Firm Digital process transformation
225516105
The Transformation of the Innovation Process: How Digital Tools are Changing Work, Collaboration, and Organizations in New Product Development*
Over the past several decades, digitization has invaded all areas of human activity, including innovation The result of digitization of existing tools for design and collaboration, and the introduction of entirely new digital tools, is a far more substantive change of innovation than previous generations of tools enabled It affects not only the quality of the output and speed of its generation, but it affects the innovation work itself, changes work content, collaboration patterns, decision authority, organizational set ups, governance structures, firm boundaries, and ultimately entire ecosystems In this article, the digitization of New Product Development (NPD) a subset of innovation, is studied to pursue two research questions: (1) How has the digital tool landscape in NPD changed over the past 15 years, and (2) how have these changes affected how firms innovate? This research uses a longitudinal multi method, qualitative approach to deep dive into actual use cases of digital design tools such as computer aided design CAD and new tools such as collaborative information technology (CIT) The changes in these tools and observations into how these tools are transforming the very nature of how things are designed is the research focus of this study These tools have become increasingly more sophisticated while being easier to use and are integrated earlier in the design process As a result, digital tools have a far broader reaching impact than previous generation of tools Not only do they affect output and process efficiency, but they also increase depth and breadth of the work of individual innovators, they lead to rearrangement of the entire innovation processes, enable new configurations of people, teams, and firms, and rewrite the rules on how knowledge management acts as a critical competitive capability The progression of digitization is laying the groundwork for changes to what firms are and do and points to different ways of organizing, specializing, and training for NPD professionals
Tucker James Marion Sebastian K Fixson
224880712
Strategy, Culture, Human Resource, IT Capability, Digital Transformation and Firm Performance Evidence from Vietnamese Enterprises
Digital transformation is the application of technology to all aspects of the business. If this process is effective, it will completely transform the business operation, then it will increase the business efficiency. The study measures the factors affecting digital transformation and the impact of digital transformation on innovation and firm performance. Using quantitative methods based on data of 180 Vietnamese enterprises with digital transformation, the results show that there are four factors that influence Digital Transformation: IT Capability, Digital Business Strategy, Human resource capability, Organizational Culture. Among these four factors, the research findings also confirm that digital transformation has a direct impact on innovation and firm performance. Based on these findings, some specific policy implications will be proposed in order to make firm performance more effective.
Nguyen Van Thuy
218692429
Boosting the Firm Transformation in Industry 5.0: Experience Agility Innovation Model
Industry 5.0 brings collaborative and automatic environment, thus creating a new paradigm for companies in doing business. The way organizations manage resources and capability, especially in relationship with people, culture and process in creating new business models have changed. Previous studies on developing innovation based on customer experience and agility of organization focus on the concept, relationship among variables and the implication. However, in the context of industry 5.0, the study on those topics has not been revealing. Hence, this study aims to assess the concept of experience agility innovation model to support transformation in the context of digital transformation to face Industry 5.0. The proposed model was assessed with 195 Indonesia ICT firms using SEM PLS statistical tools. The findings demonstrate that the firm that offers compelling value proposition from customer experience while concurrently developing agility in the organization to create business model innovation could boost the transformational performance. For further researches, the study can be enhanced through expanding the model, sample, and time
International Journal of Recent Technology and Engineering
Leonardus Wahyu Wasono Firdaus Alamsyah
212424563
Strategic action fields of digital transformation
The purpose of this paper is to capture the collective understanding of digital transformation (DT) across Swiss businesses and establish a reference framework based on the strategic action field (SAF) theory.,A number of Swiss associations provided their databases for an online survey. The large sample includes 2,590 participants from 1,854 organisations and delivered over 4,200 descriptions of DT, categorised into seven SAFs. A cross tabulation of SAF combinations by firm size identified 127 possible SAF combinations which constitute the common understanding of DT.,The data set allowed the identification of SAFs and the conceptualisation of DT based on a shared understanding. Drivers of digital transformation are: process engineering, new technologies and digital business development, supported by digital leadership and culture, the cloud and data, customer centricity and digital marketing.,For practitioners, the study provides the SAFs that should be considered for DT strategies. For academic scholars, a unique data set has allowed the study of DT by analysing action field combinations, revealing a nuanced constellation of SAFs. Limitations are the focus on Swiss organisations and a convenience sample for collecting the analysed data.,For the first time, the shared understanding of DT in Swiss businesses based on SAFs has allowed a conceptualisation of DT in order to provide guidance to businesses managers and employees.
Marc K Peter Corin Kraft Johan Paul Lindeque
235012125
Digital Transformation in Manufacturing Ecosystems: A Case of Integration Decoupling
Recently, the ecosystem perspective has offered a novel way to analyze technological diffusion and competition, which has been extensively leveraged to understand born digital firms. These, however, represent only a part of the competitive landscape. Non born digital industries, like those focusing on manufacturing, have traditionally been arranged in a network composed by peripheral and core firms, with the latter characterized by holding superior knowledge and control over the network. Yet, the "digital transformation" of non born digital firms is scarcely investigated, and we have limited understanding of how this process may shift the firms' position in the knowledge and supply network, thus affecting the entire ecosystem. Through a longitudinal qualitative study of Dallara, an Italian motorsport firm that underwent a radical process of digital transformation, our research identifies the implications for the introduction of digital processes in a manufacturing company. We highlight how digital processes increased the firm's technological modularity, relational orchestration, and knowledge assets, thus allowing the firm to enhance its centrality in the knowledge network, while maintaining a peripheral position in the supply network. This corresponded to defocusing from its traditional manufacturing activities, but led to increased performance and sustained firm growth. Implications for theory and practice are discussed.
