Applying the positioning phase of the digital transformation model in practice for SMEs: toward systematic development of digitalization

Kääriäinen, Jukka; Pussinen, Pasi; Saari, Leila; Kuusisto, Olli; Saarela, Martti; Hänninen, Kai

doi:10.12821/ijispm080402

Cited by 43 publications

(50 citation statements)

References 22 publications

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“…First, how, and why imbrication occurs, the mechanisms by which imbrication occurs. Second, the role the TMT play in the creation of the sociomaterial over time, how the TMT come to understand, interpret, and deal with the materiality that pre-exists their interaction with digital technologies, i.e., the digitalization status of the organization as a whole [61,62]. And third, how current digital technologies becomes imbricated with the social contexts into which they are introduced [60].…”

Section: Further Elaboration Of Tms With the Imbrication Perspectivementioning

confidence: 99%

Executives' role in digital transformation

López-Muñoz

Escribá‐Esteve

2022

IJISPM

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This conceptual paper revisits and updates the concept of top management support (TMS), which has been the long-established rationale for explaining the role of top managers in digitalization activities. In our view, the concept of TMS is grounded in technological determinism, accounts for attitudinal and behavioral aspects that appear to be little more than exhortation and accepts the occasional responsibility of top managers in technology management. We consider both the crucial role that top managers may play in the digitalization process and the fact that digital technologies have become pervasive in today’s organizations. Then, we develop a model by which top managers and digital technologies are cooperatively involved for digitalization. For that, we have looked through the theoretical lens of imbrication and attention perspectives to reconstruct the role of top managers in the digital transformation process. In our view, each imbrication layer can be viewed as a process where top managers form beliefs to act on digital opportunities for strategic action. Specifically, our model provides insights into how executives’ characteristics and social processes impact the likelihood of forming either beliefs about radical or incremental opportunities requiring strategic action. Additionally, we offer several hypotheses that enrich our knowledge of the relationship between top managers and the digitalization process.

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Section: Further Elaboration Of Tms With the Imbrication Perspectivementioning

confidence: 99%

Executives' role in digital transformation

López-Muñoz

Escribá‐Esteve

2022

IJISPM

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“…Companies face a number of transformation related difficulties, as they need to rethink their day-to-day operations, which requires a shift in attitudes. Additionally, organizational culture and firm management are key to digital transformation [3], [4]. It follows that an all-encompassing corporate attitude is needed for successful transformation.…”

Section: Introductionmentioning

confidence: 99%

A multi-dimensional model to the digital maturity life-cycle for SMEs

Sándor

Gubán

2022

IJISPM

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As companies try to maintain and strengthen their competitive advantage, they should be aware of the level of their digital maturity. The study aims to present a methodology that helps to determine the position of a small and medium-sized enterprise in the digital maturity life-cycle. This is performed on the basis of maturity and digital maturity models, and company growth theories. A number of studies and models have been prepared to determine digital maturity on the basis of various sectoral criteria, but these are all one-dimensional. The study therefore proposes a multi-dimensional model for determining the digital maturity life-cycle of small and medium-sized enterprises that takes into account companies’ digital maturity, the IT intensity of various sectors and their organizational characteristics. The model defines five maturity levels together with their relevant characteristics, classified into three levels in terms of data-information. It can help small and medium-sized enterprises adopt more accurate decisions regarding areas in need of development.

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“…Digitalization is not a big-bang change that will be done once in a lifetime. A company typically proceeds in small steps, and in practice, digitalization means systematically taking small steps instead of one giant leap [6].…”

Section: Introductionmentioning

confidence: 99%

Using The 7 FE Framework in Business Process Management to Support Successful IT Project Management in Digital Banking

Israwati

2022

JATISI

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This research was conducted to see how the implementation of BPM at one bank in Indonesia using the 7 FE framework can help model the business process of digital management of banking products and services as a form of developing good processes. According to Becker, Breuker, Weiß, and Winkelmann (2010), the purpose of implementing BPM in banks is not only to reduce costs but also to reduce business process time and increase customer satisfaction by redesigning business processes so that they become more efficient. From the research results, it is known that the transformation of digital banking business process management using the 7 FE framework can provide convenience, speed and accuracy in managing the development of digital banking. Framework 7 FE. There are many BPM methodologies but the 7 FE framework provides an accurate and detailed approach to BPM implementation. This research is insightful that the implementation of BPM, especially by using the 7 FE framework, will assist banks in carrying out digital transformation. There are 10 phases in the framework called the 7FE Framework which is implemented throughout BPM, namely Foundation, Finding and Solution, Fulfillment, Future and Essentials

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Applying the positioning phase of the digital transformation model in practice for SMEs: toward systematic development of digitalization

Cited by 43 publications

References 22 publications

Executives' role in digital transformation

Executives' role in digital transformation

A multi-dimensional model to the digital maturity life-cycle for SMEs

Using The 7 FE Framework in Business Process Management to Support Successful IT Project Management in Digital Banking

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