The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives

Ciampi, Francesco; Faraoni, Monica; Ballerini, Jacopo; Meli, Francesco

doi:10.1016/j.techfore.2021.121383

Cited by 66 publications

(54 citation statements)

References 161 publications

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“…With recent dramatic acceleration in new technologies such as artificial intelligence, big data and machine learning, using the internet, IS projects are bringing about rapid change and innovation to organisations by increasing digitalisation and connectivity [72] [73]. However, at the same time, these projects present novel and complex challenges to organisations, in the process impacting upon decision-making in various areas including question on how to most effectively and efficiently manage their transformative and potentially, disruptive effects [74] [75].…”

Section: A Complexity Of Is Projectsmentioning

confidence: 99%

Salient Complexities of Engaging External Consultants in Information Systems Projects

Chipulu

Ojiako

Thomas

2024

IEEE Trans. Eng. Manage.

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Project sponsors have sought to develop the necessary competence to address various challenges they face during project development, implementation and exploitation by employing different initiatives including the engagement and use of external consultants.However, doing so is associated with a number of consequences, including a significant risk of exacerbating project complexities. With this in mind, we set out in this study to examine the salient differences in the key project complexities between projects engaging consultants and those not engaging consultants. Data is obtained from 146 project management practitioners engaged in projects in Canada and the United States. Data analysis is undertaken using 3-way Multidimensional Scaling (MDS). Findings as relates to the key complexities associated with information systems projects, points to the manifestation of six broad dimensions of complexity namely (i) 'Variety' (ii) 'Control' (iii) 'Criticality' (iv) 'Scope and repetition' (v) 'Information' and (vi) 'Dependence'. As relates to how consultant engagement changes the salience of these key project complexities, we find that consultant engagement leads to more varied and stronger structural complexity and higher salience of interpersonal and organisational complexity.

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Section: A Complexity Of Is Projectsmentioning

confidence: 99%

Salient Complexities of Engaging External Consultants in Information Systems Projects

Chipulu

Ojiako

Thomas

2024

IEEE Trans. Eng. Manage.

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“…Finally, digital transparency exposes firms to growing consumer, collaborator, and community pressures to increase environmental and social accountability. On the one hand, the application of digital technologies, such as blockchain and wireless broadband technologies, makes the origin and flow of information related to production, distribution, marketing, and consumption highly transparent, traceable, and available for consultation ( Kouhizadeh and Sarkis, 2018 ; Ciampi et al, 2022 ). Thus, firms with a higher level of digital transformation may be subject to greater scrutiny and control from stakeholders and induced to engage in social performance initiatives ( Gilliland et al, 2010 ; Orlitzky et al, 2017 ).…”

Section: Theoretical Framework and Hypothesis Developmentmentioning

confidence: 99%

“…Such a transformation involves fundamental changes in data acquisition, warehousing, analytics, and implementation ( Kohtamäki et al, 2020 ; Paiola and Gebauer, 2020 ; Roblek et al, 2021 ; Vaska et al, 2021 ), affecting the way companies engage with stakeholders ( Stohl et al, 2017 ; Dunn and Harness, 2019 ). Besides, digital transformation affects information sharing, exchange, and mutual monitoring between focal firms and their partners ( Kouhizadeh and Sarkis, 2018 ; Cenamor et al, 2019 ; Ciampi et al, 2022 ). Hence, we argue that a higher level of digital transformation allows firms to better identify stakeholder expectations, increases the number and range of stakeholder needs, and strengthens firms’ monitoring intensity, thus improving CSP.…”

Section: Introductionmentioning

confidence: 99%

Digital Transformation and Corporate Social Performance: How Do Board Independence and Institutional Ownership Matter?

Meng

2022

Front. Psychol.

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This study addresses a gap in the literature on corporate governance and corporate social responsibility (CSR) by investigating whether and how board independence and institutional ownership moderate the relationship between digital transformation and corporate social performance (CSP). We find that digital transformation increases CSP using a panel dataset of Chinese publicly listed firms between 2014 and 2018. Moreover, we show that this positive impact is more pronounced when firms have higher proportions of independent directors on the board and institutional owners. These findings contribute to a better understanding of CSR dynamics, supporting the formulation and implementation of efficient CSR strategies in the digital era.

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“…Digitally connected company supply chain management makes the company more market-sensitive, virtual, network-based, and process aligned, including in the health services sector [20]. Digitalization of services works through fast decision-making, increasing employee productivity, customer satisfaction, and competitive performance [21]. Lean digitization is a management method to integrate lean thinking and digitalization in production process management [22].…”

Section: Introductionmentioning

confidence: 99%

“…The high volume of patients and the length of waiting time increase the risk of the spread of Covid-19, which can be anticipated through the implementation of digitally connected services [25], [26]. Digitalization in companies is also helpful in increasing company agility in responding to environmental changes, especially during a global pandemic [21]. Digital technology can reduce lead times, adjust service volumes based on customer expectations, improve service coordination and collaboration, reduce costs, and increase product innovation and customer value.…”

Section: Introductionmentioning

confidence: 99%

Digitalization of Outpatient Services Based on Lean Management to Reduce Waiting Time in Government Hospital

Astiena¹,

Hadiguna²,

Iswanto³

et al. 2022

Int. J. Adv. Sci. Eng. Inf. Technol.

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Hospital outpatient waiting times in Indonesia do not meet the standards. Lean management reduces waste, while digitalization plays a role in managing service complexity. Implementing lean in parallel with digitalization increases the opportunities for improvements, but empirical research on this is still limited. This study aimed to generate an analytical study of the impact of Lean application in reducing the waste of waiting time for outpatient services at a government hospital. The research design was pre-and post-intervention. The study was conducted in a regional government hospital with 80 people as a sample who was recruited by systematic random sampling. Data collection was carried out through observation and mapping the flow of patient service time from booking to completion of a doctor's consultation using the time stamp. Efforts to reduce waiting time are carried out through a simulation of the Lean-based digitalization model. The variables are the number of Service Steps, Lead Time, Waiting Time, Value-Added Activities, Non-Value-Added Activities and Value-Added Ratio (VAR). The results showed that lean-based service digitalization was able to reduce service steps from 10 to 4 steps, waste waiting from 5 to 2 steps, and Lead Time from 336 to 39 minutes (-88.4%), increasing the VAR from 5.1% to 20.5%. This research is limited to the implementation of lean digitally. It is important to statistically compare the impact of digital and non-digital lean implementation in some hospitals.

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The co-evolutionary relationship between digitalization and organizational agility: Ongoing debates, theoretical developments and future research perspectives

Cited by 66 publications

References 161 publications

Salient Complexities of Engaging External Consultants in Information Systems Projects

Salient Complexities of Engaging External Consultants in Information Systems Projects

Digital Transformation and Corporate Social Performance: How Do Board Independence and Institutional Ownership Matter?

Digitalization of Outpatient Services Based on Lean Management to Reduce Waiting Time in Government Hospital

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