Carmelo Cennamo
231798853
A Proposed Conceptual Framework for Organizational Readiness of Firms for Digital Business Transformation Strategy
Pre digital firms are facing real threat from the digital disruption caused by the rapid digital technologies development. Digital business transformation has become a hot topic among scholars and practitioners as a proper response to the digital disruption. However as per previous studies, most of the reported digital transformation initiatives fail to meet organizations ambitions, indicating the need for more research in this area. The lack for acceptable theoretical model that can help managers better understand the process of achieving digital transformation objectives motivated the researcher to conduct this study aiming to propose a model that helps managers to assess their firm's organizational readiness for digital transformation. The study will examine the roles of leadership and organizational culture in enhancing firm's readiness for digital transformation. The researcher will empirically validate the proposed model with 260 telecom employees in Yemen and using Structure Equation Modeling (SEM) to analyze the data. The researcher recommends to extend the proposed models to include technological and environmental factors that influence firm's readiness for digital business transformation. The proposed model will be a new contribution to the body of knowledge of digital transformation.
Nabil Alkhamery Fakhrul Anwar Zainol Murad Al-nashmi
226681504
Digital Transformation in SMEs Lean Management Industry 4.0
Digital transformation will considerably change the technical production environment and the way of working in the industry. This change will take place primarily in the larger conglomerates, but will soon affect small and medium sized enterprises (SMEs) In Germany, particularly SMEs are of high importance, as they constitute a substantial part of the overall firm population. The initiative Industry 4.0, based on the high tech strategy of the German federal government, is also a research platform focused on driving the digital transformation process in the German industry. As digital transformation is not only a technical but also a managerial and cultural challenge, many companies have already formulated some strategic digital transformation ideas. In practice, however, only selected and very innovative (often larger companies) have implemented first solutions. These solutions often concentrate on production improvement as cost reduction, flexibility, and quality. The creation of new products and particularly new business models is still a distant prospect. Due to the specific cultural and managerial framework, most SMEs are especially challenged. The digital transformation process in these companies requires substantial changes in leadership and management behavior as well as conduct. Hence, a structured holistic change project, using established methods of the Lean Management Approach, is a prerequisite for a successful digital transformation process. Lean management and Industry 4.0 form a compulsory symbiosis.
Rudolf Jerrentrup
202294703
Decomposing the Complexity of Value: Integration of Digital Transformation of Education with Circular Economy Transition
In this article, we highlight the pressing need for integrating the windows of opportunities that digital transformation of education opens up with circular economy education to accelerate the achievements of sustainability outcomes. Circular economy transition, as a multi scalar process, relates to several contexts, e.g. product, firm, industry level transformations ranging from designing local socio technical solutions to greening global value chains, with multi level policy and business implications for finance, production, distribution, consumption that are fundamentally consequential to everyday life, work and learning. Drawing on theories of neo capital, multi level perspective and structuration, and as methodology, using content analysis and qualitative meta synthesis of scientific publications in digital education for sustainability, we blended our findings into multi level, multi domain structuration blueprints, which capture the complexity of value emanating from the interactions among external structures, internal structures of agents, active agencies and outcomes, for circular economy open online education and massive open online course instructional designs. We conclude that learning and creating multiple values to increase social ecological value, complementarily to economic value, necessitate activating the complexity of value embedded in digital education and circular economy transitions with cu2005mizable niches of learning preferences and journeys of individuals and groups, within broader (and evolving) technological, organizational and institutional structures.
Social Sciences
Serdar Turkeli Martine Schophuizen
208366823
Does Enterprise Architecture Support the Digital Transformation Endeavors? Questioning the Old Concepts in light of New Findings
Digital transformation commonly refers to a disruptive process that changes significally the way organizations evolve, compete, interact and create value. Therefore, it is critical for companies to hadle with the business potential of innovative digital capabilities, to update their operational and decision making processes and to develop new strategic business models. In this complex endeavor, the evolution of firm's information system is an important facet that brings together technology, organization and human actors. Enterprise Architecture (EA) methods and frameworks are proposed as essential techniques to handle such evolutions. However, the complex and disruptive nature of the underlying transformations raise multiple questions concerning the adequacy of EA for digital transformation projects. Therefore, this paper aims to examine the extent to which existing EA approaches support such projects. It presents an analysis of interviews with both IT and business projects managers from five different companies. We asked about concrete projects, both about the project goals and the EA methods used, but also about the difficulties and challenges they face in their daily work when using EA frameworks. The analysis show that although existing EA frameworks are essential tools to support and drive digital transformation projects, some important contextual and organizational characteristics are missing. These characteristics are discussed and a research agenda is suggested to fill this gap.
MCIS
Mouaad Hafsi Said Assar
196178896
Digital Transformation Strategies of Multidisciplinary Design Firms: Key takeaways from Experts' Interviews
The aim of this chapter is to present the digital transformation strategies adopted by a sample of multidisciplinary design firms. For doing this, first, the author selects three Italian multidisciplinary design firms of different sizes (small, medium, and big) and at diverse digital maturity levels. Second, semi structured interviews with the BIM manager/coordinator of each firm are conducted to collect data about the digital transformation strategy adopted by the firm. Each of the three firms is investigated according to the same pre defined theoretical framework. For doing this, the author proposes four interpretation lenses to frame the changes which multidisciplinary design firms implement in order to manage digital transformation. These four lenses are People, Process, Product, and Policy (4Ps) Finally, the combination of the literature review and expert interviews leads the author to identify two paradigm shifts which synthesize the process oriented and organizational changes associated with the digital transformation of multidisciplinary design firms: (1) From a silo based and sequential to a collaborative and iterative digital design process; and (2) From a vertical and hierarchical to a platform based and networked organization.
Marcella M Bonanomi