Digital transformation (DT) has become a buzzword, triggering different disciplines in research and influencing practice, which leads to independent research streams. Scholars investigate the antecedents, contingencies, and consequences of these disruptive technologies by examining the use of single technologies or of digitization, in general. Approaches are often very specialized and restricted to their domains. Thus, the immense breadth of technologies and their possible applications conditions a fragmentation of research, impeding a holistic view. With this systematic literature review, we aim to fill this gap in providing an overview of the different disciplines of DT research from a holistic business perspective. We identified the major research streams and clustered them with co-citation network analysis in nine main areas. Our research shows the main fields of interest in digital transformation research, overlaps of the research areas and fields that are still underrepresented. Within the business research areas, we identified three dominant areas in literature: finance, marketing, and innovation management. However, research streams also arise in terms of single branches like manufacturing or tourism. This study highlights these diverse research streams with the aim of deepening the understanding of digital transformation in research. Yet, research on DT still lacks in the areas of accounting, human resource management, and sustainability. The findings were distilled into a framework of the nine main areas for assisting the implications on potential research gaps on DT from a business perspective.

Digital Transformation (DT) is expected to have a massive impact on different branches and even societies. In the manufacturing industry, value creation processes change as information and communication technologies merge with production processes. The change may enable efficiency gains and new business models. However, many firms still struggle to drive their digital transformation forward. To understand the barriers which hinder or even stop DT is essential for the successful transformation. Our study aims at identifying the barriers on the basis of 46 expert interviews. These practical insights are further used to develop a research agenda. To determine the research gaps, we conduct a literature review on the topics mentioned by the interviewees. Thus, we contribute by first of all identifying major barriers which can support firms by reflecting their DT. Moreover, we give an outlook for researchers on possible future exploration. So, we bring together perspectives from research and practice.

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Digital Transformation (DT) is an essential trend for manufacturing companies as digitalization of the value chain affects the entire company. Strategic management functions should consider DT technologies and their impact on assets and resources. The knowledge of the possible factors that influence DT positively may ease a realization of gains due to DT. In 20 qualitative interviews, we examined critical factors for DT's success in manufacturing companies. Based on the IS success model of DeLone and McLean, we have derived success factors that can trigger DT success. The success factors describe the three major dimensions in which DT takes place: technology, organization, and environment. The results show that DT can only be successful if companies collaborate with customers, suppliers and also other firms from the branch. A cultural change is necessary to enable an agile working environment as well as more interdisciplinary activities. It becomes evident that the choice of technology is essential. However, driving only technology forward is not enough to gain benefits from DT.

The digitalization of higher education institutions is progressing significantly. Though the use of digital assets enhances the students’ learning experience and offers new opportunities for administration, there are no uniform standards for the use of digital media in teaching and student services. As educational service providers, universities are dependent on students being able to cope with the structures offered. Thus it is essential to ascertain students’ attitudes of the technologies used. We asked students from three blended learning courses about their perceptions. We further asked the students what should be done and by whom. Our results show that students see structural changes occurring not only in themselves but also at the level of the university management. Our research contributes to the actual discussion about the digitalization of higher education by offering suggestions for development from a students’ view. The results are valuable for lecturers and faculty managers who want to advance the digitalization of services and learning.