Digitale Transformation aus Sicht von IT-Entscheidern

Hoberg, Patrick; Welz, Bernd; Oswald, Gerhard; Krcmar, Helmut

doi:10.1007/978-3-658-22624-4_6

Cited by 6 publications

(9 citation statements)

References 1 publication

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“…In contrast, pro-activity , which is frequently addressed in our study, does not appear. We conclude that both studies support the claim that traits continue to be important to employers and may be experiencing a new era with digitalization (Beeks, 2012; Fitzgerald et al, 2013; Hoberg et al, 2015; Kane et al, 2019).…”

Section: Comparison With Previous Studiessupporting

confidence: 75%

“…Against this backdrop, previous studies have highlighted the importance of developing digital competencies for future business success (Hoberg et al, 2015; Sia et al, 2016; Vial, 2019). Moreover, there is ample evidence that many DT processes have failed due to the lack of leadership skills rather than the primary lack of knowledge about digital technologies (Burke, 2008; Deloitte, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Leadership competencies for digital transformation: An exploratory content analysis of job advertisements

Gilli

Nippa

Knappstein

2022

German Journal of Human Resource Management: Zeitschrift für Pe

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Harnessing the opportunities of emerging information technologies is one of the great challenges companies are facing today. To successfully master digital transformation, organizations need leaders who can grasp the opportunities of digitalization for their business and transform them into new business models. Aiming at providing empirical evidence regarding competencies sought by practitioners for managing digital transformation, we analyze 239 job advertisements targeting digital transformation experts and examine the skills and traits explicitly called for. Our results reveal that technical skills and in-depth expertise in information technologies play only a secondary role in job requirement profiles. Like in earlier strategic change processes, digital transformation experts should primarily possess collaboration, strategic thinking, leadership, customer orientation, and communication skills. Moreover, in contrast to purely conceptual studies limited to skills and abilities, our analyses emphasize the importance of specific personality traits, such as proactivity and creativity, since these are often explicitly mentioned in corresponding job advertisements.

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Section: Comparison With Previous Studiessupporting

confidence: 75%

Section: Introductionmentioning

confidence: 99%

Leadership competencies for digital transformation: An exploratory content analysis of job advertisements

Gilli

Nippa

Knappstein

2022

German Journal of Human Resource Management: Zeitschrift für Pe

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“…Kraus et al [21] state that "digitalization is considered as new methods of working environment communication and collaboration and can be defined as the adoption of digital technologies and data to generate revenue, develop the business, and change/transform business processes". Hoberg et al [24], p. 6, defines the wider area of digital transformation, which "can be understood as an organizational change process where digital technologies (such as big data analytics, sensor networks, cloud services) are used to radically change [...] how a company creates value [...], how it interacts with its customers and business partners [...], and how it competes in established and emerging markets." According to Peppard and Ward [25], companies strongly believe that by digitalizing their processes, they can ensure or achieve organizational survival and growth through higher overall performance and competitive advantage.…”

Section: Digitalizationmentioning

confidence: 99%

The Usefulness of the Digitalization Integration Framework for Developing Digital Supply Chains in SMEs

Pourmorshed

Durst

2022

Sustainability

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Although studies in the field of digital supply chains (DSC) have increased in recent years, there is still a lack of theoretical and empirical studies that show how DSC can be successfully implemented. There is a lack of studies in small and medium-sized enterprises (SMEs) in particular. This paper addresses this situation and explores the usefulness of the digitalization integration framework (DIF) proposed by Büyüközkan and Göçer in 2018 for the development of DSC in SMEs. More precisely, based on a case study design involving Swedish SMEs operating in the same supply chain, this paper provides insight into the DSC process of these Swedish SMEs adopting the DIF. The results of the study enable the proposal of an updated framework consisting of five main components in the digitalization process, namely: digital strategy, digital organization and culture, digital operations, digital products and services, and digital customer experience. Furthermore, each component consists of several steps, called sub-components, which could be considered by SMEs when developing DSC to increase the success of this challenging activity.

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“…Second, organizations require adequate intellectual capital to survive the digital disruption but also to implement the digital transformation (Erceg and Zoranović, 2020). The difficulty is that the newly skilled workforce is needed before the digital transformation can actually be initiated, as many firms report significant deficiencies in their employees’ current digital competencies (Hoberg et al , 2015, 2017). To identify the skill gaps that need to be filled, organizations have to analyze the skills available today and compare them to the ones that are required in the future (Kohnke, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

“…On the other hand, recruitment plays a central role for digital transformation (Gilch and Sieweke, 2021). As internal skill development takes a lot of time and success is uncertain (Hoberg et al , 2015, 2017), hiring external talent might be compelling for many organizations. However, digital talent is scarce and experience shows that finding the required profiles externally is difficult, when these skills do not already exist within an organization (Welch and McAfee, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

Skills and competencies for digital transformation – a critical analysis in the context of robotic process automation

Schlegel

Kraus

2021

IJOA

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Purpose Digital transformation of organizations has major implications for required skills and competencies of the workforce, both as a prerequisite for implementation, and, as a consequence of the transformation. The purpose of this study is to analyze required skills and competencies for digital transformation using the context of robotic process automation (RPA) as an example. Design/methodology/approach This study is based on an explorative, thematic coding analysis of 119 job advertisements related to RPA. The data was collected from major online job platforms, qualitatively coded and subsequently analyzed quantitatively. Findings The research highlights the general importance of specific skills and competencies for digital transformation and shows a gap between available skills and required skills. Moreover, it is concluded that reskilling the existing workforce might be difficult. Many emerging positions can be found in the consulting sector, which raises questions about the permanent vs temporary nature of the requirements, as well as the difficulty of acquiring the required knowledge. Originality/value This paper contributes to knowledge by providing new empirical findings and a novel perspective to the ongoing discussion of digital skills, employment effects and reskilling demands of the existing workforce owing to recent technological developments and automation in the overall context of digital transformation.

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Digitale Transformation aus Sicht von IT-Entscheidern

Cited by 6 publications

References 1 publication

Leadership competencies for digital transformation: An exploratory content analysis of job advertisements

Leadership competencies for digital transformation: An exploratory content analysis of job advertisements

The Usefulness of the Digitalization Integration Framework for Developing Digital Supply Chains in SMEs

Skills and competencies for digital transformation – a critical analysis in the context of robotic process automation

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