Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity

Jöhnk, Jan; Ollig, Philipp; Rövekamp, Patrick; Oesterle, Severin

doi:10.1007/s12525-021-00510-2

Cited by 25 publications

(13 citation statements)

References 79 publications

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“…Jöhnk et al . (2022) identified tensions related to ambidexterity during incumbent DT, highlighting the need to exploit current business while exploring new digital opportunities simultaneously (Jöhnk et al. , 2022).…”

Section: Applying a Paradox Perspective In Incumbents' Dtmentioning

confidence: 99%

A survey on incumbent digital transformation: a paradoxical perspective and research agenda

Volpentesta

Spahiu

Giovanni

2023

EJIM

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PurposeDigital transformation (DT) is a major challenge for incumbent organisations, as research on this phenomenon has revealed a high failure rate. Given this consideration, this paper reviews the literature on DT in incumbent organisations to identify the main themes and research directions to be undertaken.Design/methodology/approachThe authors adopt a systematic literature review (SLR) and computational literature review (CLR) employing a machine learning algorithm for topic modelling (LDA) to surface the themes discussed in 103 peer-reviewed studies published between 2010 and 2022 in a multidisciplinary article sample.Findings The authors identify and discuss the five main themes emerging from the studies, offering the state-of-the-art of DT in established firms' literature. The authors find that the most discussed topics revolve around the DT of healthcare, the process of renewal and change, the project management, the changes in value performances and capabilities and the consequences on the products of DT. Accordingly, the authors identify the topics overlooked by literature that future studies could tackle, which concern sustainability and contextualisation of the DT phenomenon.Practical implications The authors further propose managerial insights which equip managers with a revolutionary mindset that is not constraining but, rather, integration-seeking. DT is not only about technology (Tabrizi B et al., 2019). Successful DT initiatives require managerial capabilities that foster a sustainable departure from the current organising logic (Markus, 2004). This study pinpoints and prioritises the role that paradox-informed thinking can have to sustain an effective digital mindset (Eden et al., 2018) that allows for the building of momentum in DT initiatives and facilitates the renewal process. Indeed, managers lagging behind DT could shift from an “either-or” solutions mindset where one pole is preferred over the other (e.g. digital or physical) to embracing a “both-and-with” thinking balancing between poles (e.g. digital and physical) to successfully fuse the digital and the legacy (Lewis and Smith, 2022b; Smith, Lewis and Edmondson, 2022), enact the renewal, and build and maintain momentum for DTs. The outcomes of adopting a paradox mindset in managerial practice are enabling learning and creativity, fostering flexibility and resilience and, finally, unleashing human potential (Lewis and Smith, 2014).Social implicationsThe authors propose insight that will equip managers with a mindset that will allow DT to fail less often than current reported rates, which failure may imply potential organisational collapse, financial bankrupt and social crisis.Originality/value The authors offer a multidisciplinary review of the DT complementing existing reviews due to the focus on the organisational context of established organisations. Moreover, the authors advance paradoxical thinking as a novel lens through which to study DT in incumbent organisations by proposing an array of potential research questions and new avenues for research. Finally, the authors offer insights for managers to help them thrive in DT by adopting a paradoxical mindset.

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Section: Applying a Paradox Perspective In Incumbents' Dtmentioning

confidence: 99%

A survey on incumbent digital transformation: a paradoxical perspective and research agenda

Volpentesta

Spahiu

Giovanni

2023

EJIM

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“…Por eso las aproximaciones ágiles (AlNuaimi et al, 2022), el DevOps (Guseila et al, 2019), el Designinking (Vendraminelli et al, 2022), entre otros, se han popularizado como motores de la transformación digital. Por eso se están imponiendo, también, los modelos de gestión basados en capacidades dinámicas (Ellström et al, 2022) u organizaciones ambidiestras (Jöhnk et al, 2022) para la transformación digital. En lugar de megaproyectos a largo plazo con una probabilidad altísima de fracaso, se promueven iniciativas múltiples, constantes y evolutivas, con base en actos cotidianos colectivamente aprendidos.…”

Section: Hacia Una Transformación Digital Sostenibleunclassified

Transformación digital en tiempos de crisis

González

López-Cruz²

2022

Cuad Adm.

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La transformación digital es un fenómeno reciente, aunque se enmarca en lógicas de desarrollo tecnológico anteriores. De una parte, y sobre todo con el crecimiento de ciertas tecnologías digitales en los últimos años (inteligencia artificial, analítica de macrodatos, Internet de las Cosas, realidad virtual y aumentada, entre otras) se ha presentado como una oportunidad para que las organizaciones, los países y la humanidad en su conjunto, se transformen positivamente apalancados por nuevas tecnologías que les abra caminos, mercados e interacciones en los nuevos entornos y ecosistemas digitales. De otra parte, puede verse como una necesidad ante la cual no adoptar o no adaptarse puede implicar la desaparición u obsolescencia de empleos, empresas e incluso expresiones culturales. Lo anterior se ve exacerbado cuando lo enmarcamos en contextos de crisis: emergencias de salud pública, catástrofes climáticas, descalabros financieros, conflictos armados y demás. Estas crisis pueden restringir los campos de acción, pero al mismo tiempo pueden aumentar la motivación, el compromiso y la velocidad del cambio.

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“…Penelitian ini berhasil menunjukkan mekanisme agile/adaptif memberikan kontribusi yang signifikan terhadap bisnis/TI. Penelitian yang dilakukan Johnk dkk [16] mengidentifikasi inisiatif TD dalam mendorong ambidexterity hibrida. Penelitian ini menjelaskan bahwa exploration dan exploitation menjadi dualitas dalam ambidexterity hibrida.…”

Section: Gambar 1 Model Konseptualunclassified

Analisis Kualitatif Pengaruh Tata Kelola TI Terhadap Transformasi Digital dan Kinerja: Studi Kasus Asuransi A

Artha

Ramadani²

2022

Jur. Ris. Kom.

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The emergence of digital technology, innovation competition and government regulations Making BUMN 4.0 disrupt incumbent organizations must carry out digital transformation (DT). It turns out that many of TD's efforts fail to live up to expectations due to poor governance. Previous studies have proven the role of IT governance (ITG). Unfortunately, there are still few studies exploring the mechanism of hybrid ITG that affects DT and organizational performance (OP). Therefore, we propose a research question about how the 46 ITG mechanisms affect DT and OP in the Indonesian insurance industry. Insurance A was chosen because there is a strategic direction for TD acceleration as the basis for digitization. Case study method with qualitative data collection through semi-structured interviews and thematic analysis. This study resulted in 4 themes, 19 sub-themes, and 60 codes and succeeded in demonstrating the mechanism of hybrid ITG that affects DT and the dimensions of DT that affect the achievement of knockout targets through the perspective of BSC in the insurance industry. This research is expected to be a reference for further research as well as an implementation reference to oversee the journey of DT, especially in the insurance industry

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Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity

Cited by 25 publications

References 79 publications

A survey on incumbent digital transformation: a paradoxical perspective and research agenda

A survey on incumbent digital transformation: a paradoxical perspective and research agenda

Transformación digital en tiempos de crisis

Analisis Kualitatif Pengaruh Tata Kelola TI Terhadap Transformasi Digital dan Kinerja: Studi Kasus Asuransi A

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