Does market digitalization always benefit firms? The Latin American case

Riofrío, Angélica María Sánchez; Lupton, Nathaniel C.; Rodríguez-Vásquez, John Gabriel

doi:10.1108/md-01-2021-0117

Cited by 28 publications

(17 citation statements)

References 44 publications

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“…In contrast, the lack of a systematic approach to relationship management may lessen the benefits of a strategic alliance outside the perimeter of the industrial group in the case of Company Alpha. Second, firms should avoid the adoption of fashionable digital solutions in favour of configurations that actually align with organisation sensemaking (Sanchez-Riofrio et al, 2021). Firm-specific approaches are needed to reflect the non-linear relationship between strategic planning and strategy deployment when digital technologies are involved (Li, 2020).…”

Section: Jmtm 349mentioning

confidence: 99%

Resilience, complexity and digital transformation: three case studies in the valves industry

Codara

Sgobbi

2023

JMTM

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PurposeThis paper shows how the interplay between organisational resilience and environmental complexity justifies the existence of differentiated yet successful approaches to digital transformation.Design/methodology/approachA multi-case method is applied to test our research hypotheses by contrasting the digital transformation of three Italian companies in the valves industry.FindingsDifferent combinations of technological and organisational tools, hence diversified digital transformations, can be successful, provided that they are supported by a coherent set of resilience factors and allow for the implementation of strategic approaches aligned with the resilience capacity of the firm.Practical implicationsAwareness that resilience capacity shapes digital transformation and the strategies available to engage with external complexity should focus managers to invest in the alignment and the reinforcement of the factors underlying organisational resilience.Originality/valueMost literature so far focused on the antecedents to digital transformation. In contrast, this paper focuses on the transformation process and highlights how the resilience capacity of the firm affects the unfolding of digital transformation and the emergence of diversified yet successful paths. In addition, in contrast with a dichotomous approach to external complexity this paper shows that digital transformation involves a mix of complexity reduction and complexity absorption strategies.

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Section: Jmtm 349mentioning

confidence: 99%

Resilience, complexity and digital transformation: three case studies in the valves industry

Codara

Sgobbi

2023

JMTM

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“…Furthermore, Sanchez-Riofrio et al (2021) found that firms' adoption of digital technologies (i.e., digitalization) enhances transaction efficiency and improves firm performance. In research work variables in use are return on investment, gross profit, net margin.…”

Section: Measuring Digitalization Impact On Company Performancementioning

confidence: 99%

Digitalization and Productivity: Evidence from EU Manufacturing Sector

Lastauskaite

Krušinskas²

2023

Eur. j., econ.

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Manufacturing sector productivity is one of main driver for economy grow in Europe. In the context of manufacturing sector digitalization, importance of influencing factors for productivity increase plays a key role. This paper aims to evaluate digitalization impact on EU manufacturing sector productivity, considering variables as relative size measures for the period of 2012-2020. There are strong believe that digitalization is an engine of innovation and competitiveness in manufacturing sector. Changing processes and integration of digital technologies leads manufacturing sector towards productivity increase. We perform OLS regression on sample of 5013 records covering 27 EU countries and 642 manufacturing firms over the years 2012-2020. Analysis consists of such factors as operating revenue, number of employees per company, tangible fixed assets, intangible fixed assets, profit and loss, investment to digitalization. We study ratio of digital investment to total assets as dependent variable to understand how investment decision of company can be evaluated with independent variables, identified in literature review. We build 3 models for regression analysis. Highest value of R-Square calculated for operating revenue as dependent variable is 0.299 and significance level is sufficient. Our results indicate that R-Square is 0.366 for relationship between digital investment and independent variables in analysis. Moreover, intangible assets impact is not significant considering digital investment outlay, which contradict believe stated in literature for direct intangible impact on digitalization. The main variable is number of employees per company with identified significant negative route.

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“…Along with the development of e-commerce, traditional fashion houses are also undergoing digital transformation to ensure their competitiveness [14]. Burberry Group plc's utilization of online channels during the pandemic exemplifies the strategic synergy between digital platforms and resilience.…”

Section: Introductionmentioning

confidence: 99%

Comprehensive Evaluation of Digital Strategies and Its Impact on Company Performance

Catherine Patinah

2024

jes

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Digitalization and digital transformation have garnered sustained interest and fascination among academics and business practitioners alike. The recent surge in the adoption of digital technologies and innovations across diverse organizations has elevated these topics to the forefront of discussions surrounding strategy, organizational dynamics, and the management of digital platforms. This rapid adoption has empowered fashion companies to enhance operational efficiency while nurturing environmental consciousness. To address existing research gaps, this study extends its scope to underexplored fashion industry, encompassing companies of varying sizes, both local and multinational, and under different ownership structures. The overarching objective is to provide a comprehensive evaluation of the implementation of digital strategies and their subsequent impact on company performance. This research constructs an integrated model that combines insights from strategic management and organizational capability disciplines, drawing inspiration from the Unified Theory of Acceptance and Use of Technology (UTAUT) and the Resource-Based View theory. The proposed research model aims to offer a cohesive, efficient, and structured framework that transcends fragmentation, facilitating the development of digital platforms. By embracing diverse contextual settings, this study endeavors to provide nuanced and universally relevant insights, thereby enriching the practical implications for businesses across diverse sectors. As organizations navigate the complex landscape of digital transformation, these insights hold potential for guiding effective strategy formulation and implementation.

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Does market digitalization always benefit firms? The Latin American case

Cited by 28 publications

References 44 publications

Resilience, complexity and digital transformation: three case studies in the valves industry

Resilience, complexity and digital transformation: three case studies in the valves industry

Digitalization and Productivity: Evidence from EU Manufacturing Sector

Comprehensive Evaluation of Digital Strategies and Its Impact on Company Performance

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