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Industry 4.0 is a promising concept that allows industries to meet customers’ demands with flexible and resilient processes, and highly personalised products. This concept is made up of different dimensions. For a long time, innovative digital technology has been thought of as the only dimension to succeed in digital transformation projects. Other dimensions have been identified such as organisation, strategy, and human resources as key while rolling out digital technology in factories. From these findings, researchers have designed industry 4.0 theoretical models and then built readiness models that allow for analysing the gap between the company initial situation and the theoretical model. Nevertheless, this purely deductive approach does not take into consideration a company’s background and context, and eventually favours one single digital transformation model. This article aims at analysing four actual digital transformation projects and demonstrating that the digital transformation’s success or failure depends on the combination of two variables related to a company’s background and context. This research is based on a double approach: deductive and inductive. First, a literature review has been carried out to define industry 4.0 concept and its main dimensions and digital transformation success factors, as well as barriers, have been investigated. Second, a qualitative survey has been designed to study in-depth four actual industry digital transformation projects, their genesis as well as their execution, to analyse the key variables in succeeding or failing. 46 semi-structured interviews were carried out with projects’ members; interviews have been analysed with thematic content analysis. Then, each digital transformation project has been modelled regarding the key variables and analysed with regards to succeeding or failing. Investigated projects have consolidated the models of digital transformation. Finally, nine digital transformation types have been identified.

This study aims to focus on the connection between digital business strategy and performance measurement and management (PMM).

The implications of digital business strategy and its dimensions with regard to PMM were investigated through a survey. The survey questionnaire provided 202 valid cases with a focus on senior management of small- and medium-sized enterprises. Strategic dimensions were identified from the literature on management in the context of digitalization to build a theoretical framework that highlights the mechanisms that companies should focus on when managing and implementing digital technologies successfully.

The aspects that comprise digital business strategy are grouped into five major dimensions: technological understanding, goals, resources, management and responsibilities. The study reveals a direct and positive relationship between goals and management related to digital business strategy and PMM.

The study contributes to the existing PMM literature in the context of digitalization.

The results indicate that if a company has excellent goals and management with regard to its digital business strategy, it uses PMM in a more successful and effective way.

To the best of the authors’ knowledge, this study is among the first to examine PMM in terms of managing digital business strategy by trying to determine the extent to which the elements of digital business strategy can be integrated effectively into PMM.

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.

This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.

This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.

The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.

The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

Due to the disruptive nature of digital transformation, firms can hardly ignore the further digitalisation of processes and business models. Implementing such initiatives triggers enormous investments in infrastructure and software, making the evaluation of digital investments crucial for a firm’s competitive situation.

Given the dynamics and uncertainties inherent in digital transformation, a qualitative, inductive research approach based on semi-structured interviews with high-level finance executives has been employed.

Our findings indicate widespread dissatisfaction with traditional investment appraisal methods for evaluating digital investments. Data also suggest that non-financial considerations are frequently taken into account, albeit implicitly, as participants struggled to clearly conceptualize these criteria.

The literature indicates important research gaps regarding the applicability and usage of traditional, predominantly financial, investment appraisal methods in digital contexts. This research enhances our understanding of digital investment evaluation, by (i) developing an exploratory conceptual framework of potential qualitative evaluation criteria and (ii) providing an in-depth and detailed understanding of the barriers to implementing investment appraisal methods.

With the ongoing digitalization of the construction industry (CI), situational awareness (SA) is becoming increasingly important in construction management. The purpose of this article is to identify the requirements of SA system development in the CI and to provide recommendations for the future development of SA systems.

In this exploratory multi-case research study, a literature review and five Finnish cases were used to gather the evidence on how system developers have planned SA systems and what motives and objectives were behind their development efforts. An analysis of the cases, along with a review of SA models and concepts from other sectors, was used to identify requirements and deficiencies of the SA systems developed by CI actors.

This study reveals deficiencies in the recent SA systems. The systems seemed to be based on traditional project models, in which the role of the individual as the creator and interpreter of an SA system is still significant. Major requirements and future development of the systems are related to better SA levels of perception and projection and data quality.

This study contributes to an understudied area of SA in the construction context and provides new insights into how construction companies develop their SA systems. The main study limitations are its geographically limited case selection and the limited generalizability of the results.

The research (1) shows what requirements and systemic weaknesses SA developers in the CI must consider in future development work and (2) shows developers the requirements to obtain holistic SA.

The study provides insights into the content of newly developed SA models and integrates developers' requirements into the SA theory.

In the new digital age, enterprises are facing an increasing global competition. In this paper, we first examine how Information Technology (IT) can play an important role in giving significant competitive advantage in the modern enterprises. The business value of IT is examined, as well as the limitations and the trade-offs that its applicability faces. Next, we present the basic principles for a successful IT strategy, considering the development of a long-term IT renovation plan, the strategic alignment of IT with the business strategy, and the adoption of an integrated, distributed, and interoperable IT platform. Finally, we examine how a highly functional and efficient IT organization can be developed.

Our methodological approach was based to the answers of the following questions: 1. Does IT still matter? 2. What is the business value created by IT along with the corresponding limitations and trade-offs? 3. How could a successful IT Strategy be build up? 4. How could an effective? T planning aligned with the business strategy be build up? 5. How could a homogenized and distributed corporate IT platform be developed? and finally, 6. How could a high-performance IT-enabled enterprise be build up?

The enterprises in order to succeed in the new digital area need to: 1. synchronize their IT strategy with their business strategy, 2. formulate a long-term IT strategy, 3. adopt IT systems and solutions that are implemented with elasticity, interoperability, distribution, and service-orientation. 4. keep a strategic direction towards the creation of an exceptional organization based on IT.

This paper is original with respect to the integrated approach the overall problem is examined. There is a prototype combined investigation of all perspectives for an effective enforcement of IT in a way that causes acceleration in competitive advantage when conducting business.