To understand what organizations do which brings about successful digital transformation (DX), a review of representative literature was performed. From a total of 89 articles, 16 single-case articles which sufficiently documented end-to-end DX success stories of 10 exemplar organizations were selected. Within case content analysis and asking the questions analytical procedure were employed to code each exemplar case, where a total of 174 attributes were found. Making the comparisons procedure was employed to build thematic higher-level categories by grouping similar attributes. Cross case content analysis was employed to determine presence strength of attributes in the category groupings. A list of 7 success factors and 23 subfactors emerged from the thematic groupings. These success factors constitute the initial steps towards building a DX framework which organizations seeking to embark on successful digital transformation journeys can adopt.
In the knowledge economy, a firm’s intellectual capital represents the only sustainable source of competitive advantage; accordingly, the ability to learn, and to manage the learning process are key success factors for firms. The knowledge management approach to learning in organizations has achieved limited success, primarily because it has focused on knowledge as a resource rather than on learning as a people process. Many world-class organizations, such as Procter & Gamble, Cisco Systems and Deloitte Consulting, are now employing a new breed of systems known as Learning Management Systems (LMS) to foster and manage learning within their organizations1. This article reports on the deployment of an LMS by a major US multinational, CEM Corporation, and proposes a framework for understanding learning in organizations, which highlights the roles that LMS can play in today’s knowledge-intensive organizations.
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