Abstract
Digital innovation is affecting many organizations. For incumbent firms, one approach to embed digital innovation activities into the existing organization is the implementation of digital innovation units (DIU) that act alongside the core business. This approach is known also in organizational ambidexterity (OA) literature as structural ambidexterity. While DIUs have been differentiated by different types, characteristics or designs, insights regarding their interactions with the core organization are rare. Thus, we ask, which interaction effects emerge during digital innovation activities in a DIU between actors on multiple levels. To approach our question, we conduct a single-case study in a DIU of the paper processing industry, base our research on the theoretical framework of digital innovation and use the theoretical lenses of OA. Our preliminary findings show interaction effects emerging during digital innovation activities between actors on multiple levels and their specific OA-configurations and antecedents that can lead to synergies or tensions.