Digital transformation has recently become a way to attain competitive advantages and company differentiation. However, what the implications are of the digitalization of processes for the innovative ...capability and performance of companies is still unclear. This study seeks to contribute to a better understanding of digital transformation by analyzing the factors that lead companies to adopt new digital processes and their consequences in terms of innovation and performance. Using a sample of 938 companies and multivariate statistical analysis, this study shows that entrepreneurs' and managers' profiles and these leaders' adoption of new digital processes contribute to these companies' greater competitiveness.
•We identify the factors that lead companies to adopt new digital processes.•Digital transformation boosts company innovation and performance.•The adoption of new digital processes contributes to greater competitiveness.•A better understanding of the digitalization mechanisms is provided.
•Provides a systematic literature review of digital transformation at the individual, firm, and macro levels and its impact on firms’ internationalization.•Digital transformation has the potential to ...facilitate internationalization.•Several advantages and disadvantages related to digitalization at the individual, firm, and macro levels exist.•Challenges and limitations in theories on digitalization and internationalization of firms are identified.•Areas for future research on digital transformation and firm internationalization are proposed.
Digital transformation has a significant impact on firm internationalization. This paper aims to provide a systematic literature review to analyze two decades of literature on key issues related to digital transformation at the individual, firm, and macro (international) levels and its impact on firms’ internationalization process. We show the impact of human (soft side) and non-human components (i.e., knowledge, leadership, digital servitization, technological) of digital transformation that can either allow or threaten it and their impact on firms’ internationalization. In addition, our findings show that digital transformation can positively and negatively impact firm internationalization at the individual, firm, and macro levels. Moreover, we review the existing theories related to digital transformation and internationalization and identify the current gaps in these theories. Finally, we provide directions for future research to address these gaps.
The digital transformation is starting to enter the world of education triggered by the pandemic. A fundamental characteristic that determines the success of the digital transformation is the ...response to the changes. Other characteristics are processes, technology and management in schools. Digital transformation measurement instruments are created by following the standard steps of instrument design. Validity and reliability tests were carried out to prove that the created instruments are feasible to use.
Setting up a Digital Transformation (DT) strategy is often done ad-hoc without guidance. Supporting frameworks can help. This paper aims to build and validate a conceptual model made of a generic set ...of most prominent DT strategic objectives. This representation is built out of a systematic literature review and refined/validated through expert opinions. Organisations can use it as reference to build their custom DT strategic objective set. An instantiation is shown on a Belgian hospital. The representation can be integrated into an existing IT development process for evaluating the alignment of new software with respect to the organisation's DT strategic objectives.
Digital Transformation Planning and Frameworks Sepideh Ciruskabiri; Ahmadreza Varnaseri
International Journal of Digital Content Management,
07/2023, Letnik:
4, Številka:
7
Journal Article
Recenzirano
Odprti dostop
Purpose: The Purpose of this paper is to explain the nature and process of digital transformation.Methodology: Its methodology is based on a structured literature review (SLR) and searching ...scientific sites and specialized resources. One roadmap model, six maturity assessment models, three digital business model transformation approaches and eight digital transformation frameworks are explained interpretively.Findings: Digital transformation is a strategy and an operating model change, in which technological advancements are leveraged to improve human experiences and operating efficiencies and to evolve the products and services to which customers will remain loyal. A review of research in this field shows that the nature of digital transformation depends on knowledge and knowledge is formed as a valuable asset in people's minds. Therefore, the role of human resources in creating and achieving the transformation is important and fundamental. Findings show that no digital transformation is only technological, it is organizational and requires its own planning, resources and rules. It is clear that we need a model in this kind of transformation journey. Staff capital and its empowerment by knowledge and fundamental requirements are important for success in the digital transformation program. Transformation in culture, in structure, in processes and methods, along with the benefits of the frontier technologies, will lead to a dramatic transformation in the field of business. The environment of organizations is changing faster and has become more volatile, uncertain and complex than in the past. Rapid changes in competition, demand, technology and regulations make it more important than ever for organizations to be able to respond and adapt to their environment. In this context, the pressure on firms to align their business strategy with the technological changes in the environment has significantly increased with the emergence and growing importance of new digital technologies, such as Social Media, Cloud Computing, Big Data and Analytics, Embedded Devices, 3D-Printing, the Internet of Things and Artificial Intelligence. They are profoundly transforming the strategic context of organizations: changing the structure of competition, the behavior and expectations of customers, the way business is conducted, the way products are manufactured and services are delivered, the way of working and, ultimately, entire industries. The growth of technology, in addition to transforming organizational boundaries, has also improved knowledge sharing. As the results indicate, the digital age refers to a time in history when the use of digital technology was generalized throughout the world. We are on the verge of a technological revolution that will fundamentally change the way we live, work and communicate with each other. In terms of scale, scope, and complexity, this transformation will be different from what mankind has already experienced.Conclusion: Digital transformation has affected the work processes of individuals in organizational environments. New methods in combining digital innovations and intensifying inter-organizational collaboration are among the key features of success. Because the goal of digital transformation is a business transformation, it requires different organizational elements, which are explained in the frameworks, to work together like a piece of music in a concert with different instruments played harmoniously and simultaneously
The Covid-19 pandemic has disrupted business schools worldwide mainly through the shift to emergency remote teaching. I provide a rudimentary framework to understand this transformation through ...recognizing the changes in the university, the business world and the student. This disruption is going to lead to a decade-long technology-led remaking of business education. Finally, I share a triphasic model that maps the evolution of online learning in business schools.
