{"id":{"repo_id":"potsdam-thes","oai_identifier":"oai:kobv.de-opus4-uni-potsdam:70176"},"canonical_url":"https://search.dev.ndltd.org/etd/potsdam-thes/oai:kobv.de-opus4-uni-potsdam:70176","repository":{"repo_id":"potsdam-thes","name":"Universität Potsdam - Thes","base_url":"https://publishup.uni-potsdam.de/opus4-ubp/oai"},"display":{"title":"Organizational capability and public sector innovation","abstract":"Academic literature on AI-technology adoption in the public sector has so far focused primarily on the benefits of specific applications, while the actual adoption processes and their drivers remain largely understudied. At the same time, existing research on dynamic capabilities and their organizational routines has paid little attention to AI-specific contexts, even though the fact that AI differs from other digitalization projects in ways that may make certain routines particularly relevant. Closing this twofold research gap is the central ambition of this thesis, which studies AI-technology adoption through the lens of the dynamic capabilities perspective. Central to this perspective is the concept of organizational routines as the micro-foundations of dynamic capabilities. Applying Teece's (2007) framework, hypotheses on routines were derived and tested through semi-structured expert interviews with project leads across four German mid-sized municipalities that had introduced AI-chatbots on their public websites. The analysis found that pre-existing boundary-spanning routines, external collaboration routines, change management routines, and data quality routines facilitated the adoption process. Also, it showed indications of the build-up for routines covering aspects novel with AI and could therefore not be in place prior to the projects, which underlines that organizations might use such less complex AI-applications to gain necessary experience. Based on these results, the thesis derives policy recommendations for public managers seeking to build the organizational foundations for successful AI-technology adoption.","abstract_html":"Academic literature on AI-technology adoption in the public sector has so far focused primarily on the benefits of specific applications, while the actual adoption processes and their drivers remain largely understudied. At the same time, existing research on dynamic capabilities and their organizational routines has paid little attention to AI-specific contexts, even though the fact that AI differs from other digitalization projects in ways that may make certain routines particularly relevant. Closing this twofold research gap is the central ambition of this thesis, which studies AI-technology adoption through the lens of the dynamic capabilities perspective. Central to this perspective is the concept of organizational routines as the micro-foundations of dynamic capabilities. Applying Teece's (2007) framework, hypotheses on routines were derived and tested through semi-structured expert interviews with project leads across four German mid-sized municipalities that had introduced AI-chatbots on their public websites. The analysis found that pre-existing boundary-spanning routines, external collaboration routines, change management routines, and data quality routines facilitated the adoption process. Also, it showed indications of the build-up for routines covering aspects novel with AI and could therefore not be in place prior to the projects, which underlines that organizations might use such less complex AI-applications to gain necessary experience. Based on these results, the thesis derives policy recommendations for public managers seeking to build the organizational foundations for successful AI-technology adoption.","abstract_has_math":false,"creators":["Hartmann, Philipp"],"institution":"Universität Potsdam","degree_name":null,"degree_level":"master","degree_discipline":null,"degree_department":null,"school":null,"contributors":["Proeller, Isabella","Großmann, Daniela"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2024,"date_issued":"2024-11-13","date_published":"2024-11-13","updated_at":"2026-07-24T03:52:15Z","subjects":["Artificial Intelligence","public sector","dynamic capabilities","Künstliche Intelligenz","dynamische Fähigkeiten (Dynamic Capabilites)","öffentlicher Sektor"],"languages":[],"rights":["CC-BY - Namensnennung 4.0 