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The digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises' success in the Industry 4.0 transition. The present study aims to provide manufacturing small and medium-sized enterprises (SMEs) with a guideline for digital transformation success under Industry 4.0.

The study first performed a content-centric literature review to identify digital transformation success determinants. The study further implemented interpretive structural modeling to extract the order at which the success determinants should be present to facilitate the SMEs’ digital transformation success optimally. The interpretive model and interpretive logic knowledge base matrix were also used for developing the digital transformation guideline.

Eleven success determinants are vital to SMEs’ digital transformation efforts. For example, results revealed that external support for digitalization is the first step in ensuring digital transformation success among SMEs, while operations technology readiness is the most inaccessible success determinant.

The study highlights the degree of importance of the 11 success determinants identified, which magnifies each determinant's strategic priority based on its driving power and dependence power. Theorizing the dependent variable of “digital transformation success” and quantitatively measuring the extent to which each success determinant contributes to explaining “digital transformation success” offers an exciting opportunity for future research.

Digital transformation success phenomenon within the Industry 4.0 context is significantly different from the digitalization success concept within the traditional literature. The digital transformation under Industry 4.0 is immensely resource-intensive and complex. Smaller manufacturers must have specific capabilities such as change management and digitalization strategic planning capability to reach a certain degree of information, digital, operations and cyber maturity.

The digital transformation success guide developed in the study describes each success determinants' functionality in relation to other determinants and explains how they might contribute to the digital transformation success within the manufacturing sector. This guide enables smaller manufacturers to better understand the concept of manufacturing digital transformation under Industry 4.0 and devise robust strategies to steer their digital transformation process effectively.

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.

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

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.

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.

When an organization becomes a high performance organization (HPO), it is able to outperform comparable organizations for an extended period of time, thereby ensuring its long-term survival. It is therefore imperative for these organizations embarking on an HPO transformation to be aware of the factors that will help make this transformation successful. Unfortunately the current literature does not provide these factors; one can only find factors influencing large-scale transformations. It could be argued that becoming an HPO is a large-scale transformation, but this leaves the question open whether there are specific factors that are important for this specific type of transformation.

The purpose of this paper is to answer the research question “What are the main factors which theoretically and in practice best support a successful HPO transformation?” This question was answered using the results of a review of the literature on large-scale transformations and a review on the applications of de Waal’s HPO Framework in practice.

Eleven theoretical and eight practical success factors were found. These factors matched for 63.6 per cent, indicating there is a moderate overlap between what the theory predicts and what can be noticed in practice. In addition, the practical cases indicated there are two success factors that are specifically important for an HPO transformation.

The study results contribute to the theory, as they show what is and is not important for a specific large-scale transformation such as an organization transforming into an HPO. The practical contribution of the study lies in the fact that organizations now know which factors to pay attention to in order to increase their chances on a successful HPO transformation.

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 is an updated and enhanced version of the study named “Building a methodology to assess the e‐government transformation success” presented by İskender and Özkan in the 18th Americas Conference on Information Systems (AMCIS 2012). The main purpose of this study is to explain the development of the methodology presented in the previous study in detail, but as an add‐on to the previous one, it also applies the developed methodology on the real data collected from Turkish public institutions to show the practical implementation of it and to evaluate the preliminary results.

The methodology explained in this study is designed to collect quantitative data to assess the relationship between the success level of e‐government transformation in Turkish public institutions (dependent variable) and the probable factors (independent variables) which might be effective on this success. The dependent variable is formed by using the framework of IS Success Model created by DeLone and McLean (D&M IS Success Model), while the independent variables are gathered from literature by analyzing 100 studies focusing on probable success factors.

The major output of this study is a common methodology designed to collect and analyze the data of different stakeholder groups in e‐government transformation, but the practical implementation shows that the independent variables gathered from the literature as the probable causes of the success in e‐government transformation are not really the causes of this success, although they are positively correlated to it. In addition to this, trying to evaluate the effect of each single independent variable on the dependent variable separately is not a logical way, as some of these variables are subject to reciprocal suppression with the other ones.

Although the developed methodology is a generic one, the practical implementation of it in this study only uses the data of Turkish public institutions.

Since the methodology is a generic one, it might be used by the other interested researchers to do similar or alternative analyses with the same or different sample groups.

Understanding the relationship between the e‐government transformation success and the probable success factors better might be helpful to develop better policies focusing on the social, legal, technical and economic dimensions of the subject more properly.

Apart from the similar studies in the literature, the methodology developed in this study provides a way for the researchers who want to collect comparable quantitative data not only from external stakeholders (citizens who use e‐government services) but also from internal stakeholders (government officials who provide these services and benefit from them in the internal processes of the public institutions).

This paper provides a systematization of the existing body of literature on both employee participation goals and the intervention formats in the context of organizational change. Furthermore, degrees of employee involvement that the intervention formats address are identified and related to the goals of employee participation. On this basis, determinants of employee involvement and participation in the context of digital transformation are unveiled.

Based on a systematic literature review the authors structure and relate employee participation goals and formats. Through a workshop with expert practitioners, the authors transfer and enhance these theoretical findings in the context of digital transformation. Experts rated the three most important goals and identified accompanying success factors, barriers and effects.

