The last two decades of the previous century and the first two decades of the current century enabled CRM to become ubiquitous in both global companies and small businesses. This process continues ...and changes. With the present development, I aim to identify and illuminate this transformation, which I identify as the transition from CRM to e-CRM. Therefore, at the beginning, I characterize the key concepts for the development, then I discuss the similarities and differences between digitization, digitization and digital transformation. We continue with an analysis of digital transformation and its main principles and processes. Here, in parallel with many other transformations in the corporation/organization, I emphasize the need for it to become an "agile organization" and to adapt its specific digital culture. In this regard, I compare the features and identify the similarities and differences between CRM to e-CRM. To illuminate all this, case studies of companies - leaders in digital transformation and e-CRM are used. Finally, I conclude with a conclusion in which I focus on the need to run the digital transformation process in parallel with the digital adaptation process of the company/organization.
•Digital transformation has increased the labor share.•Easing enterprise’ financial limitations is an essential channel of the effect.•The effect is greater in state-owned enterprises and ...labor-intensive enterprises.•The effect is greater in enterprises with high bargaining power.•The effect is greater in enterprises in highly developed digital financial areas.
A decline in labor share increases income inequality and hinders economic growth. Enterprises are accelerating digital transformation (DT), however, how this affects labor share remains to be determined. We employ the text mining method to obtain panel data on China’s listed companies from 2010 to 2020, and the fixed effects model to investigate the impact of DT on labor share. The empirical results show that DT increases the labor share by easing financial limitations. This conclusion remains valid in a series of robustness tests, such as replacing the calculation methods of core explanatory and predicted variables, and adjusting the time horizon. In addition, the digitalization of state-owned enterprises, labor-intensive enterprises, enterprises with high bargaining power, and enterprises in highly developed digital financial areas, plays a more prominent role in promoting labor share. This study provides new empirical evidence on the income distribution effects of DT.
•This study investigates the literary corpus on the on digital innovation in KMS.•This paper discusses on digital innovation for business models and performance.•This study evidences a SLR using ...Bibliometric.•This study is based on a database containing publications from year 1999 to 2020.•Innovation and sustainability in KMS are highlighted in the value creation perspective.
This article investigates the literary corpus on digital innovation in knowledge management systems (KMS) to understand its role in business governance.
The study introduces a broad survey of the scientific literature on this topic to understand how digital innovation promotes new business models through the optimization of new knowledge.
We carried out a bibliometric analysis on a database, including 46 articles published in the last three decades (1990–2020). All the articles were written in English.
The results show that research published on the topic reveals interesting implications for business models and business performance. These findings especially highlight the links between innovation and sustainability, revealing that digital transformation tools contribute over the long-term to the value creation process. This research contributes to the existing literature analyzing the KMS topic by considering it from the digital innovation processes perspective, pointing out the need to implement new knowledge creation and to share measures which support global and inclusive growth.
Digital Transformation is upending businesses everywhere. While there is ample research on this topic, there is a clear gap when it comes to understanding the changing talent management role of ...senior executives in digital transformation processes and the demands of individual employees. This article relies on 23 in-depth interviews with senior managers who are leading all or some of the digital transformation efforts of their respective organizations. Our research, using a grounded theory approach, identifies four key activities (and 37 sub-activities or themes) stemming from the new managerial needs and talent management practices arising from DT processes. We branded these key activities “Drive business change”, “Master fluid & loose organizational structures”, “Master Talent Complexity”, and “Prioritize learning”. This paper aims to provide an overview into the thinking and managerial practices of senior executives in a digital transformation context and complements the limited number of studies that examine the intersection between managerial actions and digital transformation. It also provides a conceptual framework that captures the key managerial demands arising from digital transformation processes and identifies key actions made by senior executives as part of these processes, which can be leveraged by both scholars and practitioners alike.
•This study examines how digital transformation influences corporate risk-taking in China.•Digital transformation promotes corporate risk-taking by improving firms’ operating flexibility and ...financing availability.•The impact of digital transformation is more pronounced for non-state-owned firms and the firms operating in developed regions.
This paper investigates how the digital transformation of firms affects their risk-taking in China. By using a panel of Chinese listed companies from 2007 to 2020, we find that digital transformation has a significant positive effect on corporate risk-taking. Furthermore, we show that digital transformation promotes corporate risk-taking by improving firms’ operating flexibility and financing availability. Besides, the effect is more pronounced for non-state-owned firms and the firms operating in developed regions. Our findings provide insights on how digital transformation shapes corporate policies and supplement the existing literature in the determinants of corporate risk-taking.