International"],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"https://publishup.uni-potsdam.de/frontdoor/index/index/docId/70176","outbound_label":"Repository record","outbound_source":"source_url"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Proeller, Isabella","Großmann, Daniela"]},{"key":"dc:creator","label":"Author","values":["Hartmann, Philipp"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:publisher","label":"Institution","values":["Universität Potsdam"]},{"key":"dc:type","label":"Dc Type","values":["masterThesis"]},{"key":"thesis:degree_level","label":"Degree Level","values":["master"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Artificial Intelligence","public sector","dynamic capabilities","Künstliche Intelligenz","dynamische Fähigkeiten (Dynamic Capabilites)","öffentlicher Sektor"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:rights","label":"Dc Rights","values":["CC-BY - Namensnennung 4.0 International"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Academic literature on AI-technology adoption in the public sector has so far focused primarily on the benefits of specific applications, while the actual adoption processes and their drivers remain largely understudied. At the same time, existing research on dynamic capabilities and their organizational routines has paid little attention to AI-specific contexts, even though the fact that AI differs from other digitalization projects in ways that may make certain routines particularly relevant. Closing this twofold research gap is the central ambition of this thesis, which studies AI-technology adoption through the lens of the dynamic capabilities perspective. Central to this perspective is the concept of organizational routines as the micro-foundations of dynamic capabilities. Applying Teece's (2007) framework, hypotheses on routines were derived and tested through semi-structured expert interviews with project leads across four German mid-sized municipalities that had introduced AI-chatbots on their public websites. The analysis found that pre-existing boundary-spanning routines, external collaboration routines, change management routines, and data quality routines facilitated the adoption process. Also, it showed indications of the build-up for routines covering aspects novel with AI and could therefore not be in place prior to the projects, which underlines that organizations might use such less complex AI-applications to gain necessary experience. Based on these results, the thesis derives policy recommendations for public managers seeking to build the organizational foundations for successful AI-technology adoption.","Die Literatur zur Einführung von KI-Technologien im öffentlichen Sektor hat sich bislang vorrangig mit den Vorteilen spezifischer Anwendungen befasst, während die eigentlichen Einführungsprozesse und ihre Treiber weitgehend unerforscht geblieben sind. Gleichzeitig hat die bestehende Forschung zu Dynamic Capabilities und ihren zugrundeliegenden organisationalen Routinen KI-spezifische Kontexte kaum berücksichtigt, obwohl sich KI von anderen Digitalisierungsvorhaben in einer Weise unterscheidet, die bestimmte Routinen besonders relevant machen könnte. Die Schließung dieser Forschungslücke ist das zentrale Anliegen der vorliegenden Arbeit, die die Einführung von KI-Technologien mittels des Dynamic-Capabilities-Ansatzes untersucht. Zentral für diesen Ansatz ist das Konzept der organisationalen Routinen als den Grundlagen von Dynamic Capabilities. Auf Basis des Rahmens von Teece (2007) wurden abgeleitet und mittels semistrukturierter Experteninterviews mit Projektverantwortlichen in vier deutschen Mittelstädten getestet, die KI-Chatbots auf ihren öffentlichen Websites eingeführt hatten. Die Analyse ergab, dass vorhandene Boundary-Spanning-Routinen, Routinen zur externen Zusammenarbeit, Change-Management-Routinen sowie Routinen zur Datenpflege den Einführungsprozess begünstigt haben. Darüber hinaus zeigten sich Hinweise auf den Aufbau von Routinen, die KI-spezifische Aspekte abdecken und daher vor den jeweiligen Projekten noch nicht vorhanden sein konnten, was unterstreicht, dass Organisationen solch wenig komplexe KI-Anwendungen nutzen können um notwendige Erfahrungen aufzubauen. Auf Basis dieser Ergebnisse leitet die Arbeit Handlungsempfehlungen für Führungskräfte in der öffentlichen Verwaltung ab, die die organisationalen Grundlagen für eine erfolgreiche Einführung von KI-Technologien schaffen möchten."]