Clarifying the Notion of Digital Transformation in IS Literature: A Comparison of Organizational Change Philosophies

Riasanow, Tobias; Setzke, David Soto; Hoberg, Patrick; Krcmar, Helmut

doi:10.2139/ssrn.3072318

Cited by 18 publications

(14 citation statements)

References 114 publications

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“…Fourthly, this framework advances the discussion in the IS research about the disparities between digitization, digitalization, IT-enabled transformation, and DT (Mertens & Wiener, 2018). These terms are often used almost interchangeably even though they describe different phenomena (Kane, 2017;Warner & Wäger, 2019). Our proposed framework can provide a structured approach in clarifying these terms as shown in Fig.…”

Section: Network Effectsmentioning

confidence: 89%

“…Many others are abstract and iterative; they do not specify the technologies or changes themselves but refer to the continuous change process and implementation of the current novel technologies. Although iterative frameworks are a good fit since it is generally agreed that DT is a continuous process (Gerbert, Gauger, & Steinhäuser, 2015;Parviainen et al, 2017;Warner & Wäger, 2019), a more detailed formalization of the technologies and changes can be beneficial to better understand what is happening. On the other hand, digital technologies change so fast that it is hard to pinpoint DT on specific technologies (Riasanow, Setzke, & Böhm, 2019).…”

Section: The Need For a Novel Frameworkmentioning

confidence: 99%

“…Last, more effort is needed to consolidate the many concepts and terminologies that have been linked to DT. Despite the numerous frameworks that seek clarification, many 'synonymous' terms of DT, such as digitalization and ITenabled transformation, can be found in the literature without a clear agreement on their exact meaning, scope, and relationship (Kane et al, 2017a and b;Riasanow et al, 2019). Besides, DT itself has numerous and diverse definitions.…”

Section: The Need For a Novel Frameworkmentioning

confidence: 99%

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Digital transformation as an interaction-driven perspective between business, society, and technology

2021

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Digital transformation, a term introduced to talk about the various changes in business and society due to the increased usage of digital technologies, has recently gained much attention both in research and in practice. However, an analysis of 41 digital transformation frameworks following a developmental literature review shows that several areas can be expanded upon. We propose a novel framework that deals with the underrepresented areas by consolidating the various concepts found in the literature, explicitly including the role of society, highlighting the evolution over time, and including the drivers of digital transformation that we classified into 23 ‘digital transformation interactions’ across six categories. This novel perspective contributes to our macro-understanding of digital transformation and can be used as a lens for further research to generate fresh insights into unanswered research avenues. Ultimately, this paper can be the first step towards a unified understanding of digital transformation.

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Section: Network Effectsmentioning

confidence: 89%

Section: The Need For a Novel Frameworkmentioning

confidence: 99%

Section: The Need For a Novel Frameworkmentioning

confidence: 99%

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Digital transformation as an interaction-driven perspective between business, society, and technology

2021

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“…Third‐order changes are changes in the organizational schemata itself (Bartunek and Moch 1994). When the potential deep capabilities of digital platforms are realized in practice beyond the current structural constraints, third‐order changes allow the development of new schemata of work and tasks (Riasanow et al 2018). With capabilities provided by advanced digital technology, the organizational schemata can be modified rather freely on the fly as events occur and requirements change.…”

Section: The Changing Nature Of Work Of Public Managersmentioning

confidence: 99%

Platform Government in the Era of Smart Technology

Kim¹,

Andersen

Lee

2021

Public Administration Review

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Whereas the concept of platform government emerged a decade ago and virtual states are predicted beginning early 2000s, supporting technologies and infrastructures are now being installed and implemented with highly integrative technologies such as cloud computing, big data analytics, mobile computing, social media, Internet of Things, and artificial intelligence. This realization of platform governments leads us to rethink what have been predicted decades ago. Time has come for us to really open up real opportunities by facing realistic challenges for public management. The pressure for government innovations, such as algorithmic bureaucracy and collaborative value creation, is increasing. Attentions need to be paid with respect to how the managerial role and activities are being transformed, how the nature of work in government is fundamentally changed, and how the decision‐making processes are re‐institutionalized. Further research issues are discussed at the end of this Viewpoint. Evidence for Practice Platform governments predicted earlier are now being realized by highly integrative technologies such as cloud computing, big data analytics, social media, mobile computing, Internet of Things, and artificial intelligence. Platform government demands new approaches to public management, changes the nature of work of public managers, and reshapes the decision‐making processes. Algorithmic bureaucracy provisioned by these new platformization will enable more anticipatory decision‐making, require stronger leadership commitment on digitalization and innovation, and provide higher agility in public management. Collaborative value creation can and will be expedited by the technological capabilities provided but also with a lot of social experimentation on these platforms. The nature of work of public managers will be changing continuously in serious orders on these platform governments.

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“…the managed adaptation, focusing on changes in ways of working, roles, and business offering caused by the adoption of digital technologies in an organization or in the operation environment of the organization in order to assure sustainable value creation (Gimpel & Röglinger, 2015). Riasanow et al (2018), p. 13, define digital transformation "as probabilistic organizational change philosophy where digital technologies are used to fundamentally transform an organization's business model and value network". It is about managing internal efficiency, external opportunities, and addi- (Parviainen, Tihinen, Kääriäinen, & Teppola, 2017).…”

Section: Digital Transformation As a Key Management Challengementioning

confidence: 99%

Digital Transformation in Small and Medium-Sized Enterprises

Trenkle¹

2020

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Das Buch bringt die digitale Transformation in KMU auf den Punkt. Sie unterstützt Wissenschaftler, Unternehmer und politische Entscheider gleichermaßen, indem sie eine strukturierte, logische Diskussion ermöglicht. Das Buch besteht aus drei Teilen. Teil I entwickelt einen Rahmen für eine Strategie in der digitalen Transformation entlang der vier Kategorien Technologienutzung, Veränderungen in der Wertschöpfung, organisatorische Aspekte und finanzielle Aspekte. Teil II identifiziert Komponenten eines digitalen Transformationskontrollsystems, das kulturelle, planerische, administrative und auf Leistungsindikatoren basierende Kontrollen umfasst. In Teil III werden 11 generische Typen von Innovationsnetzwerken herausgearbeitet.

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Clarifying the Notion of Digital Transformation in IS Literature: A Comparison of Organizational Change Philosophies

Cited by 18 publications

References 114 publications

Digital transformation as an interaction-driven perspective between business, society, and technology

Digital transformation as an interaction-driven perspective between business, society, and technology

Platform Government in the Era of Smart Technology

Digital Transformation in Small and Medium-Sized Enterprises

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