Project Portfolio Selection for the Digital Transformation Era

Isikli, Erkan; Yanık, Seda; Çevikcan, Emre; Üstündağ, Alp

doi:10.1007/978-3-319-57870-5_6

Cited by 14 publications

(7 citation statements)

References 33 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Finally, the introduction of multiple Industry 4.0 technologies has been shown to impact multiple SMEs' processes, like planning and logistics (Ghadge et al ., 2020; Chen et al ., 2018), resulting in the introduction of organizational changes as part of the technology implementation projects. Industry 4.0 transformation has also pushed forward the implementation of project and portfolio management processes to support their Industry 4.0 initiatives (Isikli et al ., 2018; Zangiacomi et al ., 2020). Case studies on integrating Industry 4.0 technologies into business processes and their impact on performance have been published to bring potential application cases with existing processes to light (Moeuf et al ., 2018).…”

Section: Literature Reviewmentioning

confidence: 99%

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

Brodeur

Deschamps

Pellerin

2023

JMTM

View full text Add to dashboard Cite

PurposeThis paper aims to investigate the characteristics and dynamics of the organizational changes needed to facilitate the management of an Industry 4.0 transformation in manufacturing SMEs and propose an approach to manage them.Design/methodology/approachThis research focuses on a single manufacturing SME in North America, and data were collected using a research intervention method. Data were collected through observation and intervention within the SME over 27 months.FindingsThe research has shown that organizational changes are required in manufacturing SMEs to better manage their Industry 4.0 transformation projects.Research limitations/implicationsUsing the case study method limits the generalization of the results. The organizational changes observed, and their characteristics might be specific to the studied manufacturing. Although results could vary in different contexts, many manufacturing SMEs have similar characteristics to those observed in this study.Practical implicationsThis research provides preliminary evidence of an iterative organizational change management approach that manufacturing SMEs must adopt to facilitate the management of their digital transformation.Originality/valueThis research provides a better understanding of how a manufacturing SME can improve its capabilities to manage its digital transformation by introducing iterative organizational changes. From these results, a link to the organizational learning literature can be drawn and developed upon.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

Brodeur

Deschamps

Pellerin

2023

JMTM

View full text Add to dashboard Cite

show abstract

“…Another issue that arises when you do not have a clear-cut strategy is difficulty setting or sticking to a budget (Bogoviz et al, 2018; Isikli et al, 2018). It is easy to experience scope creep as you respond to customization requests and evolving customer needs.…”

Section: Digital Transformation Challengesmentioning

confidence: 99%

A Perspective on Digital Transformation Among Indian Exporting Firms

Khan

Goel

2022

FIIB Business Review

View full text Add to dashboard Cite

The objective of this prospective study is to demonstrate the challenges faced by business organizations while adapting to the new digital landscape. The idea is to assist in breaking down the complex process of digital transformation and strengthen the management perspective in the area. The study argues how manufacturing exporting firms could develop a digital transformation strategy that includes a different aspect of the strategy tailored to the nature of the Indian exporting firms. Dealing with different aspects of digital transformation, the study discusses different perspectives such as core competencies, internal drivers of digital transformation (IDDT) and external drivers of digital transformation (EDDT), enablers of digital transformation (EDT), new capabilities required and strategic imperatives of digital transformation. Synthesizing digitalization through these lenses can help in developing and implementing a successful digital transformation strategy.

show abstract

“…As the process is digitized the number of employees is expected to decrease. As a result, labor savings affect the return on investment of projects so they can be used as a criterion for digital transformation project selection [8].…”

Section: Dt Project Selectionmentioning

confidence: 99%

Digital transformation project selection using Interval Valued Type-2 Intuitionistic Fuzzy TOPSIS

Öztayşi¹,

Onar²,

Kahraman³

et al. 2022

NIFS

View full text Add to dashboard Cite

Digital transformation necessitates fundamental changes in business processes, business models, and even cultures of the companies. DT projects provide a substantial value to the business competition and effect their market shares. In order to reach these results, digital transformation projects should be carefully analyzed and evaluated. In this paper, we focus on digital transformation project prioritization problem under multiple criteria. Just like many other technology related decisions, digital transformation problems are inherently uncertain, which leads researchers to employ the fuzzy set theory. Interval Valued Type-2 Intuitionistic Fuzzy Sets (IVT2IFS) are a relatively new extension of fuzzy sets which take into account membership and non-membership values as an interval. In this paper, we utilize Interval Valued Type-2 Intuitionistic Fuzzy TOPSIS method for a digital transformation project prioritization problem and apply the model to a real-world example.

show abstract

Project Portfolio Selection for the Digital Transformation Era

Cited by 14 publications

References 33 publications

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

Organizational changes approaches to facilitate the management of Industry 4.0 transformation in manufacturing SMEs

A Perspective on Digital Transformation Among Indian Exporting Firms

Digital transformation project selection using Interval Valued Type-2 Intuitionistic Fuzzy TOPSIS

Contact Info

Product

Resources

About