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.
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.
•Digital transformation changes the consumer value creation and co-creation process.•Digital technologies support the competitiveness of family SMEs of Made in Italy.•Digital transformation utilizes ...dynamic capabilities to create value for consumers.•Sensing and learning capabilities are the pillars for digital transformation.
This study examines the impact of digital transformation on customer value creation in the context of small and medium-sized firms (SMEs) operating in the Made in Italy sectors, with the aim of understanding how dynamic capabilities, as enabling mechanisms, may foster digital transformation. We use multi-case study research on the digital transformation of six Made in Italy SMEs, belonging to the food, fashion, and furniture design industries. The results show that, for the selected SMEs, digital instruments contribute to innovation of their business model, creating new distribution channels and new ways to create and deliver value to customer segments. The results highlight the relevance of sensing and learning capabilities as triggers of digital transformation. In addition to the theoretical contribution to the existing literature on digital transformation and organizational capability, this study provides some managerial implications for digital transformation in SMEs operating in the Made in Italy sectors.
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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