Competences for Digital Transformation: Insights from the Norwegian Energy Sector

Abstract

Numerous established firms are undergoing digital transformations. To manage a digital transformation (DT), companies should develop DT capabilities. One important prerequisite for DT capabilities is DT competence -a bundle of employee skills, knowledge, and expertise necessary for a successful DT. However, research on which competences are essential for a DT is limited, as is research on how established firms can obtain these competences. Based on a longitudinal case study, this paper provides insight into which competences were identified as important for the DT at an established firm in the Norwegian energy sector, and how these competences were obtained. The paper also presents a conceptual model, to better understand and study the concept of DT competence as a prerequisite for DT capabilities.

Combining Individual and Organizational Capabilities: An Integrated Maturity Model for Ambidexterity

“…Under digitalization, we understand the many sociotechnical phenomena and processes of adopting and using digital technologies in broader individual, organizational and social contexts [29]. To meet the demands and changes arising from digitalization, new capabilities must be developed at the individual and organizational level [44]. Therefore, a "digital capability" enables the organization to use digital technologies in such a way that they are aligned to business strategy for managing both existing business and new opportunities [46].…”

“…Despite the profound work of Hafkesbrink and Schroll [18], which in our perception is highly applicable and useful, the model leaves out the phenomenon of digitalization and how it implicates and fosters ambidextrous working. For this reason, we have added a digital capability dimension, building upon prior work addressing digital capabilities [44,49]. Table 1 gives a brief definition of every capability dimension.…”

“…By establishing a transactive memory system, the collective encoding, storing, and retrieving of knowledge, the organization can more effectively combine and complement individuals' capabilities and assign them to the right tasks and projects [59]. Complementing the individual's digital capabilities, the organization also requires digital capabilities to foster ambidextrous thinking and working by providing suitable digital solutions, the needed access to digital technologies [2,16,44], or the ability to align business and IT. Table 2 lists all organizational capability dimensions and their definitions.…”

The Digital Transformation of the Retail Electricity Market in Spain

“…As detailed in Section 2, companies in the electricity retail market have been forced to adapt and modify their service offer and delivery as a result of the deregulation of the market. On the one hand, by incorporating new ways to generate and consume energy-e.g., self-generation or self-consumption-; on the other hand, by automating and integrating communication services and channels to interact with customers, as well as providing additional functionalities and services related to the monitoring, billing and managing of energy consumption [28,29]. More particularly, and regarding the digitalization of commercialization activities and improvement of customer experience, companies feel the need to provide digital means to manage service contracting, payments and online billing [30].…”

Introduction to the Minitrack on Making Digital Transformation Real

“…The author defines DT competence as "a firm's bundle of its collective competences (skills, knowledge, expertise, experience, and other employee attributes) that are essential for a DT". Based on a longitudinal case study of the Norwegian Energy sector, Osmundsen conceptualizes developed and acquired skills on employee level, which lead to competences and DT capabilities on company level [6].…”