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Digital transformation is widely affecting various industries particularly healthcare, telecommunications, automotive, banking and manufacturing sectors. It enables innovation practices, improved designs, and new business models, and shapes how organizations create value on the Internet [9]. Companies can leverage robust customer relationships and increase cross selling opportunities through successful digital transformation [26], [28]. Digital transformation is not solely about acquiring and deploying the fit for purpose technologies; rather it is a significant approach in tackling managerial issues such as human resources, business efficiency, and business process redesign [17]. According to Hess [11], digital transformation has become a high priority on the leadership agenda of many organizations. Almost 70% of reported organizational transformation practices fail to meet organizations ambitions, the timeline for the transformation, or both [13], emphasizing the importance of the need for more research in this field. However, while the term digital transformation is increasingly being used in the electronic commerce research and practice, it has rarely been defined in the extant literature and professional articles. Thus, the first objective of this study is to review current understanding of this notion in the extant literature, and to explore what digital transformation entails.

Service innovation is focused on customer value creation. At its core, customer centric service innovation is technology-enabled, human-centered, and process-oriented. To profit from such innovation, firms need an integrated crossdisciplinary, holistic method to design and commercialize service innovation. From diverse but interrelated strands of theories from service science, strategic management, organization science and information systems literatures, this article develops a new integrated design method, known as iSIM (integrated Service Innovation Method), for simultaneous service innovation and business model design for sustained customer value co-creation with the firm. Following design science research method, the article theoretically defines and integrates iSIM"s seven constitutive design process-elements: service strategy, customer type / value proposition, service concept, service system, customer experience, service architecture and monetization into a coherent and end-to-end aligned integrated design method. It explains how iSIM would be holistically and iteratively practiced by practitioners, and conceptually exemplifies its utility via telco and Amazon case studies using secondary data. Perspectives on iSIM from selected practitioners are discussed which confirm iSIM"s potential utility for their business. Managerial implications of implementing the iSIM and potential areas for further research are also discussed.

The Chinese government has recently introduced a policy requiring all large Chinese business corporations to transform their corporate cultures with the aim of increasing their competitiveness on the international stage. This paper traces the origins of the policy to the outstanding performance of a small number of Chinese firms since the late 1980s, a phenomenon attributed by the CEOs of these firms to effective implementation of cultural values change among their workforces. We give detailed accounts of two such firms, Haier Group and Huawei Technologies, demonstrating how they have utilized cultural management techniques to improve their employees' performance. We also identify some negative aspects of their approach to cultural management that may impede these firms in their efforts to become truly international corporations.China, corporate culture, Haier, Huawei, management, internationalization,

Purpose This paper aims to explore the relationship between the concept of the learning organization and that of the co-creation of value. Design/methodology/approach The paper is conceptual in nature and draws on data from a case study of a small highly innovative Australian company. Findings The authors show that, from a value co-creation perspective, the learning organization can be viewed as an open, collaborative, social/economic actor engaged in social/economic activities with other interdependent actors (organizations or stakeholders) in a network or ecosystem of actors to serve its mission/purpose and the well-being of the ecosystem. Research limitations/implications As a conceptual paper, the authors rely primarily on previous research as the basis for the argument. The implications of the findings are that, as value co-creation practices are founded upon the generation and leveraging of specific intangible capital resources, more research located in alternative research paradigms is required. Practical implications There are important implications for organizational leadership in that the practices that underpin value co-creation require the leadership to be able to work constructively with multiple forms of systemic and agentic power. Social implications In increasingly turbulent and hyper-competitive global operational contexts, sustainable value creation is becoming recognized as a collective achievement within a broad eco-system of collaborators. This has implications for the relational capabilities of all collaborators. Originality/value The authors introduce a new perspective on the role of power management in the facilitation of the co-creation of value. Arguing that value creation is becoming recognized as a “collective achievement”, they focus on the collaborative practices that enable such an achievement.