The digitalization triumvirate: How incumbents survive

Multistage implementation framework for smart supply chain management under industry 4.0

“…Time and again, many scholars have highlighted the significance of the digital supply chain ( Addo-Tenkorang and Helo, 2016 ; Scuotto et al., 2017 ; Crittenden et al., 2019 ; Riemer and Schellhammer, 2019 ). In this regard, the previous literature draws attention to the digital supply chain in the industrial sector (Büyüközkan and Göcer, 2018 ).…”

Digital innovation in law firms: The dominant logic under threat

“…Despite the potential for digital innovation (Ferreira et al, 2019; Nambisan et al, 2017) and digital business model innovation (Bouwman et al, 2018), Hinings et al (2018) argue that digitalization can pose a threat for firms, as it changes the “rules of the game” and challenges established institutions, organizations, and their building blocks (Hinings et al, 2018). Digitalization is transforming the characteristics of legal practice (Kronblad, 2020), which is particularly challenging for incumbent firms (Crittenden et al, 2019; Warner & Wäger, 2019) that already have a recipe of practices that have proved to be successful in the past (Spender, 1989). Barton (2014) argues that digitalization should force lawyers to transcend from their established hourly businesses to become entrepreneurs, but Williams, Platt, and Lee (2015) maintain that so far, law firms have been reluctant to implement any major changes.…”

“…As digitalization transforms the external context of firms, digital innovation and digital business model innovation have become fundamental for their value creation, and competitiveness (Bouwman, Nikou, Molina‐Castillo, & de Reuver, 2018; Ferreira, Fernandes, & Ferreira, 2019; Nambisan, Lyytinen, Majchrzak, & Song, 2017) and the ability to adapt to the changed context have become crucial for firms that want to stay, or become, on top of the game (Jarzabkowski, 2004; Johansen, 2017; Teece, Pisano, & Shuen, 1997). This, however, seems to pose particular challenges in traditional industries, particularly for incumbent firms (Crittenden, Crittenden, & Crittenden, 2019; Warner & Wäger, 2019). While digital technologies stimulate innovation and enable new actors, structures, and practices, they also challenge, change, and replace existing practices, values, and beliefs (Hinings, Gegenhuber, & Greenwood, 2018).…”

Harnessing Digital Disruption With Marketing Simulations

“…. [It] means different things within different functions and locations in the business model” (Crittenden, Crittenden, & Crittenden, 2018, p. 17). Digitization is disrupting traditional business models in three distinct ways.…”