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The digitization process has increased the pressure on large firms to transform. However, current frameworks on digital transformation are not well explaining what factors contribute to, or hinder, a firm's digital transformation. Innovation diffusion theories could complement existing frameworks, and for this reason, the purpose of this paper is to expand the existing body of knowledge on what contributes to, or hinders, an industrial firm's digital transformation by applying a validated framework based on innovation diffusion theories on two pioneer cases: General Electric and Siemens EHR/Health Services.

The framework used in this paper is based on several years' empirical studies and iterative literature reviews on innovation diffusion theories. Further, each use case is based on literature reviews and unique empirical data, collected by the authors of this paper as a result of taking active part of respective company's multi-years transformation.

Common drivers of, and clear inhibitors to the two firms' transformation, were identified. The innovation diffusion framework was found to work very well in identifying those factors.

The implications are that researchers better can analyze/explain a digital transformation of a firm, and business managers can better plan or improve their firms' transformation processes.

The theoretical contributions of this paper are two: first, complement existing frameworks with a validated framework for innovation diffusion; second, provide an extension of our body of knowledge on factors that contributes to, or hinders, industrial firm's digital transformation.

Corporations' emphasis on startup collaboration for corporate innovation has reached a new level in the context of digital transformation. The purpose of this paper is to examine three different models of corporate-startup collaboration and the models' effects on the case companies' capabilities for, and actual outcome in regards to their business transformations.

The theory and case studies on corporate-startup collaboration models are based on several years' empirical study on 30+ multi-national corporations in the Western world. Further, iterative literature reviews on digital and business transformation have been conducted, leading to the identification of two different, but complementing frameworks used to analyze each case's capabilities and outcome in regards to business transformation.

Collaboration with startups was found to positively affect the firms' business transformation. Further, the three-step analytical process is a valuable path to better understand, and improve, the cases' capability for, and outcome in regards to their business transformations.

The paper includes three case studies and a new process for analyzing their effects on capabilities for, and actual outcome in regards to business transformation. More research is needed, both on cases and on how to refine the analytical process.

The practical contributions from this paper are the in-depth description of the three operational cases, as well as insights on how each model's set up (approach) can affect both capabilities for, but also level of business transformation. As a result, a company might need a portfolio of different startup collaboration initiatives in order to manage a more holistic transformation of their business.

The paper's main theoretical and practical contributions are further knowledge on organizations and organizational practices for corporate-startup collaboration, as well as a three-step process for analyzing each case's effect on the respective firm's capabilities for, and actual outcome in regards to business transformation.

The purpose and theoretical contributions of this paper are to improve current knowledge on culture's role in firms' digital transformation, as well as to identify and add a cultural “digital maturity” lens to well-known, already actionable frameworks for the digital transformation of firms.

To increase current knowledge on culture's role in firms' digital transformation, as well as to identify and add a cultural “digital maturity” lens to well-known and actionable frameworks for the digital transformation of firms, a multi-step approach was chosen, including both literature reviews as well as a qualitative study of one company case.

Early generations of digital transformation frameworks, mainly from the field of information systems (IS), did not take into consideration firms' culture. More recent research in the fields of management and organization, however, emphasizes the role of culture and key cultural attributes favorable for a digital transformation. By integrating key findings on digital transformation from these research fields, a multi-disciplinary framework could be presented, allowing any organization to plan, organize and monitor a digital transformation from three essential lenses: technical (processes and actions for transforming), social (transformation of norms and behavior) and macro (transformation of the perception of the outside world).

Only one case study was included in this study. The developed multi-disciplinary framework needs to be tested in more cases.

Practitioners can use the new integrated framework above for evaluating the conditions for, and the progression of a digital transformation, by using the developed framework and by applying the three lenses.

The paper contributes a new multi-disciplinary integrated framework for the digital transformation of enterprises and a further understanding of the impact of culture in the transformation of the firm.

Corporate-startup collaboration is an opportunity for inter-organizational learning. This paper aims to develop an empirically grounded typology to guide researchers and managers in choosing a model that is coherent with the underlying learning processes.

The empirical research consisted of three phases. First, 30 large companies were interviewed to identify different models of interaction. Second, eight different models and cases were selected, and a list of key characteristics of each model was drawn based on the empirical data, obtaining a first typology. Third, the typology was tested, improved and validated on nine corporations.

The main result of the study is an empirically grounded typology of models for corporate-startup interaction and inter-organizational learning. Six dimensions distinguish each model from the others.

The paper contributes to extend the literature on inter-organizational learning through different models of corporate-startups interaction. It also contributes to organizational ambidexterity theory, showing how collaboration with startups can improve exploitation and exploration.

The typology provides an instrument for analyzing and selecting operational models for corporate-startup collaboration and learning. The models can be modified or broadened, creating new hybrids.

The paper presents a novel way of looking at corporate-startup relations by studying them through the lens of organizational learning theory. It explains the existence of different inter-organizational arrangements and provides guidance in selecting the correct model.

This paper aims to introduce how sociological traditions can provide a complementary, conceptual lens needed to better understand a country’s orientation in its digital transformation policies. While historically sociology has been used to study technological effects, introducing a sociological lens that considers broader macro digital policies can better complement a country’s national innovation system framework by highlighting where forms of acceleration and inertia in digital diffusion may or may not occur.

