Digital Transformation and Organizational Operational Decision Making: A Systematic Review

ahmed, alaa; Alshurideh, Muhammad; Kurdi, Barween Al; Salloum, Said A.

doi:10.1007/978-3-030-58669-0_63

Cited by 49 publications

(6 citation statements)

References 45 publications

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“…Data management (E60) Data-driven decision making (Attributes of digital culture) (Teichert, 2019), Real-time data enables efficient decision making (Clausen et al, 2018), Real-time data enables efficient decision making (exploring the future) (Clausen et al, 2018), Data-centered solutions (Machado et al, 2021), Data resources (Organization digital transformation capabilities) (Ahmed et al, 2021), Organization knowledge…”

Section: Enablersmentioning

confidence: 99%

“…and information management (Organization digital transformation capabilities) (Ahmed et al, 2021), Data Governance (Levkovskyi et al, 2020), Manual data update is ineffective (Clausen et al, 2018), Many new data opportunities (Clausen et al, 2018), Higher level of data transparency (Clausen et al, 2018), Analysis of collected data (Data and Information) (Schumacher et al, 2019), Databased decision making (Data and Information) (Schumacher et al, 2019), Automated information provision (Data and Information) (Schumacher et al, 2019), Individualization of provided information (Data and Information) (Schumacher et al, 2019), Integrated system which multiple users can access (Nimawat and Gidwani, 2022), Availability of real-time data (Nimawat and Gidwani, 2022), Digital process visualization (Data and Information) (Schumacher et al, 2019), Knowledge protection (Rêgo et al, 2021), Data-driven softwaresimulation of future scenarios (Data and Information) (Schumacher et al, 2019), Consistent data flow (Machado et al, 2021) (Continued)…”

Section: Acknowledgementsmentioning

confidence: 99%

See 1 more Smart Citation

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

Sergei¹,

Arkady²,

Natalya

et al. 2023

Australian Journal of Management

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Digital transformation (DT) is a complex, socio-technical, strategic, and often radical change influenced by various aspects, among which non-technological, organizational factors play significant roles. The literature on DT enablers suggests sensitivity to the organizational context, especially to the technology intensity of companies. This article analyzes the variations in non-technological DT enablers in high-tech and low-tech manufacturing companies. Through a systematic literature review, using coding techniques and cluster analysis, we created 20 aggregated enabler categories. With the Decision Making Trial and Evaluation Laboratory (DEMATEL) method, clustered DT enablers in high-tech and low-tech companies were compared. High-tech companies enable DT with the factors related primarily to organizational flexibility and dynamism. In contrast, low-tech firms propel DT with the enablers connected to more stable, traditional, managerial practices. JEL Classification: 031 and 032

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Section: Enablersmentioning

confidence: 99%

Section: Acknowledgementsmentioning

confidence: 99%

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

Sergei¹,

Arkady²,

Natalya

et al. 2023

Australian Journal of Management

View full text Add to dashboard Cite

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“…Ambidextrous innovation is referred to as the strategy for Industry 4.0 in scientific literature and empirical data analysis alike. Digital strategy is recognized as such in scientific literature review [310][311][312] and empirical data analysis.…”

Section: Maturity Indexmentioning

confidence: 99%

Insight into the Calculation Process to Decide Business Customer Value on the Digital Transformation Market

Titu,

Cozmiuc

2023

Preprint

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As a service business models have been ranked by management consultants the management innovation of 2020, and yet are scarcely theorized. Therein, value stipulations in customer contracts lead to the shift from product to service. However, there is no available research about the nature, formula and decisional process about these value stipulations. The motive for this research is to fill in this gap. The goal is to provide first insight about value stipulations in as a service business models: their formula and decisional methodology. The article is a multiple theory building case study on leading platform as a service providers, which aims to contruct the paradigm of the value decision methodology to invest in this technology by purchasing it from dedicated vendors. The methodology works to identify the management instruments involved in the decisional activities to invest in digital technology, where each management instrument is assumed to match an activity at seller and buyer; the sequence of the activities using the Critical Path Method gives the decisional process. Dependent variables are the elements of the as a service business contracts: the customer offering (product-service solution) and the value created, captured and delivered by the solution. Independent variables are given by empirical data analysis. Findings show a relationship between dependent variable value in the as a service business model contracts and independent variables governance objective, strategy, as a service business model type, activity management techniques (roadmap, program, project, operations, lean start-up), capital allocation techniques (equity, debt, options, venture capital typology). If innovation is exploitative, then the customer offering is known and value is determinable via roadmap – project management techniques (program, project, an operations) and capital allocation techniques for precictable environment, If innovation is radical, then the customer offering is not known and value is a target used to architect the solution via lean start-up innovation techniques funded by venture capital. The contribution is a new theoretical construct and deep insight into the practice of digital transformation considering all inherent issues.

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“…ese businesses use the Internet to sell terminal products directly to customers, as opposed to the conventional method of relying solely on dealer shops. e Digitalization has spawned new business models (such as free business models), regional blockchain distributed accounting, electronic payment, paperless workflow, and other innovations in the service industry [27][28][29].…”

Section: Relationship Between Digital Transformation and Enterprisesmentioning

confidence: 99%

Digital Transformation and Financial Risk Prediction of Listed Companies

Xinxian

Cai

2022

Computational Intelligence and Neuroscience

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Digitalization is a revolution, a frontal battleground in the new global competitive landscape, and a long-distance race for which all employees must be prepared, and organizations must actively embrace the resulting changes. The article begins by analyzing three characteristics of digital transformation and enterprise growth: the heterogeneity of digital transformation’s impact on enterprise growth and the process by which digital transformation influences enterprise growth. In addition, this article develops a convolutional neural network-based financial early warning model to aid businesses’ digital transformation initiatives.

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Digital Transformation and Organizational Operational Decision Making: A Systematic Review

Cited by 49 publications

References 45 publications

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

Digital transformation enablers in high-tech and low-tech companies: A comparative analysis

Insight into the Calculation Process to Decide Business Customer Value on the Digital Transformation Market

Digital Transformation and Financial Risk Prediction of Listed Companies

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