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Amazon's Initiative Transforming a Non-Contact Society Technology in Society 65 (2021) 101596 Contents lists available at ScienceDirect Technology in Society journal homepage: http://www.elsevier.com/locate/techsoc Amazon’s initiative transforming a non-contact society - Digital disruptionleads the way to stakeholder capitalization Chihiro Watanabe a,b,*, Waleed Akhtar a, Yuji Tou c, Pekka Neittaanmaki¨ a a Faculty of Information Technology, University of Jyvaskyl¨ a,¨ Finland b International Institute for Applied Systems Analysis (IIASA), Austria c Dept. of Ind. Engineering & Magm., Tokyo Institute of Technology, Tokyo, Japan ARTICLE INFO ABSTRACT Keywords: Contrary to the decisive role of R&D centered on information and communication technology (ICT) in the digital Advanced digital fashion economy, its excessive expansion has resulted in declining productivity due to the two-faced nature of ICT. Amazon Consequently, the novel concept emerges of innovation that maintains sustainable growth by harnessing the Learning orchestration externality vigor of soft innovation resources (SIRs). Stakeholder capitalism Pioneering endeavors can be observed at the forefront of the global ICT leaders. World R&D leader Amazon Non-contact society has been harnessing the power of users that seek SIRs. This functions as a virtuous cycle, leading to the trans­ formation of R&D by fusing a unique R&D system with a sophisticated financingsystem. With this orchestration, Amazon leverages the expectations of a wide range of stakeholders, and takes the initiative of stakeholder capitalism in which stakeholders bet on Amazon’s prospecting future. This paper attempts to elucidate the driving force of this notable accomplishment, taking Amazon’s recent challenge in developing advanced digital fashions (ADFs) successively as prospecting SIRs. Since fashion reflects the change in socio-economic and cultural life, the fashion industry is in the midst of dynamic global change in the digital economy, which necessitates a digital solution. Based on a co-evolution analysis of the development trajectories of Amazon and the fashion industry, it was demonstrated that Amazon has secured a digital solution by developing ADFs successively, and that this success can be attributed to learning orchestration externality. Thus, broad stakeholders’ involvement betting on its challenge, expecting the future prospects of Amazon and the fashion industry, can be expected. Non-contact society accelerates this expectation toward on-demand ADFs manufacturing. These findingsgive rise to suggestions regarding a new concept of R&D and subsequent neo -open innovation in the digital economy. 1. Introduction Pioneering endeavors can be observed at the forefront of the global ICT leaders [3,4]. The world’s top R&D firm, Amazon, has been Contrary to the decisive role of R&D centered on information and engaging in pioneering innovation and companywide experimentation, communication technology (ICT) in the digital economy, its excessive thereby enabling it to harness the power of users that seek SIRs. This has expansion has resulted in declining productivity due to the two-faced functioned as a virtuous cycle, leading to the transformation of “routine nature of ICT [1]. or periodic alterations” into “significantimprovement ” during the R&D Consequently, the novel concept of innovation emerges that main­ process, and has explored new SIRs successively [5]. tains sustainable growth while avoiding the dilemma by harnessing the This transformation has been enabled by fusing a unique R&D system vigor of soft innovation resources (SIRs). SIRs are latent innovation re­ with a sophisticated financingsystem centered on cash conversion cycle- sources that can be awoken and activated by deploying an ICT-driven driven free cash flow management [6]. disruptive business model with the consolidated challenge for social With this orchestration, Amazon leverages the expectations of a wide demand [2]. range of stakeholders by satisfying a shift in people’s preferences, from * Corresponding author. Faculty of Information Technology, University of Jyvaskyl¨ a,¨ Finland. E-mail address: [email protected] (C. Watanabe). https://doi.org/10.1016/j.techsoc.2021.101596 Received 4 January 2021; Received in revised form 10 April 2021; Accepted 10 April 2021 Available online 20 April 2021 0160-791X/© 2021 Elsevier Ltd. All rights reserved. C. Watanabe et al. Technology in Society 65 (2021) 101596 Fig. 1. Soft innovation resources emerged by global ICT leaders, and typical examples in Amazon. economic functionality to supra-functionality, beyond economic value momentum for growth. encompassing socio-cultural, aspirational, tribal, and emotional values Prompted by Amazon’s recent challenge in developing advanced [1,7,8]. digital