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Open Access
Article
Publication date: 24 April 2023

Ahmed Bounfour, Thomas Housel, Trent Silkey and Alberto Nonnis

The purpose of the current study is to illustrate the importance of strategic agility (SA), the capacity to respond agilely to a rapidly changing environment, for digitally…

1248

Abstract

Purpose

The purpose of the current study is to illustrate the importance of strategic agility (SA), the capacity to respond agilely to a rapidly changing environment, for digitally transforming firms during the COVID-19 crisis. A secondary purpose of the study is to conceptually frame SA as a function of the creative to realized intangible capital (IC) ratio.

Design/methodology/approach

To inferentially corroborate the hypothesis, this study exploits the results of a recent firm-level survey, conducted under the H2020 project GlobalInto (2021). Via OLS and ordered logistic regressions, the relationship among SA, economic performance and IC was tested.

Findings

The exploratory findings implied that the more strategically agile companies were those that responded more effectively to the pandemic crisis, but only if they were ahead in terms of digital transformation. Moreover, the results implied that firms that were able to efficiently convert their creative IC into realized IC were the most strategically agile.

Originality/value

This study developed a new conceptual framework for digitally transforming firms that included the role of SA and the IC conversion ratio in the context of extreme threats to the survival of firms. Some preliminary practical recommendations were offered to management about how to measure the IC conversion ratio as well as how to stimulate and reward greater creativity among employees, filling a notable gap in the SA literature that provides less than precise guidance about how this concept can be measured.

Details

Digital Transformation and Society, vol. 2 no. 3
Type: Research Article
ISSN: 2755-0761

Keywords

Open Access
Article
Publication date: 5 July 2022

Ahmed Bounfour, Jean-Michel Etienne, Xiaolin Cheng and Alberto Nonnis

The paper aims to address the organizational transformation of firms for value creation resulting from cloud computing (CC).

2119

Abstract

Purpose

The paper aims to address the organizational transformation of firms for value creation resulting from cloud computing (CC).

Design/methodology/approach

With reference to the theory of organizational fit, we modeled organizational transformation as a function of five aspects of CC practice: functionality, data management, roles and competences of information technology services, control and organizational culture. The output variable was tested against a set of input variables defined with reference to the technology–organization–environment (TOE) and technology acceptance model (TAM). Based on a sample of 487 companies in seven countries in Europe, Asia, and the United States, the authors distinguished two groups of firms: transformational and hyper transformational.

Findings

The results highlight the key factors that determine whether a firm falls into one of these two groups, and include perceived usefulness and perceived ease of use, complexity and compatibility of CC technology, and adequacy of resources. Top management support and government policy are found to only play a role for the transformational group while, surprisingly, vendor support had no impact for either group.

Originality/value

This research contributes to the literature on the role of digital transformation in value creation and on digitization of firms and organizational design, notably by considering the contribution of CC to the organizational dimension. To the best of the authors’ knowledge, this is the first study to make the link between TOE and TAM models and organizational fit theory, thereby going beyond the general approach to adoption found in information system research.

Details

Digital Transformation and Society, vol. 1 no. 1
Type: Research Article
ISSN: 2755-0761

Keywords

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