Digital technologies have become central to social interaction and accessing goods and services. Development strategies and approaches to governance have increasingly deployed self-labelled ‘smart’ technologies and systems at various spatial scales, often promoted as rectifying social and geographic inequalities and increasing economic and environmental efficiencies. These have also been accompanied with similarly digitalized commercial and non-profit offers, particularly within the sharing economy. Concern has grown, however, over possible inequalities linked to their introduction. In this paper we critically analyse the role of sharing economies’ contribution to more inclusive, socially equitable
and spatially just transitions. Conceptually, this paper brings together literature on sharing economies, smart urbanism
and just transitions. Drawing on an explorative database of sharing initiatives within the cross-border region of Luxembourg and Germany, we discuss aspects of sustainability as they relate to distributive justice through spatial accessibility, intended benefits, and their operationalization. The regional analysis shows the diversity of sharing models, how they are appropriated in different ways and how intent and operationalization matter in terms of potential benefits.
Results emphasize the need for more fine-grained, qualitative research revealing who is, and is not, participating and
benefitting from sharing economies.
Digitalization primarily takes place in and through organizations. Despite this prominent role, however, the importance of organizational structure-building processes in the digital transformation is still underexposed in discourse. The fact that ongoing digitalization is linked to an established phenomenon and its own logic, is regularly not addressed due to the attraction potential of the semantics of the digital revolution. Digital revolution and the reordering of societal relationships, though, manifest themselves primarily in processes of reorganization. Structural automation processes in the ongoing digital transformation are limiting the scope for action, necessitating forms of structural structurelessness in organizations that cultivate opportunities for chance. Since organizations realize their operations as a dual of structure and individual, and the principle of organization is therefore based on the complementarity of structural formality and unpredictable informality. The paper discusses the topicality of the classical form of modern organization in the digital age and reflects on approaches to a contemporary design of spaces of opportunity. The reflexive handling of future openness is the central task of management and leadership in order to enable variation and innovation in organizations.