The purpose of the article is to study the key drivers of digital business transformation in modern conditions that have formed in the national economy, identify and typologize drivers in the ...formation of a digital business transformation strategy, and establish the degree of interest and activity of stakeholders in the formation and use of drivers of digital business transformation. In the context of the development of the digital economy, the issue of digital business transformation is becoming the most urgent. Drivers of digital transformation are an important but not so well studied topic that requires special attention. The article describes the goals of digital business transformation and on this basis identifies a list of drivers of digital business transformation as driving forces that contribute to, and often force, the company to implement digital transformation. The identification of the most important and defining drivers of digital business transformation is made on the basis of a study of the corpus of sources in the national electronic resource eLibrary. The authors identified the key stakeholders in the digital business transformation processes based on the Rhombus model of M Porter defining competitive advantages of the national economy. This model characterizes stakeholders at the macro, meso, and micro levels. For the selected stakeholders, a matrix is constructed that reflects the degree of their interest and activity in the formation and use of drivers of digital business transformation. The article formulates proposals for creating conditions for digital business transformation based on the obtained matrix. The authors identified the limitations of the research and the directions and ways of further work.
Digital technologies are radically changing how established organizations design novel services. Digital transformation (DT) strategies are executed to manage the transition from product-centric to ...service-centric business models based on digital technologies. However, little is known about what configurations of DT strategies lead to successful digital service innovation (DSI) in established organizations. We employ fuzzy-set Qualitative Comparative Analysis on a set of 17 case studies of DT strategies from established organizations with different industry backgrounds. We identify several distinct configurations of DT strategies that lead to successful and unsuccessful DSI. Based on these configurations, we deduce that the threat of digital disruption negatively impacts an organization's innovation activities. Furthermore, we find that strategic partnerships can be leveraged by organizations that face an imminent threat of digital disruption while organizations with competitive advantages may rely on "do-it-yourself" approaches. Lastly, we find that the involvement of a C-level executive is a necessary requirement for successful DSI. Our results contribute to theory by integrating research on DSI and DT, providing a perspective on DSI failure, and employing a configurational research approach that allows us to highlight interdependencies between factors as well as insights into the individual factors. Furthermore, we provide actionable recommendations for executives.
Manufacturers increasingly look to digitalization to drive service growth. However, success is far from guaranteed, and many firms focus too much on technology. Adopting a discovery-oriented, ...theories-in-use approach, this study examines the strategic organizational shifts that underpin digital servitization. Notwithstanding strong managerial and academic interest, this link between digitalization and servitization is still under-investigated. Depth interviews with senior executives and managers from a global market leader revealed that to achieve digital service-led growth, a firm and its network need to make three interconnected shifts: (1) from planning to discovery, (2) from scarcity to abundance, and (3) from hierarchy to partnership. Organizational identity, dematerialization, and collaboration play a key role in this transformation. For managers, the study identifies a comprehensive set of strategic change initiatives needed to ensure successful digital servitization.
•Three strategic organizational shifts are needed for digital servitization success.•The key role of organizational identity, dematerialization, and collaboration•Digital servitization requires changes within both the firm and its entire network.•New business models centered around big data are driving competitive advantage.•Agile mindset and ways of working are imperative for digital servitization.
Industrial firms are under severe pressure to undertake digital transformation and leverage the Industrial Internet of Things (IIoT) and emerging technologies for the integration of industrial ...machines to share information on a real-time or near real-time basis. Though in recent years researchers have focused their attention on digital transformation, there is limited scholarly guidance for developing capabilities for such transformation. Drawing on dynamic capability theory and exploratory qualitative interviews with senior ‘elite’ executives from five of the world's largest multinational firms, the study outlines a new conceptual framework for digital transformative capability development. The integrative framework demonstrates how the three core capabilities of digital sensing, digital seizing, and digital reconfiguring manifest through associated capabilities of Strategic Sensing, Rapid Prototyping, Organization Structure, Business Model Transformation, and Cultural/Mindset Transformation. Internal and external contingencies are proposed as moderators of the relationship between IIoT and emerging technologies, and digital transformative capability development. Collectively, the article makes the case for Digital Transformation Capability and sheds new light on the digital transformation process. Implications for theory and practice are highlighted, and limitations are discussed.
•Outlines a new integrative framework for digital transformation.•Presents a set of core and associated capabilities for digital transformation.•Establishes the role of emerging technologies' and contingencies for DTC development.•Draws on data from ‘elite’ executives from world-leading industrial organizations.•Serves as a planning tool for industrial managers engaged in digital transformation.
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