Technology Impact Types for Digital Transformation

Pousttchi, Key; Gleiß, Alexander; Buzzi, Benedikt; Kohlhagen, Marco

doi:10.1109/cbi.2019.00063

Cited by 47 publications

(23 citation statements)

References 24 publications

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“…SO toward digitalization also influences the marketing dimension because the multinational will be able to devise and adopt novel marketing strategies that have a greater impact on the buying decisions of their consumers, as it expands its understanding of the opportunities and potential uses of digital technologies (Pousttchi et al, 2019;Warner and Wä ger, 2019), e.g. by adopting search engine optimization (SEO) and Search engine marketing (SEM) tools.…”

Section: Strategic Orientation Toward Digitalization and Service Innovation Capacitymentioning

confidence: 99%

Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter

Pérez

Veléz-Ocampo

Cepeda-Cardona

2021

JKM

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Purpose This study aims to analyze the mediating effect of the open innovation processes of knowledge acquisition and exploitation as external embeddedness strategy on the relationships between strategic orientation toward digitalization and the three dimensions of the innovation capability: client, marketing and technology. Design/methodology/approach The research model was tested using a structural equation modeling design based on survey data from a financial and insurance sector multinational enterprise with direct operations in seven emerging countries. This sector is classified as being highly digitalized. Findings The results show that strategic orientation toward digitalization has an effect on innovation capability, with a greater impact on the client and technology dimensions than on the marketing dimension. However, the relationships with clients and technology are partially mediated by acquisition, while the one with marketing is mediated by exploitation. Originality/value This finding widens the current purpose and theoretical sense of external embeddedness as a type of inter-organizational arrangement key for digitalization in the literature, which is focused on the adaptation of digital technology of the head office to the needs of the subsidiaries and the systems of their local allies. By contrast, the study results show that external embeddedness is key for the multinational to be able, from its global way of creating value through digital technologies, not only to improve operating efficiency, but also to meet costumer experience expectations in each host country and innovate in local commercialization strategies, on account of the knowledge transfer between the multinational and the local players on customer preferences and technology uses in local markets.

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Section: Strategic Orientation Toward Digitalization and Service Innovation Capacitymentioning

confidence: 99%

Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter

Pérez

Veléz-Ocampo

Cepeda-Cardona

2021

JKM

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“…We applied complementary concepts to these cases to understand, analyze, and compare the innovative capacity and impact potential of each case. Here, we refer to businessrelated concepts, as resource-based view (Barney 2001), process and value creation (Porter 1985;Hammer and Champy 1993), digital transformation (Pousttchi et al 2019a), and stakeholder value (Donaldson and Preston 1995). We also applied health-related concepts such as healthcare cycles (Fiechter and Meier 1998;Bergman et al 2011;Knöppler et al 2016) or interoperability models (Sunyaev et al 2010).…”

Section: Methodical Approachmentioning

confidence: 99%

“…Additionally, some innovations target emotional factors by improving the work environment (#26: sensor-based UVtechnology to kill germs) or collaboration at large (#10: platform and apps for gynecology wards and patients). In addition, the innovations exploit basic IT potentials (Pousttchi et al 2019a) such as automation (#24: app for automatic individual therapeutic exercise plans), parallelization (#15: device and app to record, archive and analyze long-term ECG) or time and space override (#34: video system to include therapeutic exercises in daily routine). Mostly, a combination of different digital transformation (DT) causes and elements (Pousttchi 2017;Pousttchi et al 2019a) is required to leverage the above-mentioned effects.…”

Section: Synthesis Phase: Conceptualizing the Impact Of DI In Hospitalsmentioning

confidence: 99%

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Removing barriers for digital health through organizing ambidexterity in hospitals

Gleiß

Lewandowski

2021

J Public Health (Berl.)

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Aim Hospitals noticeably struggle with maintaining hundreds of IT systems and applications in compliance with the latest IT standards and regulations. Thus, hospitals search for efficient opportunities to discover and integrate useful digital health innovations into their existing IT landscapes. In addition, although a multitude of digital innovations from digital health startups enter the market, numerous barriers impede their successful implementation and adoption. Against this background, the aim of this study was to explore typical digital innovation barriers in hospitals, and to assess how a hospital data management platform (HDMP) architecture might help hospitals to extract such innovative capabilities. Subject and methods Based on the concept of organizational ambidexterity (OA), we pursued a qualitative mixed-methods approach. First, we explored and consolidated innovation barriers through a systematic literature review, interviews with 20 startup representatives, and a focus group interview with a hospital IT team and the CEO of an HDMP provider. Finally, we conducted a case-study analysis of 36 digital health startups to explore and conceptualize the potential impact of DI and apply the morphological method to synthesize our findings from a multi-level perspective. Results We first provide a systematic and conceptual overview of typical barriers for digital innovation in hospitals. Hereupon, we explain how an HDMP might enable hospitals to mitigate such barriers and extract value from digital innovations at both individual and organizational level. Conclusion Our results imply that an HDMP can help hospitals to approach organizational ambidexterity through integrating and maintaining hundreds of systems and applications, which allows for a structured and controlled integration of external digital innovations.

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“…This dimension refers to the various combinations of digital technologies (e.g., IoT, machine learning, AI, VR/AR) that companies include in their business, processes, products, services and digital business development [59]. Digital transformation is based on direct and indirect effects of the application of digital technologies and techniques [60].…”

Section: Technologymentioning

confidence: 99%

The Role of Digital Maturity Assessment in Technology Interventions with Industrial Internet Playground

et al. 2021

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The use of digital technologies such as Internet of Things and advanced data analytics are central in digitally transforming manufacturing companies towards Industry 4.0. Success cases are frequently reported, and there is clear evidence of technology interventions conducted by industry. However, measuring the impact and effect of such interventions on digital maturity and on the organizational adoption can be challenging. Therefore, the research aim of this paper is to explore how the combination of the different methods of Industrial Internet Playground (IIP) pilots, Shadow Infrastructure (SI) and digital maturity assessment can assist in conducting and documenting the technical, as well as organisational, impact of digital interventions. Through an elaborate literature review of existing digital maturity assessment tools and key dimensions in digital transformation, we have developed a digital maturity assessment tool (DMAT), which is presented and applied in the paper to identify digital development areas and to evaluate and document the effects of digital interventions. Thus, the paper contributes with new knowledge of how the IIP pilot and SI combined with digital maturity assessment can support effective, transparent and documented digital transformation throughout an organisation, as explored through theory and a practice case.

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Technology Impact Types for Digital Transformation

Cited by 47 publications

References 24 publications

Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter

Strategic orientation toward digitalization to improve innovation capability: why knowledge acquisition and exploitation through external embeddedness matter

Removing barriers for digital health through organizing ambidexterity in hospitals

The Role of Digital Maturity Assessment in Technology Interventions with Industrial Internet Playground

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