The results show that it is not necessarily the degree of involvement but a context-specific selection of measures, the quality of their implementation as well as the actual uptake of suggestions and activities developed by employees that contribute to employees accepting and participating in goal-directed transformations. Moreover, employees must have sufficient information and time for their participation in transformation processes.

This paper is based on a transformative approach, combining literature analysis to identify formats and goals of employee participation with experiential knowledge of digital transformation practitioners. In addition to relating intervention formats to goals pursued in organizational change processes, empirical and experiential perspectives are used to identify three very relevant goals and respective determinants in digital transformation processes.

This work shows how empowerment of the employee during the planning and implementation of the training programme contributes to the success of the entire organizational transformation programme. We conducted a study while a major bank attempted to achieve an organizational transformation. We studied the effect of the training versus training and empowerment (i.e. self‐scheduling of their training) on the employee′s satisfaction with training, motivation towards the transformation and satisfaction with the transformation. We show that user participation in appropriate training‐related activities provided the employees with a chance to feel empowered. Moreover, such a feeling of empowerment contributed to the success of the organizational transformation because it resulted in increased employee motivation and satisfaction.

The logistics industry has undergone a tremendous transformation. This transformation is necessary to cope with the fundamental changes in customer expectations and the need for digitalization imposed by the pandemic, changes in the socioeconomic world, and innovative technology solutions. This paper aims to present digital transformation as an integrated framework for transforming the operating model and applying advanced solutions to the ecosystem of a quintile logistics (5PL) company. 5PL operators are typically an ecosystem. Loosely coupled or self-organized entities that collaborate in a symbiotic relationship represent this ecosystem. They aim to jointly develop capabilities, create innovative services or solutions, share knowledge, facilitate transactions, and leverage network synergies in a logistics environment to provide optimized or novel customer- or partner-centric solutions (Lamberjohann and Otto, 2020).

Currently, there is no single definition of an integrated logistics operations model in 5PL practice, so the qualitative method used in this paper allows for investigation from an exploratory perspective. The paper follows a qualitative research methodology, collecting and analyzing data/facts through interviews and visits to subject matter experts, industry practitioners, and academic researchers, combined with an extensive review of academic publications, industry reports, and written and media content from established organizations in the marketplace. This paper follows a qualitative research methodology, as it is an inquiry rather than a statistical study. The qualitative method allows the study of the concepts of phenomena and definitions, their characteristics, and the defining features that serve as the basis (Berg, 2007). It emphasizes generalized interpretation and deeper understanding of concepts, which would be more difficult in quantitative, statistically based research. Fact-finding was conducted in two ways: in-depth interviews with experts from academia, information and communication technology organizations, and key players in the logistics industry; and academic publications, industry reports, and written and media content from established national and international organizations in the market.

The operations model introduced considers six aspects: persons, processes, platforms, partners, protection and preservation. A virtual team approach can support the personal side of the 5PL ecosystem’s digital transformation. Managing a 5PL ecosystem should be based on collaborative planning, forecasting, and replenishment methods (Parsa et al., 2020). A digital platform can support trust among the stakeholders in the ecosystem. A blockchain solution can powerfully support the 5PL ecosystem from partner relationships’ points of view. The implementation of a cybersecurity reference model is important for protection (Bandari, 2023). Reverse logistics and an integrated approach support the preservation of the ecosystem.

While the author has experience applying the different components of the operations model presented, it would be interesting to find a 5PL that would use all the components presented in an integrated way. The operations model presented applies to any similar ecosystem with minor adaptations.

This paper addresses operations models and digital transformation challenges for optimizing 5PL operators. It provides several opportunities and considerations for 5PL operators interested in improving their management and operations to cope with the growing challenges of today’s world.

The competitiveness and long-term performance of 5PL operators depend on selecting and carefully implementing their operations models. This paper emphasizes the importance of using advanced operations models.

The operations model derives from the author’s personal experiences in research and the innovative application of these models to logistics operators (DHL, UPS, Poste Italiane and others). This paper brings together academic and industry perspectives and operations models in an integrated business digital transformation. This paper defines an original optimal operations model for a 5PL operator and can add sustainable value to organizations and society. In doing so, it outlines different solution requirements, the critical success factors and the challenges for solutions and brings logistical performance objectives when implementing a digital business transformation.

The purpose of this paper is to present a case study demonstrating the role of performance measurement systems (PMS) in driving strategic transformation.

Using a case study approach this paper analyses how Babcock Marine, a service provider to the Ministry of Defence (MoD), is using performance measurement as a catalyst to bring about strategic transformation at Her Majesty's Naval Base – Clyde. Transformation is required to facilitate a new public‐private sector contractual and financial relationship.

This paper highlights the differences between the use of PMS in static and dynamic (transformational) environments. It proposes that the balanced scorecard is a useful tool to monitor the pace of change and communicate the status of the change. It indicates that during the transformation program care must be taken to ensure that the measures used stay aligned with strategic objectives and that the balanced scorecard does not become cumbersome in terms of number of measures and administrative overhead. Finally it suggests that even in the absence of other critical success factors normally associated with transformation (such as a clear transformation plan and a strong ongoing communication mechanism), the balanced scorecard can provide structure and focus which will help to maintain the pace of change. It therefore demonstrates that the introduction of a performance management system can be complementary to the process of strategic transformation.

The paper provides empirical evidence of PMS supporting transformation even in the absence of other critical success factors normally associated with strategic transformation.