Digital Enterprise Transformation

Uhl, Axel; Gollenia, Lars Alexander

doi:10.4324/9781315577166

Cited by 38 publications

(24 citation statements)

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“…Rogers (2016) identified five domains of strategy that digital is changing: customer, competition, data, innovation and value proposition. These axes were also discussed by Uhl and Gollenia (2016). The authors found that customer centricity, innovation capability, operational excellence using data capabilities and a competitive mind-set are keys to succeed in transforming a firm digitally to remain competitive in the future.…”

Section: Literature Reviewmentioning

confidence: 99%

Reaching sustainability during a digital transformation: a PLS approach

Hilali

Manouar

Idrissi

2020

IJIS

126

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Purpose In a world where big data have become crucial to guarantee the success of companies, digital transformation came to help companies transition towards a digital business and accept the changes in the organizational structure as well as the market. Nonetheless, even with the ever-growing importance shed on it, few articles and studies have linked it to the sustainability paradigm. Empirical studies that have linked between the factors of digital transformation and a more sustainable business are still scant. Many efforts are still needed to reduce the knowledge gap between these two concepts. The purpose of this paper is to fill this gap by examining (empirically) the effect of digital transformation on sustainability. Design/methodology/approach The study validates five different hypotheses highlighted by the literature using structural equation model (SEM) analysis from partial least square (PLS) approach. It uses a new conceptual framework using a survey data, answered by 41 small- and medium-sized enterprises (SMEs) in Morocco from different industries. Findings Using PLS-SEM modeling, the results show that customers, data and innovation, which are drivers that companies should work on during a digital transformation, have a significant impact on companies’ quest to reach sustainability. However, and in contrast to the existing literature, authors find that competition did not play a significant role in enhancing the companies’ commitment to sustainability. Practical implications Authors’ findings encourage firms to seize the opportunity of digital transformation to embrace sustainability, because the implementation of these two concepts requires radical changes at the business model level. Authors suggest that the road to achieve sustainability in a digital era should focus on three main axes, enhancing the customer experience and adopting customer centricity, building data analytics capabilities and shifting innovation to the business model level. Originality/value To the best of the authors’ knowledge, this study is one of the first research papers that explain how to reach sustainability during a digital transformation. The originality of this paper lies in the fact that it focuses on SMEs as they remain the backbone of the Moroccan economy. This study is also novel for showing with empirical evidences that working on the axes of customers, data and innovation, during a digital transformation journey, will improve sustainable practices within businesses.

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Section: Literature Reviewmentioning

confidence: 99%

Reaching sustainability during a digital transformation: a PLS approach

Hilali

Manouar

Idrissi

2020

IJIS

126

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“…There are many models and approaches in the literature that can help managers and practitioners in digital transformation. Each of them has its advantages and disadvantages [21], [22]. The proposed model in this paper will certainly help companies in the process of digital transformation.…”

Section: Managing the Company's Digital Capability: The Case For Oper...mentioning

confidence: 96%

Managing the Company's Digital Capability

Draganić

2023

JIOS

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The framework for assessing the company's digital capability includes six key areasthat can be individually evaluated to consider the overall maturity of a company's digitalcapability. According to this framework key areas are innovation capability,transformation capability and IT excellence as digital transformation enablers andcustomer centricity, effective knowledge worker and operational excellence as digitaltransformation goals. The focus of this research is the area of operational excellence.The purpose of the paper is to assess how the manufacturing company manages thedigital transformation of the operational excellence. In the paper, the digital capabilitymaturity model (DCMM) and its corresponding business transformation managementmethodology (BTM2) are used for this assessment. The BTM2 includes ninemanagement disciplines and each of them is individually evaluated for the case of theoperational excellence. These are the following disciplines: strategy management,value management, risk management, business process management, IT management,change management, training management, project management and metamanagement. According to the obtained assessment results the maturity of managementdisciplines for the case of operational excellence within the examined company ismostly reactive (maturity level 2). In order to improve the digital transformation of thecompany's operational excellence, it is necessary to define digital use cases based onthe new technologies and map them to the existing maturity model of operationalexcellence of the company. It is necessary to consider the requirements of stakeholdersregarding the benefits and risks of new digital technologies to improve the operationalexcellence of the company. Accordingly, the company should to define a new strategicplan and align it with the new IT strategy. For this purpose, COBIT 5 framework isused in the paper. The contribution of this research is in the proposed and describedthree-step approach to managing the operational excellence of companies andimproving the level of digital capabilities of companies.

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“…In addition, there is a direct connection between digital marketing capability and competencies supported by technological skills and processes, such as those designed to secure access and keep customer data safe [21]. The business strategy can be derived from the IT strategy in an iterative process of IT innovations, where existing technology is replaced by more powerful and modern technology in terms of better integration, higher performance, and greater security [22]. On this basis, the following hypothesis is put forward: H1 (1).…”

Section: Literature Reviewmentioning

confidence: 99%

The Criteria of Inbound Marketing to Segment and Explain the Domain Authority of the Cellars’ E-Commerce in the Canary Islands

Díaz-Meneses,

Amador-Marrero,

Spinelli Guedes

2023

Systems

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This study uses an inbound measuring instrument to segment the cellar’s e-commerce in the Canary Islands. One of the central claims of this paper is that inbound marketing comprises several dimensions such as content resources, SEO, social media, digital maturity, and e-commerce growth, such that it implies superior levels of personalisation, flexibility, service, security, and privacy, product and shop transparency, advanced technology, and data mining. After raising three research questions, this study performed fieldwork based on web analytics procedures, extracting metrics from 59 cellars’ websites thanks to employing a broad range of software. The sampling procedure was non-probabilistic and judgmental, took place in the spring of 2023, and gathered relevant metrics to build an inbound scale. The data prove that the inbound measuring instrument can rank and segment the Canary Islands’ marketplace. Although this study has put forward a tentative explanation and application of the inbound marketing notion and tools, findings suggest a need for a more significant effort to explore how generalizable the created measuring instrument is.

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Digital Enterprise Transformation

Cited by 38 publications

References 0 publications

Reaching sustainability during a digital transformation: a PLS approach

Reaching sustainability during a digital transformation: a PLS approach

Managing the Company's Digital Capability

The Criteria of Inbound Marketing to Segment and Explain the Domain Authority of the Cellars’ E-Commerce in the Canary Islands

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