simultaneously, giving rise to what we call coopetitive affordance, reflecting a fresh perspective on coopetition in increasingly digital and resource-constrained realities.

This paper extends the connective affordance perspective by illustrating how the concept of coopetitive affordance brings to light how contextual conditions create a humanitarian bond between entrepreneurs and a digital bond created by their appropriation of digital technologies in collectives.

Very little or no study has explored the predictors of behaviour and traits that determine digital entrepreneurship (DE) success. In response, the purpose of this paper is to present a research model that takes information technology (IT) culture as a theoretical lens and personal innovativeness and experience in IT projects as theoretical constructs to predict behaviour and traits that explain DE success.

Based on the literature review, the authors propose hypotheses and a research model. The authors tested the model using structural equation modelling (SEM), by surveying a sample of digital entrepreneurs operating in the Yabacon Valley, Lagos, Nigeria.

The results indicate that IT culture is an essential predictor of achieving DE success. The results also suggest that an entrepreneur's innovativeness in IT and experience in IT projects have significant negative and positive moderating effects on the relationship between IT culture and achieving DE success.

This paper taps into a new setting – DE context – by exploring the moderation effects of an entrepreneur's innovativeness in IT and experience in IT projects on the link between their IT culture and achieving a successful DE outcome.

This model offers managers an understanding of how IT culture and personal innovativeness and experience in IT work together to achieve DE success. Meanwhile, it sheds some light on managers to treat individuals with different levels of experience differently.

The authors theorise IT culture, personal innovativeness and experience in IT and show their effects on DE success, thus making an essential contribution to the information systems (ISs) and entrepreneurship research and practice. Moreover, the authors provide a novel methodology to conceptualise IT culture as a second-order hierarchical reflective construct by giving evidence that partial least squares (PLS) path modelling can assess a hierarchical model with moderating effects. This study answers scholars' call to construct more accurate explanations of innovation outcomes in an increasingly digital world.

Organisational implementations of information technology (IT) normally fail due to cultural forces that inhibit the usage levels required to facilitate successful IT implementation. The purpose of this paper is to explore IT implementation from an IT culture perspective (Leidner and Kayworth, 2006). In particular, it identifies and follows the trajectory of IT culture archetypes that emerge during the implementation process and further investigates their role in facilitating successful IT implementations.

This research adopts the qualitative single case study approach and draws on the implementation of a management information system in a Nigerian global bank.

The findings illustrate three different IT culture archetypes and provide insights into their dynamic nature. The progressive weakening of two IT culture archetypes and the corresponding strengthening of the third archetype shows how initial vision conflicts can get transformed into vision agreements.

This paper extends the IT culture perspective by illustrating how a congruence relationship between IT cultures and IT artefacts can be fostered. The paper shows how diverse IT cultures can develop reasonably quickly in line with initial user experiences of a system. When IT cultures are aligned with the values embedded in IT, positive engagement and usage of the technology results strengthening the presence of embracing IT cultures.

Due to the difficulties organisations face in implementing process improvement initiatives (PIIs), this research explores how visualisation and standardisation of business processes help organisations achieve PIIs to improve organisational performance.

A multi-staged case study strategy that analyse qualitative data and performs a process modelling analysis of quantitative data.

The paper makes two main contributions to existing knowledge. Firstly, it explains how taking the visualised and standardised methods on PIIs can reduce service delivery times and enhance organisational performance. Secondly, it demonstrates how adopting these dual methods offers a better chance of increasing organisational performance than using only a single method.

Although the paper considers the flexibility in the standardisation of business processes as it gives scope for innovation and creativity on the part of the process, it did not consider if flexibility is possible without breaking the standardised working way. Hence, future research can consider this. Also, future research can hypothesise the BPM model and test for statistical generalisability.

The research offers new insight into how and when both visualisation and standardisation of PIIs can benefit organisations.