},{"key":"dc:format.medium","label":"Dc Format Medium","values":["application/pdf"]},{"key":"dc:title","label":"Title","values":["Organizational capability and public sector innovation","Organisationale Fähigkeiten und Innovation im öffentlichen Sektor"]}]}],"canonical_facts":{"dc:contributor":["Proeller, Isabella","Großmann, Daniela"],"dc:creator":["Hartmann, Philipp"],"dc:description.abstract":["Academic literature on AI-technology adoption in the public sector has so far focused primarily on the benefits of specific applications, while the actual adoption processes and their drivers remain largely understudied. At the same time, existing research on dynamic capabilities and their organizational routines has paid little attention to AI-specific contexts, even though the fact that AI differs from other digitalization projects in ways that may make certain routines particularly relevant. Closing this twofold research gap is the central ambition of this thesis, which studies AI-technology adoption through the lens of the dynamic capabilities perspective. Central to this perspective is the concept of organizational routines as the micro-foundations of dynamic capabilities. Applying Teece's (2007) framework, hypotheses on routines were derived and tested through semi-structured expert interviews with project leads across four German mid-sized municipalities that had introduced AI-chatbots on their public websites. The analysis found that pre-existing boundary-spanning routines, external collaboration routines, change management routines, and data quality routines facilitated the adoption process. Also, it showed indications of the build-up for routines covering aspects novel with AI and could therefore not be in place prior to the projects, which underlines that organizations might use such less complex AI-applications to gain necessary experience. Based on these results, the thesis derives policy recommendations for public managers seeking to build the organizational foundations for successful AI-technology adoption.","Die Literatur zur Einführung von KI-Technologien im öffentlichen Sektor hat sich bislang vorrangig mit den Vorteilen spezifischer Anwendungen befasst, während die eigentlichen Einführungsprozesse und ihre Treiber weitgehend unerforscht geblieben sind. Gleichzeitig hat die bestehende Forschung zu Dynamic Capabilities und ihren zugrundeliegenden organisationalen Routinen KI-spezifische Kontexte kaum berücksichtigt, obwohl sich KI von anderen Digitalisierungsvorhaben in einer Weise unterscheidet, die bestimmte Routinen besonders relevant machen könnte. Die Schließung dieser Forschungslücke ist das zentrale Anliegen der vorliegenden Arbeit, die die Einführung von KI-Technologien mittels des Dynamic-Capabilities-Ansatzes untersucht. Zentral für diesen Ansatz ist das Konzept der organisationalen Routinen als den Grundlagen von Dynamic Capabilities. Auf Basis des Rahmens von Teece (2007) wurden abgeleitet und mittels semistrukturierter Experteninterviews mit Projektverantwortlichen in vier deutschen Mittelstädten getestet, die KI-Chatbots auf ihren öffentlichen Websites eingeführt hatten. Die Analyse ergab, dass vorhandene Boundary-Spanning-Routinen, Routinen zur externen Zusammenarbeit, Change-Management-Routinen sowie Routinen zur Datenpflege den Einführungsprozess begünstigt haben. Darüber hinaus zeigten sich Hinweise auf den Aufbau von Routinen, die KI-spezifische Aspekte abdecken und daher vor den jeweiligen Projekten noch nicht vorhanden sein konnten, was unterstreicht, dass Organisationen solch wenig komplexe KI-Anwendungen nutzen können um notwendige Erfahrungen aufzubauen. Auf Basis dieser Ergebnisse leitet die Arbeit Handlungsempfehlungen für Führungskräfte in der öffentlichen Verwaltung ab, die die organisationalen Grundlagen für eine erfolgreiche Einführung von KI-Technologien schaffen möchten."],"dc:format.medium":["application/pdf"],"dc:publisher":["Universität Potsdam"],"dc:rights":["CC-BY - Namensnennung 4.0 International"],"dc:subject":["Artificial Intelligence","public sector","dynamic capabilities","Künstliche Intelligenz","dynamische Fähigkeiten (Dynamic Capabilites)","öffentlicher Sektor"],"dc:title":["Organizational capability and public sector innovation","Organisationale Fähigkeiten und Innovation im öffentlichen Sektor"],"dc:type":["masterThesis"],"thesis:degree_level":["master"]},"updated_at":"2026-07-24T03:52:15Z"}