fashions (ADFs) successively with aggressive AI-oriented R&D, an In this way, Amazon has constructed a virtuous cycle among R&D- empirical co-evolutional analysis of the development trajectories of driven growth, the satisfaction of the shift in people’s preferences to Amazon’s recent seven ADFs and the fashion industry, with special supra-functionality beyond economic value, the advancement of ICT, attention to the role of AI advancement, was conducted in this paper. activation of SIRs, gross R&D (consisting of R&D investment and Here, ADF can be defined as a new fast fashion business that leverages assimilated SIRs) increase, and well-balanced growth. Consequently, digital innovation assets and the learning effects of preceding Amazon takes the initiative of stakeholder capitalism in which stake­ development. holders bet on its prospecting future through its aggressive R&D [9]. The It was demonstrated that Amazon has succeeded in securing a timely orchestration of techno-financingsystems enables firmsto secure a huge digital solution by developing seven ADFs successively. Advancement of amount of risky investments by inducing an R&D bet from a broad range AI and Amazon’s enthusiastic efforts to be an AI giant [28] enabled this of stakeholders, which has paved a way to stakeholder capitalization success. Amazon’s business culture as an R&D-based customer -centric [9]. company and its subsequent R&D strategy inevitably utilized AI in a Fashion reflectsthe change in aesthetic, economic, political, cultural, unique way, as inducing multiple hierarchy-level functions for and social life [10]. These changes, in turn, change fashion, and apparel approaching human behavior and thoughts by learning from preceding boosts this change [11]. Thus, in response to the above shift in people’s innovations. Such institutional systems have enabled Amazon to enjoy preferences, the fashion industry has been gaining momentum world­ the effects of learning orchestration externalities through the course of wide [12]. its successive development of seven ADFs. However, the contemporary fashion industry is in the midst of global While Amazon has developed its notable business model depending dynamic change in the digital economy [13,14], urging its volatility, on institutional systems by shifting its driving force from network ex­ velocity, variety, complexity and dynamism [15,16], which necessitate ternality to big data externality, this analysis demonstrated that learning the digital solution. These features have urged Amazon to expect fashion orchestration externality takes a lead in the current digital economy. as prospecting SIRs [17]. This inevitably leads to broad stakeholders’ involvement betting on its Given a timely digital solution, the fashion industry could reinforce challenge, expecting the future prospects of Amazon and ADFs. Non- the above R&D-driven virtuous cycle [18] which, in turn, advances the contact society after COVID-19 accelerates this trend toward on- digital solution leading to co-evolution between them. Thus, broad demand apparel manufacturing. stakeholders’ involvement betting on a higher R&D with the expectation An insightful suggestion toward stakeholder capitalism is thus of the future prospects of the industry as well as the company can be provided. expected [9]. Organization of this paper is as follows: Section 2 provides an To date, while many studies have analyzed the identical features of overview of Amazon’s endeavor in advanced fashion. Learning orches­ fashion and the fashion industry (e.g., Refs. [19–23], and also Amazon’s tration externality emerging in advanced fashion is examined in Section R&D system from the viewpoints of technology operation strategy as 3. Section 4 analyzes Amazon’s endeavor toward stakeholder capitali­ well as financialmanagement systems (e.g., Refs. [5,6,9,24–26], no one zation. Section 5 summarizes the noteworthy findings, policy sugges­ has analyzed their co-evolutionary advancement leading to further tions, and future research. advancement of the digital solution of the fashion industry and Ama­ zon’s R&D-driven customer-centric virtuous cycle toward stakeholder capitalism. Dumaine [27] has recently provided a suggestive postulate that the company’s strength lies in the “Artificial intelligence (AI) Flywheel” mechanism, which uses vast amounts of data and AI to gain 2 C. Watanabe et al. Technology in Society 65 (2021) 101596 Fig. 2. Comparison of Growth Rate of GDP, Apparel and Fast-fashion in the World. (2011–2015) - % p.a.. Sources: Singh [29] based on Market Line and Euro monitor International, and Statista [30]. Fig. 3. Co-evolution between SIRs-induced innovation and advanced digital fashion development in Amazon. 2. Amazon’s endeavor to be a digital fashion leader 2.2. Challenge to
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