Developing a unified definition of digital transformation

Gong, Cheng; Ribière, Vincent

doi:10.1016/j.technovation.2020.102217

Cited by 428 publications

(215 citation statements)

References 41 publications

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“…According to mainstream studies, digital transformation is a dynamic process through which digital technologies enhance firm performance with innovative business [53][54][55]. In general, digital transformation can be defined as a transition from the analogue to the digital age [56,57], leading firms to general improvement by managing change in a successful manner using digital technologies [53,55,58,59].…”

mentioning

confidence: 99%

Digital Transformation and Convergence toward the 2030 Agenda’s Sustainability Development Goals: Evidence from Italian Listed Firms

Camodeca

Almici

2021

Sustainability

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The United Nations 2030 Agenda has emphasized the potential of digital technology to enhance sustainability performance, assuming that digital transformation can enable firms’ convergence toward the Sustainable Development Goals. Despite this, the literature is unclear regarding whether there is a positive relationship between digitalization and sustainability, as the effects of digital transformation are controversial. The main goal of this study was to assess the hypothesis that digital technology contributes to the achievement of Sustainable Development Goals within the UN 2030 Agenda. To test this hypothesis, a textual analysis was performed to assess Italian firms’ digitalization efforts; the obtained results were then related to the selected firms’ ESG scores using a regression analysis. The analysis focused on Italian FTSE MIB listed firms for the period 2016–2019. The findings show a positive relation between digitalization and Sustainable Development Goals, highlighting the relevance of digital technology in implementing the sustainability agenda.

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mentioning

confidence: 99%

Digital Transformation and Convergence toward the 2030 Agenda’s Sustainability Development Goals: Evidence from Italian Listed Firms

Camodeca

Almici

2021

Sustainability

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“…The key effect of digital transformation is value creation in terms of operational effectiveness, successful business model, organizational performance, and competitive advantage (Legner et al, 2017;Branca et al, 2020;Gong et al, 2021). It includes also superior customer experience, better relationships with stakeholders, significant cost reduction, and enhanced strategic differentiation (Götz et al, 2020).…”

Section: Digital Transformationmentioning

confidence: 99%

“…Given the impact of digital transformation on organizational processes and therefore the ability of organizations to adopt more flexible working arrangements for renewal and further development of organizational culture will be a top priority for human resource management (Nivlouei, 2014;Demartini et al, 2018;Gong et al, 2021). Cultural transformation as a consequence of digital transformation is an uncharacteristic challenge for modern HRM practice and requires the integration of HRM strategy with organizational strategy and goals, as well as the development of procedures and standards that support employees operating in changing working conditions and customer requirements (Selmer et al, 2004;Marler et al, 2016;Branca et al, 2020).…”

Section: Hrm Challenges Caused By Digital Transformationmentioning

confidence: 99%

“…Some studies have reported also some critical aspects of the implementation of digital technologies. Digital transformation does not only bring positive effects, having particularly negative impacts on low-skilled works and repetitive tasks (Manuti et al, 2018;Fenech et al, 2019;Gong et al, 2021). Despite all the positive perspectives of digital transformation, human experience cannot be replaced.…”

Section: Hrm Challenges Caused By Digital Transformationmentioning

confidence: 99%

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Digital Transformation: Challenges for Human Resources Management

Barišić¹,

Barišić²,

Miloloža³

2021

entrenova

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The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

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“…One major phenomenon faced by all businesses these days is digital transformation, “a fundamental change process, enabled by the innovative use of digital technologies accompanied by the strategic leverage of key resources and capabilities, aiming to radically improve an entity and redefine its value proposition for its stakeholders” (Gong and Ribiere 2020 , p.12). Although digital transformation has been analyzed in different contexts and many papers offer holistic perspectives on this topic (e.g., Hausberg et al 2019 ; Hanelt et al 2020 ), several questions remain about how digital transformation is performed in specific industries, what leads companies to move from the adoption of simple information technology to digital transformation, and how they are interconnected.…”

Section: Introductionmentioning

confidence: 99%

The digital transformation of management consulting companies: a qualitative comparative analysis of Romanian industry

Crișan

Stanca

2021

Inf Syst E-Bus Manage

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Digital transformation affects all industries. This study targets how management consulting companies address this phenomenon. Based on a survey of 30 Romanian management consulting companies and a qualitative comparative analysis, we model the relationship between management consulting companies’ current context (customers’ industries, internal and external triggers for digital transformation), the current state of digital transformation, and expected digital transformation. By considering managerial expectations importance in future decisions, and contingency theory for explaining the links between context, current state and expected digital transformation, different paths concerning digital transformation are identified at Romanian management consulting companies. For some of them, the combination of internal and external triggers and the existence of previous digital transformation activities led to increases in the recognized importance of digital transformation in future business models and to newer business services (digital strategy). For others, which do not have powerful external triggers, digital transformation is associated with internal efficiency–related triggers, and it targets only improvements in existing business models due to technology adoption (technology strategy). A small number of management consulting companies do not expect digital transformation to have a large impact on their future business model, because of either the lack of external triggers to do so or the absence of previous digital transformation activities. This research demonstrates the contingency and evolutionary nature of the digital transformation process, in which specific combinations between internal and external triggers can explain the expectations of management consulting companies’ managers about digital transformation.

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Developing a unified definition of digital transformation

Cited by 428 publications

References 41 publications

Digital Transformation and Convergence toward the 2030 Agenda’s Sustainability Development Goals: Evidence from Italian Listed Firms

Digital Transformation and Convergence toward the 2030 Agenda’s Sustainability Development Goals: Evidence from Italian Listed Firms

Digital Transformation: Challenges for Human Resources Management

The digital transformation of management consulting companies: a qualitative comparative analysis of Romanian industry

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