To formulate this lens, iterative literature reviews were conducted and four major sociological traditions (i.e. Durkheim, Functional-Utilitarian, Marxist and Micro-interactionist) were identified and integrated into one structure. The integrated structure was then applied to the French case of Minitel as a sample application. The French Minitel was selected because it is well-known and due to one of the author’s familiarity with the French culture. The description was based upon secondary data.

Through the use and application of this lens, the findings reveal that understanding a country’s specific orientation within a sociological tradition can help academics and practitioners determine what accelerates or provides inertia in the diffusion of new digital technologies within a country’s sociological frame. For the French Minitel, two dominant views seem to exist in France, the Durkheim and the Functional-Utilitarian view, which both affected the country’s path dependency in continued investments in Minitel.

While policymakers are tasked with the development and implementation of digital transformation policies, a key consideration for both scholars and practitioners on digital policy and governance is to understand the broader macro ramifications of sociological frameworks on the evolving effects of digital transformation. While the authors provide a sample illustration, future research is needed to operationalize this lens and to apply it across various regions and countries in the development of new digital transformation policies.

As countries face considerable pressure to digitize their economies, policymakers require a better framework to advance the sociological aspects of digitization and its effects upon local institutions and actors in society. The paper provides a complementary lens that can better help them in this regard.

To date, policymakers and governments lack an integrated framework to understand the sociological effects of digital technologies and their diffusions along with their implications on societies such as on the framework of national innovation. The authors provide a sample integrated structure and sample application.

This paper explores digital transformation's impact on the work of owners in entrepreneurial firms. The interplay between working practices and technology is analyzed, taking into account the organizations' specific contexts.

A multiple case study design was applied. Eight cases of entrepreneurial firms, defined as companies that bring new products and services to the market by creating and seizing opportunities, were selected, with the goal to maximize the diversity of cases. The sample includes both small- and medium-sized firms, as well as high- tech and low- tech companies in equal number. Interviews have been used to collect both quantitative and qualitative data, which was analyzed in a structured way.

The digital transformation of entrepreneurial work, that is the daily work of entrepreneurs, is an evolutionary, practice-based phenomenon, rather than the result of rational design. The use of different digital tools is interrelated and depends on the characteristics, and dynamics of the surrounding environment.

The findings of this study are relevant to entrepreneurs interested in understanding the dynamics of their working practice, to software development firms interested in entrepreneurs as customers and to institutions interested in the education of entrepreneurs.

To the best of the authors' knowledge this is the first study which considers the interplay between digital technology and the daily activities of entrepreneurs, considered as a whole. It provides insights on how these interconnected dimensions evolve, thus contributing to understanding the work of entrepreneurs, and as a consequence the dynamics of entrepreneurial firms in the context of digital transformation of organizations.

The importance of top management commitment for the success of major change initiatives has been emphasized in the literature, while the role of boards of directors (the board) has been in less focus. The purpose of this paper is to analyze how the boards affect the sustainability of major organizational change.

This paper is based on three case studies of the diffusion of total quality management (TQM), Toyota production system (TPS), and lean production (LP). Findings from these case studies are then compared to literature on management and organization and corporate governance.

A TQM/TPS/LP transformation is a long‐term process. In the case studies, top management commitment is crucial for the sustainability of the implemented change programs. However, a committed top management does not “last forever.” The issue of sustaining change therefore falls back on the governance structure. If the board does not understand the essence of an organizational change, the risk is that top management is replaced with new leaders, who are given new directions by the board. Issues identified as important in order to create board commitment for sustainability of major organizational change are: board competence and experience, board meeting dynamics, board as a provider of critical resources, and the process of replacement of chief executive officers. The dominating agency theory within corporate governance also needs to be questioned and complemented by more recent theories such as the stewardship and the resource‐dependence theories.

This paper provides insights into the board's role in sustaining major organizational change.

History is full of companies that were once innovative leaders but lost their innovative ability. The purpose of this paper is to explore, from a firm‐level perspective, organizational characteristics for continuous innovation in rapidly changing industries.

Findings from 28 interviews at Google Inc., are compared to previous research on organizational characteristics for continuous innovation.

Google's organization can be viewed as a dynamic and open corporate system for continuous innovation, involving the entire organization and supported by an innovation‐oriented and change‐prone top management and board. The relative importance of eight organizational characteristics in this corporate system is elaborated upon.

There is a need for empirical research contributing to the development of a more comprehensive analytical framework for continuous innovation, including the role of culture and selection/facilitation of self‐organizing individuals in innovation processes; and to study how to organize for both continuous innovation and continuous improvements.

The importance of factors such as culture and the selection of individuals, identified in the empirical study, needs to be considered by managers, and might influence their understanding of how to sustain continuous innovation over time.

This paper provides, from a firm‐level perspective and based on a unique access to empirical data, increased understanding of organizational characteristics conducive to continuous innovation in rapidly changing industries, and highlights the importance of characteristics that received less emphasis in previous research literature.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Engaging with new digital technologies helps companies today to remain competitive and grow. Organizational culture helps facilitate transformation and success becomes likelier when the firm addresses a range of cultural attributes pertaining to the technical culture, social culture and macro culture dimensions.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.