Understanding digital transformation: A review and a research agenda

Vial, Grégory

doi:10.1016/j.jsis.2019.01.003

Cited by 3,518 publications

(3,225 citation statements)

References 134 publications

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“…All these issues are being discussed in literature. The conceptual development of digital innovationswhich depict an essential element of an organization's digital transformationhas been of special interest to Information Systems (IS) research over the last decade (Kohli and Melville 2018;Nambisan et al 2017;Vial 2019;Yoo et al 2012). In addition, there is a growing amount of studies on the enabling factors of digital innovations including newly emerging capabilities (Li et al 2018), cultural change (Hartl and Hess 2017), new forms of organizational structures such as digital infrastructures (Henfridsson and Bygstad 2013) or digital platforms (Gawer and Cusumano 2014;Karimi et al 2009;Yoo et al 2012), but also new ways of cooperation (e.g.…”

Section: Introductionmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

111

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In the digital era, organizations can use digital technologies to develop new digital products and services, business processes, or business models. These so-called digital innovations pose a serious challenge for both theory and practice. Accordingly, the last years have brought forward a multitude of research in this area. With this article we want to link existing research streams on digital innovations and, thus, pave the way for future research in this area. Therefore, we consolidate prevailing work on digital innovations into a technology-driven "linking" framework on digital innovations and their embedding in organizations. According to our framework, the realization and embedding of digital innovations into organizations manifests along three concentric rings: the technology-driven development and the different implementation categories of digital innovations at the core, the enablers of digital innovations in a second ring, and the governance of digital innovations in a third ring. Based on the proposed framework we point out promising areas for further research in this field.

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Section: Introductionmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

111

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“…Across all sectors, established companies currently face a wave of digitalization, the adoption and use of emergent digital technologies in an individual, organizational, and societal context [15]. As a reaction to this wave, pre-digital companies start digital transformations which Vial [16] describes as "a process that aims to improve an entity by triggering significant changes to its properties through combinations of information, computing, communication, and connectivity technologies". The importance of this topic is also reflected by the increasing number of publications in premier IS journals [16].…”

Section: Digital Transformation Leads To New Digital Bms In Establishmentioning

confidence: 99%

“…As a reaction to this wave, pre-digital companies start digital transformations which Vial [16] describes as "a process that aims to improve an entity by triggering significant changes to its properties through combinations of information, computing, communication, and connectivity technologies". The importance of this topic is also reflected by the increasing number of publications in premier IS journals [16]. One aspect of the digital transformation is in many cases the development of new BMs through the combination of the evoked technologies.…”

Section: Digital Transformation Leads To New Digital Bms In Establishmentioning

confidence: 99%

The Whole is Greater than the Sum of its Parts – Synergies between Non-Digital and Digital Business Models within Companies

Toutaoui

Benlian

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Digital transformation is increasingly becoming a major concern for established companies. Part of the digital transformation is often the creation of new business models based on digital technologies, which do not replace the established business model but act as additional source of revenue. Two concurrent business models within one company creates the opportunity of synergies between these business models. However, knowledge on interactions between two business models, specifically digital and nondigital, remains in an embryonic stage. This multicase study, based on companies from various industries and size, addresses this shortcoming. Following the business model canvas and the theories of resource relatedness and complementarity, we show how both business models can propel each other thanks to value and cost synergies between them. Finally, we offer rich insights for practitioners on what type of synergies they can benefit from and present guidelines they can use to identify and unlock these synergies.

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“…IS capabilities are meta-level constructs that are underpinned by different competences embedded in organizational processes, and rooted in employee skills and knowledge [20]. Therefore, a DT often requires a transformation of the workforce [9], and is associated with, among other structural changes, changes in employee roles and skills [25]. To increase IS capabilities, or digital capabilities, organizations should build their own digital talentseither by training internal resources or by acquiring external resources [3; 10].…”

Section: Introductionmentioning

confidence: 99%

Competences for Digital Transformation: Insights from the Norwegian Energy Sector

Osmundsen¹

2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Numerous established firms are undergoing digital transformations. To manage a digital transformation (DT), companies should develop DT capabilities. One important prerequisite for DT capabilities is DT competence -a bundle of employee skills, knowledge, and expertise necessary for a successful DT. However, research on which competences are essential for a DT is limited, as is research on how established firms can obtain these competences. Based on a longitudinal case study, this paper provides insight into which competences were identified as important for the DT at an established firm in the Norwegian energy sector, and how these competences were obtained. The paper also presents a conceptual model, to better understand and study the concept of DT competence as a prerequisite for DT capabilities.

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Understanding digital transformation: A review and a research agenda

Cited by 3,518 publications

References 134 publications

Digital innovations

Digital innovations

The Whole is Greater than the Sum of its Parts – Synergies between Non-Digital and Digital Business Models within Companies

Competences for Digital Transformation: Insights from the Norwegian Energy Sector

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