Conceptualizing Digital Transformation in Business Organizations: A Systematic Review of Literature

Morakanyane, Resego; Grace, Audrey; O’Reilly, Philip

doi:10.18690/978-961-286-043-1.30

Cited by 294 publications

(239 citation statements)

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“…Researchers do not even agree on a common definition of the term "digital transformation" (cf. Morakanyane et al 2017) and it is often used interchangeably with terms like "digitization" and "digitalization". This complexity leads to uncertainty regarding the topic, especially in practice, such that many firms struggle with the development, diffusion, and implementation of new technologies regarding digital transformation (Brynjolfsson and McAfee 2014), and consequently, great opportunities remain wasted (Hirsch-Kreinsen 2015).…”

Section: Introductionmentioning

confidence: 99%

Research streams on digital transformation from a holistic business perspective: a systematic literature review and citation network analysis

et al. 2019

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Digital transformation (DT) has become a buzzword, triggering different disciplines in research and influencing practice, which leads to independent research streams. Scholars investigate the antecedents, contingencies, and consequences of these disruptive technologies by examining the use of single technologies or of digitization, in general. Approaches are often very specialized and restricted to their domains. Thus, the immense breadth of technologies and their possible applications conditions a fragmentation of research, impeding a holistic view. With this systematic literature review, we aim to fill this gap in providing an overview of the different disciplines of DT research from a holistic business perspective. We identified the major research streams and clustered them with co-citation network analysis in nine main areas. Our research shows the main fields of interest in digital transformation research, overlaps of the research areas and fields that are still underrepresented. Within the business research areas, we identified three dominant areas in literature: finance, marketing, and innovation management. However, research streams also arise in terms of single branches like manufacturing or tourism. This study highlights these diverse research streams with the aim of deepening the understanding of digital transformation in research. Yet, research on DT still lacks in the areas of accounting, human resource management, and sustainability. The findings were distilled into a framework of the nine main areas for assisting the implications on potential research gaps on DT from a business perspective.

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Section: Introductionmentioning

confidence: 99%

Research streams on digital transformation from a holistic business perspective: a systematic literature review and citation network analysis

et al. 2019

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“…There is ongoing research seeking to contribute towards digital transformation body of knowledge. Major works include literature reviews aiming at: conceptualizing the phenomenon [4,5,35,36,48]; understanding DX strategies [11,20,21,46,49,50,51,53]; leadership [27,33,54,55,56] as well as the future of DX [38,44,57,58]. There is also a growing interest of how DX has revolutionized different industries [20,37,59,60,61,62,63].…”

Section: Literature Reviewmentioning

confidence: 99%

“…Digital transformation (DX) is an evolutionary process that leverages digital technologies and capabilities to enable business models, operational processes and customer experiences to create value [5]. In this process, rapid development and adoption of emerging digital technologies commonly known as SMAC change the business competition landscape by invading organizations and redrawing operating rules [38,39] as well as inventing new customer relationships, operations and business models [40,41,42].…”

Section: Introductionmentioning

confidence: 99%

Determining Digital Transformation Success Factors

Morakanyane¹,

O’Reilly

McAvoy

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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To understand what organizations do which brings about successful digital transformation (DX), a review of representative literature was performed. From a total of 89 articles, 16 single-case articles which sufficiently documented end-to-end DX success stories of 10 exemplar organizations were selected. Within case content analysis and asking the questions analytical procedure were employed to code each exemplar case, where a total of 174 attributes were found. Making the comparisons procedure was employed to build thematic higher-level categories by grouping similar attributes. Cross case content analysis was employed to determine presence strength of attributes in the category groupings. A list of 7 success factors and 23 subfactors emerged from the thematic groupings. These success factors constitute the initial steps towards building a DX framework which organizations seeking to embark on successful digital transformation journeys can adopt.

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“…Digital transformation is similar to the IT Impact Map's depiction of defensive and offensive IT impact. Digital transformation is evolutionary and leverages digital capabilities with emerging IT to create value by enabled business models, operational processes, and/or customer experiences [24]. Re-phrased, the changes new IT make via digital transformation impact the organization and result in changed business models, changed products or services, changed organizational structures, and/or the automation of business processes [13].…”

Section: Digital Transformationmentioning

confidence: 99%

“…Re-phrased, the changes new IT make via digital transformation impact the organization and result in changed business models, changed products or services, changed organizational structures, and/or the automation of business processes [13]. Moreover, the literature concurs that simply implementing or using IT is not enough to achieve digital transformation [4,13,14,17,22,24,33,34]. A key driver of digital transformation is the level of organizational digital maturity (e.g., higher is desired) found in the differences among organizational strategy, culture, and talent development [17].…”

Section: Digital Transformationmentioning

confidence: 99%

Targeting Perioperative Performance Aligned to Hospital Strategy via Digital Transformation

Ryan

Doster

Daily

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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This study examines the digital transformation of a U.S. hospital's perioperative process, which yields targeted performance alignment to strategy. Based on a 184-month longitudinal study of a large 1,157 registered-bed academic medical center, the observed effects are viewed through a lens of information technology (IT) impact on core capabilities and core strategy. The results offer a framework that supports patient-centric improvement and targets alignment of perioperative sub-process efforts to overall hospital strategy. This research identifies existing limitations, potential capabilities, and subsequent contextual understanding to minimize perioperative process complexity, target and measure improvement, and ultimately yield process management and hospital strategy alignment. Dynamic activities of analysis, evaluation, and synthesis applied to specific perioperative patient-centric data, collected within integrated hospital information systems, provide the organizational resource for management and control. Conclusions include theoretical and practical implications as well as study limitations.

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Conceptualizing Digital Transformation in Business Organizations: A Systematic Review of Literature

Cited by 294 publications

References 1 publication

Research streams on digital transformation from a holistic business perspective: a systematic literature review and citation network analysis

Research streams on digital transformation from a holistic business perspective: a systematic literature review and citation network analysis

Determining Digital Transformation Success Factors

Targeting Perioperative Performance Aligned to Hospital Strategy via Digital Transformation

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