Initialising Customer-orientated Digital Transformation in Enterprises

Leipzig, Tanja von; Gamp, M.; Manz, D.; Schöttle, K.; Ohlhausen, Peter; Oosthuizen, Gert Adriaan; Palm, Daniel; Leipzig, Konrad von

doi:10.1016/j.promfg.2017.02.066

Cited by 188 publications

(140 citation statements)

References 6 publications

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“…organizations) improve their capabilities over time towards the achievement of some desirable future state. Sometimes digital transformation and digital maturity are used interchangeably without considering differences (Leipzig et al, 2017), but digital maturity can be seen more as a systematic way for an organization to transform digitally (Kane et al, 2017). Hence the term "digital maturity" specifically reflects the status of a companyʼs digital transformation (Chanias and Hess, 2016).…”

Section: Digital Maturitymentioning

confidence: 99%

Digital Transformation Maturity: A Systematic Review of Literature

Teichert

2019

Acta Univ. Agric. Silvic. Mendelianae Brun.

221

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The goal of this paper is to present contemporary developments in the field of digital maturity models. By conducting a systematic literature review finally 24 relevant studies including 22 different models were identified and various characteristics of different digital maturity models were extracted. Focus was placed on the dimensions used to measure digital maturity in different model approaches. Special light was shed on organizational culture and to what extent it is represented in the models. Among other things, the findings indicate, that dimensions applied in various models can be very different and that just a few models incorporate transformational in addition to digital capabilities. In particular, organizational culture as a dedicated dimension of digital maturity is represented already in a few models, which indicates the growing importance of culture as an enabler of digital transformation efforts. Beside a comprehensive overview of the most widely used dimensions measuring digital maturity, a synthesis of the most frequently addressed cultural attributes is presented in this paper as well. This review finally reveals that most of the existing models give an incomplete picture of digital maturity, that cultural attributes reflecting a digital culture are not integrated systematically, and that digital maturity models specific to the domain of services are clearly under-represented. It also clearly demonstrates that research about digital transformation maturity as a holistic concept is scarce and needs more attention by research in the future.

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Section: Digital Maturitymentioning

confidence: 99%

Digital Transformation Maturity: A Systematic Review of Literature

Teichert

2019

Acta Univ. Agric. Silvic. Mendelianae Brun.

221

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“…Broadly speaking, disruption provides a solid ground for digital transformation and is becoming a prime objective for industries across the world [30], since it leads to the implementation of novel business and delivery models by allowing various forms of co-operation between companies, employees, and customers [31,32]. In this vein, relevant studies (e.g., Nambisan [33], Barret et al [34], and Nylen et al [35]) have reported the importance of digital technologies, especially in the context of service innovations or for the servitization of manufacturing firms, leading to the restructuring of business and delivery models.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations

et al. 2019

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Legal technologies (digital solutions to providing legal services) have turned into the essential element of competition among legal-market stakeholders. This study highlights the competitive superiority of legal services based on the concept of innovative disruptive technologies in comparison to traditional firms. For this purpose, the present study identified several trends in the evolution of the legal tech market (i.e., changing landscapes of legal business, delivery models, legal-market segments, and disruptive technologies); moreover, qualitative content analysis has been conducted to provide sound grounds for cost-benefit analysis. Furthermore, cost-benefit analysis makes a comparison of the monetary, social and psychological costs, benefits of legal technologies and traditional firms from clients’ and lawyers’ viewpoints. This has been, in fact, neglected by extant research. Based on these analyses, a new model for legal business has developed to highlight how potential advancements can take place in legal practices. Our findings reveal that legal technologies make legal services more affordable and easily accessible, while helping lawyers to develop innovative solutions and a relaxed working environment. In addition, this study contributes to the literature on service innovation with a focus on how new services and business models have been developed in the legal market as a result of digital technologies. Eventually, this study adds theoretical and practical implications to the research discussing the advent of legal technologies.

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“…Current research focuses on digitalization as a challenge for participants that use technology in their day-to-day work and to explain how work is redesigned in the digital era [12,16,27,60,70,73,77,80]. Furthermore, many articles conceptualize information as digitized data [5,17,33,37,74], refer to technologies as an enabler of digitalization [14,47,48,68], or focus on digitized value propositions of products/services [4,19,46,59,66] that are adapted to changing customer demand or customer feedback [26,52,65,75].…”

Section: Participantsmentioning

confidence: 99%

Digitalization of Work Systems—An Organizational Routines’ Perspective

Wolf¹,

Bartelheimer²,

Beverungen³

2019

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digitalization is a hypernym that denotes the ground-shifting impact IT artifacts have on organizations. The term implicitly refers to core topics in Information Systems research, which now enfolds at increasing magnitude, speed, and reach. However, digitalization often lacks explicit references to domestic theories, concepts, and constructs in the Information Systems literature. Fundamental mechanisms that constitute digitalization as an interplay of organizations and information systems remain unexplored. The purpose of this paper is twofold. First, based on extending extant theory on organizational routines, we propose four patterns that conceptualize digitalization mechanisms as an interplay of organizational routines and IT artifacts. Second, we demonstrate how more complex transformation trajectories of routines unfold, by concatenating our patterns to form transformation stories. On either level of abstraction, further research can build on the proposed patterns to theorize on how the interplay of IT artifacts and organizational routines constitutes the digitalization of work systems.

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Initialising Customer-orientated Digital Transformation in Enterprises

Cited by 188 publications

References 6 publications

Digital Transformation Maturity: A Systematic Review of Literature

Digital Transformation Maturity: A Systematic Review of Literature

Legal Technologies in Action: The Future of the Legal Market in Light of Disruptive Innovations

Digitalization of Work Systems—An Organizational Routines’ Perspective

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