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Book part
Publication date: 30 September 2022

Saadia Benahmed and Aboubakr Hansal

Digital technologies have changed the way we work and live since their advent; they affect individuals, businesses and society, especially the business world. Digital

Abstract

Digital technologies have changed the way we work and live since their advent; they affect individuals, businesses and society, especially the business world. Digital transformation has become a significant concern for all companies now, and it is hard to find a company that has not embarked on a digital transformation project. The main question of our study is to understand the most significant digital transformation challenges companies are facing and how they can overcome these challenges.

The research contains an analytical study of some recent studies on this topic. Findings indicate that technology is not a huge barrier to companies, but digital skills, digital culture and digital strategy are the biggest. Furthermore, we present several practical solutions to overcome these challenges at the end of this research.

Details

Management and Information Technology in the Digital Era
Type: Book
ISBN: 978-1-80382-296-9

Keywords

Article
Publication date: 23 November 2021

Zeynep Hizir

The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to…

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Abstract

Purpose

The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to mass redundancies. The piece also looks at the role human resources (HR) departments will have to play in the implementation of, and response to, digital transformation within the workplace.

Design/methodology/approach

This paper combines research based on media articles, a parliamentary report and wider digital transformation industry research. The author looks to explain what digital transformation is, deconstruct misconceptions around digital transformation, assess the true evidence-based impact of digital transformation on jobs and advise HR departments on the impact of digital transformation within the workplace.

Findings

This piece finds that there remains a considerable degree of misunderstanding and many misconceptions around digital transformation and that while digital transformation will lead to the loss of some jobs, it will also lead to the change of existing ones and creation of new ones. Furthermore, this piece finds that HR departments will play a crucial role in the implementation of digital transformation, but that they too will need to pivot and adjust to new workplace realities as a result.

Originality/value

Many HR departments face confusion and misconceptions around the impact of digital transformation on the workforce, and there also remains concern among many employers that technology will replace their jobs. This piece seeks to dispel the myths and paint a clearer picture to both HR departments and employees around the impact of digital transformation.

Details

Strategic HR Review, vol. 21 no. 1
Type: Research Article
ISSN: 1475-4398

Keywords

Article
Publication date: 29 July 2020

Ari Margiono

This paper aims to identify the paths of digital transformation followed by companies facing disruption and offer recommendations for executives for choosing the appropriate path.

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Abstract

Purpose

This paper aims to identify the paths of digital transformation followed by companies facing disruption and offer recommendations for executives for choosing the appropriate path.

Design/methodology/approach

This is a conceptual paper.

Findings

This paper identifies two paths of digital transformation. The offensive path is aggressive and involves the rapid acquisition of digital resources through portfolio investment and merger and acquisition tactics. The defensive path is relatively slow and relies on the organic growth of the digital capabilities of the incumbent companies over time.

Research limitations/implications

This paper identifies a number of potential factors affecting the choice of the transformation path taken by companies. Further studies can be conducted to investigate these contingent factors.

Practical implications

This study describes the strategic paths available in a digital transformation and identifies the conditions that might justify a particular approach.

Originality/value

This paper identifies two types of paths that are generally followed by companies aiming digital transformation – offensive and defensive. This aspect has not been studied in any other research work.

Details

Journal of Business Strategy, vol. 42 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 14 June 2021

Johan Magnusson, Viktor Elliot and Johan Hagberg

The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling.

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Abstract

Purpose

The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling.

Design/methodology/approach

This paper reports from multiple studies using a combination of methods such as case studies and clinical studies. The method of analysis involves the revisiting of vignettes from interactions with practitioners with the purpose of analyzing patterns in responses to digital transformation.

Findings

The findings consist of four strategies used by organizations and individuals in the decoupling of digital from their existing operations. Digital decoupling affords the organization the possibility of remaining largely unaffected by digital transformation. The authors also present four digital recoupling strategies that are used to succeed with digital transformation.

Research limitations/implications

This study is limited by the analytical approach of drawing from multiple previous studies. The research implications consist primarily of a contribution to a better understanding of why and how digital transformation is constrained.

Practical implications

The four strategies of digital decoupling can be used to identify behavior in organizations that limit digital transformation. The four strategies of digital recoupling can be used to instigate a more successful digital transformation.

Originality/value

According to the authors’ knowledge, this study is the first to identify digital decoupling strategies as a micro-foundation for organizational resistance to digital transformation.

Details

Journal of Business Strategy, vol. 43 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 17 November 2022

Yudong Qi and Xi Chu

Currently, China’s economy is in the critical phase of transforming economic development patterns and replacing old growth drivers with new ones. Whether it can…

Abstract

Purpose

Currently, China’s economy is in the critical phase of transforming economic development patterns and replacing old growth drivers with new ones. Whether it can successfully overcome the “middle-income trap” has become a significant issue attracting wide attention.

Design/methodology/approach

Driven by underlying digital technologies such as artificial intelligence, blockchain, cloud computing and big data, the fourth industrial revolution featuring the booming digital economy has provided significant opportunities for China’s economy to “overtake” and overcome the “middle-income trap”. The transformation of economic development pattern, the optimization of industrial structure, and the change of growth drivers, brought by the deep integration of digital and real economies are the keys to leaping over the “middle-income trap”.

