Role of CDOs in the Digital Transformation of SMEs and LSEs - An Empirical Analysis

Becker, Wolfgang; Schmid, Oliver; Botzkowski, Tim

doi:10.24251/hicss.2018.573

Cited by 28 publications

(25 citation statements)

References 26 publications

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“…However, the entire company would also be digitalized by ''transforming the existing business model into the digital world, developing new business models to drive the business forward into the future'' (SME 19). In line with Hess et al (2016) and Becker et al (2018), the study shows that both SMEs and LSEs understood the fundamental idea of the digital transformation and the need for a suitable digital strategy. The basic purpose is to use all the advantages of digital transformation to survive in the digital age.…”

Section: Purpose Of the Digital Strategy In Smes And Lsessupporting

confidence: 62%

“…In particular, it is crucial whether companies make use of technology that already exists on the market or whether they act as market leaders through their own creation of new technology. Horlacher and Hess (2016) and Becker et al (2018) come to the same conclusion in their studies because they found that companies of all sizes-including both SMEs and LSEs-have to understand the role of new digital technologies, as these can disruptively change the existing business model. In addition, these new digital technologies result in new opportunities, but also threats for all company sizes (Haffke et al 2016;Leischnig et al 2016).…”

Section: Theoretical Frameworkmentioning

confidence: 84%

“…Table 1 shows the companies, with the respective study participants. The classification of companies was based on the size categories of the European Competence Center for Applied SME Research (Simon 1992;Becker et al 2018). Companies with a number of employees up to 3,000 represented SMEs, as long as their annual revenue did not exceed 600 million euros.…”

Section: Samplingmentioning

confidence: 99%

“…Conversely, for businesses, this means that they have ''to adapt their business infrastructure to the new digital era'' (Bharadwaj et al 2013, p. 472), which means that they must adapt their entire value chain to the new technology and digital requirements since the nature of value added has evolved (Porter and Heppelmann 2015;Klötzer and Pflaum 2017). This shows that in the future companies will have to develop business models that differentiate them from their current business models, and those of their competitors, by integrating and using new technologies to ensure the successful survival of companies in the digital future (Bharadwaj et al 2013;Hess et al 2016;Vey et al 2017;Becker et al 2018). In order for companies to tap into their full value-creation potential in times of digitalization, they need a clearly defined strategic orientation, by which future (digital) business models can be implemented.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The right digital strategy for your business: an empirical analysis of the design and implementation of digital strategies in SMEs and LSEs

Becker¹,

Schmid²

2020

Bus Res

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The importance of digitalization continues to grow, with companies from all sectors and of various sizes subject to this influence. To remain competitive in the future, companies must recognize and overcome the opportunities and challenges of digitalization in the long term. To do this, companies can develop an entire digitization strategy that affects all areas of the business, enabling them to achieve a holistic digital transformation and ensure their survival in the digital age. Based on a qualitative–empirical research design, this study examines whether small and medium-sized enterprises (SMEs) and large enterprises (LSEs) have such a strategy, and how it is structured. In particular, it addresses the use of new technology, changes in value added, structural changes and the financing of digitalization. At the same time, there is an examination of any similarities and differences among the different company sizes.

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Section: Purpose Of the Digital Strategy In Smes And Lsessupporting

confidence: 62%

Section: Theoretical Frameworkmentioning

confidence: 84%

Section: Samplingmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The right digital strategy for your business: an empirical analysis of the design and implementation of digital strategies in SMEs and LSEs

Becker¹,

Schmid²

2020

Bus Res

Self Cite

View full text Add to dashboard Cite

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“…Implementing the role of the CDO is also seen as one of the main challenges for SMEs (Becker, Schmid & Botzkowski, 2018). Its roles differ significantly from those of CDOs in larger companies: In SMEs, the CDO's primary responsibility lies in digitization and strategic management.…”

Section: The Situation In Small and Medium Enterprisesmentioning

confidence: 99%

Digital Maturity of HR in SMEs

Thomas¹

2020

Eur. j. econ. bus. stud.

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Digitalization and digital transformation processes pose chances and challenges to companies in a variety of different aspects. The present paper focuses on the digitalization of HR management in SMEs. The situation if discussed both in the light of SMEs, who are faced with unique challenges in terms of digitalization and its subsequent management. The role of the entrepreneurs/head of SMEs in driving the digitalization process is discussed. In a similar vein, the role HR departments can take both in their own digitalization and in the one of the company is displayed from various points of view, citing evidence that HR departments – especially of SMEs – often lag behind in terms of digitalization, thus not living up to their full potential as internal service partners of companies. An empirical study based on a quantitative survey explored these challenges further. A total of n = 16 experts from HR departments of German SMEs assessed the digital maturity of their own departments. The results show that – in accordance with the findings derived from the literature – HR departments are still struggling with digitalization, barely making use of their data and not connecting yet to other IT systems within the company. Most experts describe the role of their departments as reactive instead of active. These findings are discussed in the light of studies on digital maturity, showing that the situation in Germany/Central Europe for SMEs and their HR departments is a complex one: On the one hand it seems clear, that digitalization can help the companies and departments on a long-term perspective – which, according to some findings, is also well-known to the executives. At the same time, HR departments typically lack the (financial) resources and the involvement to actively work on their digital strategy.

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Theoretical Foundations for Development of Digital Strategy for Enterprise’ Sustainable Development

Pimenova

2021

Digital Technologies in the New Socio-Economic Reality

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Role of CDOs in the Digital Transformation of SMEs and LSEs - An Empirical Analysis

Abstract: Abstract

Cited by 28 publications

References 26 publications

The right digital strategy for your business: an empirical analysis of the design and implementation of digital strategies in SMEs and LSEs

The right digital strategy for your business: an empirical analysis of the design and implementation of digital strategies in SMEs and LSEs

Digital Maturity of HR in SMEs

Theoretical Foundations for Development of Digital Strategy for Enterprise’ Sustainable Development

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