How Chief Digital Officers Promote the Digital Transformation of their Companies

Singh, Anna; Heß, Thomas

doi:10.4324/9780429286797-9

Cited by 288 publications

(451 citation statements)

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“…A second approach is to establish deliberate executive departments and assign them with the task to coordinate an organization's digital transformation. As the head of such executive departments firms usually appoint a Head of Digital Transformation or even decide to establish a new C-Level position: the Chief Digital Officer (CDO) (Singh and Hess 2017). First studies on this new management position have shown that the successful implementation of a CDO strongly depends on the support of other C-Level managers, in particular the CEO.…”

Section: Digital Transformation Governance Structuresmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

Self Cite

111

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In the digital era, organizations can use digital technologies to develop new digital products and services, business processes, or business models. These so-called digital innovations pose a serious challenge for both theory and practice. Accordingly, the last years have brought forward a multitude of research in this area. With this article we want to link existing research streams on digital innovations and, thus, pave the way for future research in this area. Therefore, we consolidate prevailing work on digital innovations into a technology-driven "linking" framework on digital innovations and their embedding in organizations. According to our framework, the realization and embedding of digital innovations into organizations manifests along three concentric rings: the technology-driven development and the different implementation categories of digital innovations at the core, the enablers of digital innovations in a second ring, and the governance of digital innovations in a third ring. Based on the proposed framework we point out promising areas for further research in this field.

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Section: Digital Transformation Governance Structuresmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

Self Cite

111

View full text Add to dashboard Cite

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“…One of the most common reasons for failure of digital transformation's initiatives is the lack of resources, required for digital transformation, such as information, human and financial resources [2,5,6,[20][21][22]. For instance, firms need knowledge and expertise to define a digital transformation strategy, employ new digital technologies as well as develop digital services platforms and operational backbones [2,5,21,24]. Further, firms require experienced executives such as Chief Digital Officers (CDO) to identify the right digital business opportunities and navigate digital transformation [20,24], as well as qualified employees, who can take over new roles and responsibilities in firm's IT function and other departments [2,7].…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

“…With this study, we extend research on digital transformation of companies [2,3,5,7,11,24] in two ways. First, by exploring the effect of strategic emphasis on digital transformation on firm evaluation on a stock market, we respond to a call of existing studies to investigate the questions related to success, risks and failures of digital transformation for firms [3].…”

Section: Introductionmentioning

confidence: 99%

It Depends on the Size: How Firm Strategic Emphasis on Digital Transformation Predicts Market Capitalization

Moker

Brosi

Welpe

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Whereas digital businesses can have an enormous market value, it remains an open question, whetherfirms, embarking on a digital transformation journey, can realize similar benefits. Thus, we rely on the signaling theory to study, whether strategic emphasis on digital transformation -i.e., the extent, to which a firm focuses on digital transformation in its strategyas well as firm size as an indicator of a large resource basis jointly influence market capitalization. To answer this question, we conducted a longitudinal panel data analysis of the largest German publicly listed companies from 2000 to 2017. Our results show, that strategic emphasis on digital transformation leads to a higher market capitalization for larger firms and to a lower market capitalization for smaller firms. Whereas larger firms should further disclose their strategic emphasis on digital transformation, smaller firms should consider sending additional signals to investors, demonstrating their ability to undergo digital transformation successfully.

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“…While the Chief Information Officer (CIO), was long the sole senior executive role responsible for technological aspects including data management, several additional senior management roles (CxO), have been proposed and introduced over the last few years to master digital transformation. One of the core arguments for introducing additional roles was, that the task to mobilize the entire organization to collaborate across functional and hierarchical boarders in the digital space is highly complex [8].…”

Section: Related Researchmentioning

confidence: 99%

“…Executives roles such as Chief Digital Officers [8], Chief Innovation Officer, and Chief Data Officers [9] are responsible to-on the one hand-define and establish strategic guidelines with regards to digital transformation and-on the other hand-prepare and maintain the therefore required technological platform and related capabilities.…”

Section: Related Researchmentioning

confidence: 99%

Design Dimensions for Enterprise-Wide Data Management: A Chief Data Officer’s Journey

Schilling¹,

Aier²,

Winter³

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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To unlock additional business value, most enterprises are intensifying their enterprise-wide data management. In the case of the globally operating bank, we base this article on, a Chief Data Officer (CDO) organization is established for providing data governance and, in a second step, pushing data driven innovation forward. As many employees of the bank were not yet familiar with (or did not acknowledge) the need for enterprise-wide data management, this evolution exhibits characteristics of an organizational learning process. CDOs may want to actively steer this learning process by purposefully designing and adjusting their data management approach over time. Based on the major controversies the CDO has been confronted with, we propose four design dimensions for enterprise-wide data management and discuss the considerations for their configuration: (I) objective, (II) governance, (III) organization of data analytics, and (IV) expertise.

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How Chief Digital Officers Promote the Digital Transformation of their Companies

Cited by 288 publications

References 1 publication

Digital innovations

Digital innovations

It Depends on the Size: How Firm Strategic Emphasis on Digital Transformation Predicts Market Capitalization

Design Dimensions for Enterprise-Wide Data Management: A Chief Data Officer’s Journey

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