Background: There is increasing pressure on organizations to undergo digital transformation. The literature provides substantial but unconsolidated knowledge of relevant factors that enable organizations to fully utilize the potential of digital technology transformations. This work revises, expands, and updates a previously published framework of factors that enable digital organizational transformation structured along traditional strategic, tactical, operational, and normative management perspectives. Method: Following a design science approach, this paper developed a framework in two steps. The starting point was an initial iteration of the framework developed from a structured literature review; that version of the framework was evaluated based on the results of qualitative interviews that were conducted with experts. A revised framework was generated to take advantage of a more recent literature review; the input of focus groups and qualitative interviews; and a second full design cycle was executed. The revised framework is presented in this paper. Results: The revised framework structures nine relevant factors along the traditional management perspectives of strategic, tactical, operational, and normative management, and it integrates feedback from the scientific community and experts from practice. Conclusions: The developed framework enables a structured overview of factors relevant for commencing digital transformation initiatives. This clear structure, as well as its close links to traditional operational, tactical, strategic, and normative aspects of management, can support practitioners in preparing their organizations for digital transformation. Recommended Citation Rueckel, David; Mühlburger, Manuel; and Koch, Stefan (2020) "An Updated Framework of Factors Enabling Digital Transformation," Pacific Asia Journal of the Association for Information Systems: Vol. 12: Iss. 4, Article 1. DOI: 10.17705/1pais.12401 Available at: https://aisel.aisnet.org/pajais/vol12/iss4/1 DOI

Purpose Deployment of knowledge management systems (KMSs) suffers from low adoption in organizational reality that is attributed to a lack of perceivable added value for people in actual work situations. Poor task/technology fit in the process of knowledge retrieval appears to be a major factor influencing this issue. Existing research indicates a lack of re-contextualizing stored information provided by KMSs in a particular situation. Existing research in the area of organizational memory information systems (OMISs) has thoroughly examined and widely discussed the topic of re-contextualization. The purpose of this paper, thus, is to examine how KMS design can benefit from OMIS research on approaches for re-contextualization in knowledge retrieval. Design/methodology/approach This paper examines OMIS literature and inductively derives a categorization scheme for KMS according to their strategy of re-contextualizing knowledge. The authors have validated the scheme validated in a multiple case study that examines the differentiatory value of the scheme for approaches with various re-contextualization strategies. Findings The classification scheme allows a step-by-step selection of approaches for re-contextualization of information in KMS design and development derived from OMIS research. The case study has demonstrated the applicability of the developed scheme and shows that the differentiation criteria can be applied unambiguously. Research limitations/implications Because of the chosen case study approach for validation, the validation results may lack generalizability. Practical implications The scheme enables an informed selection of KMSs appropriate for a particular OMIS use case, as the scheme’s attributes serve as design rationale for a certain architecture or constellation of components. Developers can not only select from various approaches when designing re-contextualizaton but also come up with rationales for each candidate because of structured representation. Hence, stakeholders can be supported in a more informed way and design KMSs more effectively along organizational change processes. Originality/value The paper addresses an identified need for systematic characterization of KMS approaches and systems intending to meet the objectives of OMISs. As such, it allows streamlining further research in this field, as approaches can be judged according to their originality and positioned relative to each other.

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Background: There is increasing pressure on organizations to undergo digital transformation. The literature provides substantial but unconsolidated knowledge of relevant factors that enable organizations to fully utilize the potential of digital technology transformations. This work revises, expands, and updates a previously published framework of factors that enable digital organizational transformation structured along traditional strategic, tactical, operational, and normative management perspectives. Method: Following a design science approach, this paper developed a framework in two steps. The starting point was an initial iteration of the framework developed from a structured literature review; that version of the framework was evaluated based on the results of qualitative interviews that were conducted with experts. A revised framework was generated to take advantage of a more recent literature review; the input of focus groups and qualitative interviews; and a second full design cycle was executed. The revised framework is presented in this paper. Results: The revised framework structures nine relevant factors along the traditional management perspectives of strategic, tactical, operational, and normative management, and it integrates feedback from the scientific community and experts from practice. Conclusions: The developed framework enables a structured overview of factors relevant for commencing digital transformation initiatives. This clear structure, as well as its close links to traditional operational, tactical, strategic, and normative aspects of management, can support practitioners in preparing their organizations for digital transformation.

Zusammenfassung Die Umsetzung der Digitalisierung stellt für Organisationen momentan eine der größten Herausforderungen dar und endet oft in digitalem Aktionismus. Daher entwirft dieser Beitrag ein Vorgehensmodell, das aufgrund der durchgehenden Orientierung am Geschäftsmodell und der daraus erfolgenden systematischen Ableitung und Evaluierung von Maßnahmen die zielgerichtete Planung von Digitalisierungsmaßnahmen erlaubt. Der Ansatz wird anhand des Fallbeispiels eines Industrieunternehmens illustriert und in der Umsetzung gezeigt. Schlüsselwörter Digitale Transformation · IT-Planung · Portfoliomanagement · Geschäftsmodell Business Model Driven Planning of Digital Transformation Projects in Business-to-Business-Markets-A Process ModelAbstract Implementing digitization is currently one of the biggest challenges for organizations and often ends in digital actionism. Therefore, this article develops a process model that allows for targeted planning of digitization measures through S. Koch ( ) · M. Mühlburger