•Digital transformation is essential if enterprises are to obtain a competitive advantage in the digital economy.•Successful transformation depends on interactions between environmental uncertainty ...and resource orchestration.•Diverse antecedent configurations can enable high and not-high levels of digital maturity.•Technical uncertainty has a significant effect on high levels of digital maturity.
Digital transformation is essential if enterprises are to obtain a competitive advantage in the digital economy. However, successful transformation is a problem for both academia and industry. The literature mainly focuses on the net effects of single factors. Instead, we develop a configurational framework and propose that digital transformation does not depend on a single condition, but on interactions between environmental uncertainty and resource orchestration. Based on a fuzzy-set qualitative comparative analysis of Chinese enterprises undergoing digital transformation, we identify and explore five conditions that influence digital transformation. We show that both high and not-high levels of digital maturity can be achieved through different configurations of antecedents. There also exists a significant effect of technical uncertainty as well as synergy between environmental uncertainty and resource orchestration, which can jointly promote digital transformation. These findings enrich the literature on digital transformation and provide implications for the transformation of enterprises.
•Validates the need for a process capability maturity model for the digital transformation/smart manufacturing domain.•Develops a Digital Transformation Capability Maturity Model (DX-CMM) based on a ...well-accepted SPICE-ISO/IEC 330xx standard.•Applies DX-CMM to check its’ usability and applicability by the utilization of a qualitative multiple case study approach in two companies with different sectors, sizes, countries, and DX adoption.
The utilization of on-premise technologies in the business environment is ushering in a new era known as digital transformation (DX). Although organizations are aware of the potential advantages of DX, they have faced problems creating a clear path to reshape their existing processes in line with on-premise technologies. Therefore, they need guidance from a holistic viewpoint. Maturity models (MMs) are developed to guide organizations by providing an extensive roadmap for improvement. The digital transformation capability maturity model (DX-CMM) is developed to assist organizations by providing current DX capability/maturity determination, derivation of a gap analysis, and the creation of a comprehensive roadmap for improvement in a comprehensive, structured, objective, complete, and standardized way. The aim of this study is to check the usability and applicability of the DX-CMM by performing a multiple case study, including assessments of the DX maturity level and derivation of a roadmap for DX maturity improvement to move one level further in two organizations in the chemical and machine manufacturing domains. The case study results show that the DX-CMM is applicable for identifying the DX maturity level, and it is capable of providing a roadmap for DX maturity improvement for moving one DX maturity level further, as well as benchmarking organizations evaluated using the same approach.
As digital technologies disrupt one sector after another, many companies are actively embracing digital transformation. However, the relationship between digital transformation and sustainable ...performance remains unclear. To fill this gap, based on an integrated perspective of dynamic capability and organizational inertia, this study examines the curvilinear relationships between digital transformation and economic and environmental dimensions of sustainable performance. Survey data from 223 Chinese companies articulate that although digital transformation fosters economic performance at an accelerating rate, it depicts an inverse U-shaped relationship with environmental performance. More interestingly, the accelerating rate of digital transformation on economic performance is quicker under low market turbulence. In contrast, when market turbulence is high, higher digital transformation is associated with worse environmental performance. This study contributes to the literature by providing new theoretical explanations for the inconsistent relationship between digital transformation and sustainable performance. This study also assists companies in re-evaluating their digital strategies.
•Investigate from an integrated perspective of dynamic capability and organizational inertia.•Survey data from 223 Chinese companies.•Digital transformation fosters economic performance at an accelerating rate.•Digital transformation depicts an inverse U-shaped relationship with environmental performance.•Market turbulence is an important moderator.
The goal of this paper is to present contemporary developments in the field of digital maturity models. By conducting a systematic literature review finally 24 relevant studies including 22 different ...models were identified and various characteristics of different digital maturity models were extracted. Focus was placed on the dimensions used to measure digital maturity in different model approaches. Special light was shed on organizational culture and to what extent it is represented in the models. Among other things, the findings indicate, that dimensions applied in various models can be very different and that just a few models incorporate transformational in addition to digital capabilities. In particular, organizational culture as a dedicated dimension of digital maturity is represented already in a few models, which indicates the growing importance of culture as an enabler of digital transformation efforts. Beside a comprehensive overview of the most widely used dimensions measuring digital maturity, a synthesis of the most frequently addressed cultural attributes is presented in this paper as well. This review finally reveals that most of the existing models give an incomplete picture of digital maturity, that cultural attributes reflecting a digital culture are not integrated systematically, and that digital maturity models specific to the domain of services are clearly under-represented. It also clearly demonstrates that research about digital transformation maturity as a holistic concept is scarce and needs more attention by research in the future.
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