Findings

From the supply side, the digital economy can improve the quality and efficiency of the supply side and promote the supply-side structural reform and economic growth from the following three aspects: First, promote the quality, efficiency and diversification of the supply system; second, promote networking, opening-up and synergy in the innovation system and third, promote the socialization, modularization and flexibility of production pattern. From the demand side, the digital economy can boost the new drivers of the “troika” of economic growth consisting of consumption, exports and investment by changing the market investment direction, promoting consumption upgrade and fostering export strengths. However, once these two attributes interact with each other, especially when data is combined with capital, the most adhesive factor in the market economy, a series of new social relations will then be produced based on the technical attribute, resulting in significant adjustments in social relations, involving both positive and negative externalities.

Originality/value

To overcome the “middle-income trap”, it is necessary to adapt to the laws of economic evolution and promote a fundamental change in economic growth drivers; boost the high-quality development of the digital economy by strengthening the support role of data in the digital economy; and accelerate digital industrialization and industrial digitalization to realize the integration of digital and real economies.

Details

China Political Economy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2516-1652

Keywords

Article
Publication date: 27 September 2022

Isabelle Lacombe and Anis Jarboui

This paper aims to study the impact of the digital transformation on the role and governance of Information Technology departements. The study focuses on banks and…

Abstract

Purpose

This paper aims to study the impact of the digital transformation on the role and governance of Information Technology departements. The study focuses on banks and insurance companies because they have been allocating significant resources to managing their digital transformation.

Design/methodology/approach

Inductive qualitative research of an exploratory type based on the Gioia method involved face-to-face interviews at the IT departments of seven financial sector companies in France. Axial encoding of the answers, recommended by Gioia, was used to classify the raw data and structure the analysis using a graphical presentation.

Findings

Four IT governance maturity situations were determined within the financial steering and performance analysis modes of digital transformation projects. This research aimed to enable companies to position their practices within the analysis framework defined through modelled maturity situations and to help them steer their digital transformation.

Originality/value

A panel was composed with most of the banks in France and some insurance companies. The link was done between Digital Maturity, and Digital and IT Governance, and with the use of the graphical qualitative research using the Gioia method.

Details

International Journal of Innovation Science, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1757-2223

Keywords

Book part
Publication date: 15 September 2022

Burcu Oralhan and Sevgi Sümerli Sarigül

Today, businesses, organizations and governments attach great importance to digital transformation to meet the needs of their customers, business partners, and employees…

Abstract

Today, businesses, organizations and governments attach great importance to digital transformation to meet the needs of their customers, business partners, and employees to adapt to the developing technology in recent years. Digital transformation, which is a challenging and mandatory process, has been and continues to be passed by institutions today. However, the successful management of this transformation without conflict can be realized by accurately detecting new communication technologies and examining, understanding, and implementing the transformation process in detail. This process will be painful, where radical changes will take place in the structure, processes, functions, and business models of the organization. Different challenges may be encountered in each of the startup, execution, and governance subprocesses examined in the digital transformation process. Many conflicts such as time and budget shortages, inadequate digital skills and lack of vision for digital customer processes, cybersecurity threats, human resource shortages, difficulty in managing technology, failure to achieve cloud structure integration, vision, and culture differences are the reasons why this process cannot be managed fluently and accurately. For businesses that focus on this goal, regardless of scale, digital transformation has become a necessity, not an alternative to choose. In this study, the digital transformation process and maturity model were discussed, and technological and digital conflicts were emphasized. It seeks to shed light on the work they will do by making recommendations for institutions to manage this process in the best way.

Book part
Publication date: 15 September 2022

Yücel Erol and Gülşen Kirpik

The COVID-19 pandemic, which globally affected all the countries of the world both economically and socially, has become one of the biggest crises after the 1929 world…

Abstract

The COVID-19 pandemic, which globally affected all the countries of the world both economically and socially, has become one of the biggest crises after the 1929 world economic depression. During this period, not only people's health but also the economic health of countries was affected. In this process, people have created intense connection traffic on the internet to meet their needs, and this has accelerated the digitalization processes of businesses. Thus, the concept of digital transformation began to be widely used. Today, digital transformation processes have become an external environmental variable that covers all sectors, not businesses in a single sector. This situation has revealed the necessity of creating new business/management strategies that increase customer value for business managers. Digital transformation has shown itself in all business functions. In other words, the demands and priorities of each function and its managers have also changed. Therefore, business and department managers are required that they perceive digital transformation processes correctly and integrate their businesses/departments into this process with the right business/management strategies, without conflicting with the digital transformation processes. In this study, various ideas and evaluations put forward about sustainable business/management strategies that can be applied against the current and future importance of the digitalization/digital transformation process and its possible effects on businesses are included.

Open Access
Article
Publication date: 11 August 2022

Mina Nasiri, Minna Saunila and Juhani Ukko

This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on…

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Abstract

Purpose

This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on the financial success of companies.

Design/methodology/approach

Building on the strategic management and digital transformation literature, five hypotheses are developed to find the relationships between these antecedents and financial success.

Findings

Digital orientation and digital intensity alone do not contribute to the financial success of companies. Specifically, digital intensity serves as a negative moderator between digital orientation and financial success, meaning that it reduces the performance effects of digital orientation. Digital maturity acts as a mediator between digital orientation and the financial success of companies and between digital intensity and the financial success of companies.

Originality/value

This research contributes to the literature on strategic management and digital transformation by providing a further understanding of three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and how they should be positioned alongside digital transformation settings to achieve financial success.

Details

International Journal of Operations & Production Management, vol. 42 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

Open Access
Article
Publication date: 4 August 2022

Aleksandra Hauke-Lopes, Milena Ratajczak-Mrozek and Marcin Wieczerzycki

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and…

Abstract

Purpose

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation.

Design/methodology/approach

A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation.

Findings

In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions.

Originality/value

The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.

Details

Journal of Business & Industrial Marketing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0885-8624

Keywords

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