Digital transformation of industrial firms: an innovation diffusion perspective

Steiber, Annika; Alänge, Sverker; Ghosh, Swapan K.; Gonçalves, Dulce

doi:10.1108/ejim-01-2020-0018

Cited by 76 publications

(58 citation statements)

References 39 publications

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“…However, the adoption of a new method by a single enterprise cannot cause innovation in the entire industry [ 31 ]. Therefore, to achieve ITI, not only “innovation” but also “innovation expansion” must be initiated under certain conditions [ 32 ].…”

Section: Literature Reviewmentioning

confidence: 99%

Leveraging industrial-technological innovation to achieve sustainable development: A systems thinking perspective

et al. 2020

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Industrial-technological innovation (ITI) has become an important requirement for the sustainable development of China. ITI development requires a comprehensive understanding of the dynamic complexity associated with ITI systems. Previous research into ITI systems is based primarily on static methods that isolate system components, and ignore feedback on adjustments made. Based on systems thinking, this paper develop six archetypes (“Limit to Growth,” “Success to the Successful,” “Tragedy of the Commons,” “Fixes that Fail,” “Accidental Adversaries,” and “Shifting the Burden”) and an ITI system integration model. The model visualizes the ITI system as a whole and identifies bottlenecks that may affect ITI development. This conceptual model provides a more effective method of judgment, which can better explain the operational mechanism of the ITI system and improve the system’s operational characteristics. Finally, we evaluate the ITI system and propose that self-organization is a key lever of a systemic intervention framework for ITI.

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Section: Literature Reviewmentioning

confidence: 99%

Leveraging industrial-technological innovation to achieve sustainable development: A systems thinking perspective

et al. 2020

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“…Studies in this vein focus on whether substitution will occur, but they fail to specify how to cope with it. Timing is not a factor because no first-mover advantages exist, but firms gather information to reduce the chance of launching an unprofitable innovation and modify their decisions because of potential competition [49,61]. However, our case is precisely the opposite, that is, profitability resulting from next-generation launches is partly known, and timing is critical due to the possible existence of firstmover advantages.…”

Section: Literature On Technology Diffusion and Adoptionmentioning

confidence: 97%

Adoption time of a maturing disruptive technology in a duopoly market

Sun

Lin

2021

RAIRO-Oper. Res.

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New disruptive technologies invalidate the traditional competition dimension in continuous innovation and reconstruct the competitive landscape. These technologies leave a management gap in the adoption of new technologies by competing companies. Accordingly, this research establishes a duopoly game model based on horizontal and vertical differentiations for technology competition problems with asymmetric features. Competition between firms and technologies are investigated simultaneously. We find that a profit increase from new technologies is typically eliminated by the increased technology competition. Thus, firms with competitive advantages in the old market may be late in adopting new technologies, and the competition will further delay the adoption process. We then introduce a preemption strategy for adopting disruptive technologies, and test it in both current established competition and threat competition from the entrants. Results show that leading companies may hesitate in deterring new entrants for fear of losing the leadership in the current competition. At last, we provide a time strategy that can help the market leader maintain a leadership position with minimal losses. Our research has contributed to the studies of both the interpretation of the “innovator's dilemma” and the direction of technology adoption research under multi-dimensional technologies and multiple competitors.

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“…The report from (OECD, 2017, p. 36) shows that the level of digitalization among SMEs is particularly low, related to the uptake of digital technologies. Also, (Eller, Alford, Kallmünzer, & Peters, 2020) found that recent studies on digitalization and digital transformation (DT) are mainly focused on large organizations, where authors focused either on business model innovation perspective (Hänninen, Smedlund, & Mitronen, 2018), case studies of how large, well established organizations approach and drive through the DT (Kaiser & Stummer, 2020;Sebastian et al, 2017) and also on contributing or hindering factors (Steiber, Alänge, Ghosh, & Goncalves, 2020) from innovation diffusion theory perspective. In the context of SMEs, a lot of authors focused their research on the factors behind the digital transformation (Ferreira, Fernandes, & Ferreira, 2019;Tarute, Duobiene, Kloviene, Vitkauskaite, & Varaniute, 2018;Wilaisakoolyong, 2018).…”

Section: Diskusijamentioning

confidence: 99%

40th International Conference on Organizational Science Development Values Competencies and Changes in Organizations

Maletič¹,

Lovrenčić²,

Gubeljak³

et al. 2021

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The four decades of the International Scientific Conference on the Development of Organizational Sciences are a period that brought together the academic and professional public, students, esteemed guests. The time and space are fundamental components of human life. The time of the epidemic introduces uncertainty among the people. That is why the individual of today together with the whole society, can set the building blocks for the social interweaving of society, as we are used to. We are an organization of people. Relationships between employees in organizations are the starting point for guidelines for the development of organizational sciences. This year’s conference is entitled “Values, Competencies and Changes in Organizations”. We’ll focus on the individual and the organization, which with common values co-create the integration and progress of the society. An individual who’ll cope with changes in the organizational view and the wider society with the proper competence frame. Precisely because of the many changes that have befallen us as a society, the international conference calls for the exchange of views, opinions and, above all, scientific views on the development of organizations in the future. They will definitely be people. There will also be information and processes. All that binds and connects us for decades and will unite us in the common fight against today’s epidemiological situation. The challenge is not as great as our ideas and views for the organization and society of tomorrow.

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Digital transformation of industrial firms: an innovation diffusion perspective

Cited by 76 publications

References 39 publications

Leveraging industrial-technological innovation to achieve sustainable development: A systems thinking perspective

Leveraging industrial-technological innovation to achieve sustainable development: A systems thinking perspective

Adoption time of a maturing disruptive technology in a duopoly market

40th International Conference on Organizational Science Development Values Competencies and Changes in Organizations

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