Defining digital transformation: Results from expert interviews

Mergel, Ines; Edelmann, Noella; Haug, Nathalie

doi:10.1016/j.giq.2019.06.002

Cited by 814 publications

(596 citation statements)

References 35 publications

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“…Outside a few recent and important contributions (Margetts and Naumann 2017;Mergel 2017;Mergel, Edelmann, and Haug 2019;Mergel 2019), the public management research community has failed to respond to these questions. To date, we know very little about what DGUs are, whether they are worthy pursuits for governments struggling to reinvent themselves for a digital age, and most importantly, how they are altering, and could alter, public sector governance more broadly.…”

Section: Resultsmentioning

confidence: 99%

“…Ines Mergel examines DGUs' origins and functions in a report prepared for the IBM Center for the Business of Government (2017) and in a 2019 article (Mergel 2019). Mergel also discusses DGUs with her coauthors as part of a larger empirical study that explores how experts define 'digital transformation' in the public sector (Mergel, Edelmann, and Haug 2019). Beyond these useful and welcome early contributions to the study of DGUs, there remains a dearth of systematic, comparative, and historically and theoretically grounded studies parsing the orthodoxy, governance structures, resources and implications of DGUs as a recent public management phenomenon that is quickly gaining traction in the halls of today's governments.…”

Section: The Troubled History Of Public Sector Information Technologymentioning

confidence: 99%

“…Despite the speedy policy transfer that has seen DGUs crop up around the world and the ambitious public management reform remits assigned to these units, the public management research community has remained remarkably silent on DGUs (but see Margetts and Naumann 2017;Mergel 2017;Mergel, Edelmann, and Haug 2019). This article aims to reverse this trend by kickstarting a public management research agenda focused on DGUs as an increasingly preferred instrument of choice for digital era public management reformers the world over.…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Digital government units: what are they, and what do they mean for digital era public management renewal?

Clarke

2019

International Public Management Journal

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From 2011 onward, Digital Government Units (DGUs) have quickly emerged as a preferred solution for tackling the over-cost and under-performing digital services and lagging digital transformation agendas plaguing today's governments. This article kickstarts a much-needed research agenda on this emerging trend, which has to date largely been ignored by public management scholars. DGUs exist at the center of the state, and adopt a shared orthodoxy, favoring agile, user-centric design, pluralistic procurement, data-driven decision making, horizontal 'platform' based solutions and a 'delivery-first' ethos. However, DGUs are differentiated in practice by their governance structures and resources, adding notable complexity to this recent machinery of government phenomenon. The article details the similarities and differences across six of the first DGUs introduced and highlights issues that researchers should address when assessing DGUs as an increasingly preferred instrument of digital era public sector renewal. This includes: their mixed record of success thus far; the risks of top-down reform efforts; external threats to DGUs' sustainability; and accountability dilemmas accompanying digital government reforms.

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Section: Resultsmentioning

confidence: 99%

Section: The Troubled History Of Public Sector Information Technologymentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Digital government units: what are they, and what do they mean for digital era public management renewal?

Clarke

2019

International Public Management Journal

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“…An expert is defined a person who possess technical as well as interpretative and process knowledge in a specific competences field (Bogner, Littig, & Menz, Introduction: Expert interviews -An introduction to a new methodological debate, 2009). Experts have not only systematic and organized knowledge, but also experience (Mergel, Edelmann, & Haug, 2019). An expert has relevant knowledge about processes, decisions, behaviors, as well as access to information, and they have an ability to solve problems in their field of expertise (Meuser & Nagel, 2002).…”

Section: Data Collection Instrument: Expert Interview Methodsmentioning

confidence: 99%

Effects of Covid-19 on Human Resource Management From the Perspective of Digitalization and Work-Life-Balance

Gigauri

2020

RS Global - IJITE

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Extraordinary changes caused by COVID-19 have enforced companies around the globe to accelerate transition to digital business processes. Human resource management (HRM) is in the heart of these transformations helping organizations to navigate in the vague present and unforeseeable future. HRM needs to manage people in companies during the crisis in order to enable business continuity and ensure work-life balance. Since the future will bring more flexible, remote-friendly, digital working norms, the changes in policies, processes, workspaces, collaboration systems, and employee wellness are of increasingly urgent importance.The paper discusses the challenges HRM is facing due to the current crisis in terms of remote working, and identifies the implications the pandemic has on human resources. The expert interviews conducted in Georgia indicate that HRM should consider ways to develop new policies for hybrid working models as a response to the current pandemic crisis.

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“…As already mentioned DT is successful, or fails, due to people and rather than technology. According to Singh [28], an organization that wants full DT has to undertake a reconfiguration of resources, talent management and even cultural change [29]. It is within this ambit that internal communication and collaborative work is framed.…”

Section: Organizational Awarenessmentioning

confidence: 99%

An Educational Approach for Present and Future of Digital Transformation in Portuguese Organizations

et al. 2020

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The current technological evolution allows us to easily and quickly obtain more information, computing capacity, communication and connectivity, in addition to allowing new forms of collaboration between disperse networks of diversified actors. This new reality not only offers enormous potential for innovation and enhanced performance for organizations but also, extends beyond the classic boundaries to affect individuals, other organizations and society in general. At the same time, this reality makes the ability of organizations to uphold their competitive advantage more challenging, since the control of the elements of their operating environment decreases drastically as they increasingly control the elements of the same environment. This is how the digital transformation of organizations becomes unavoidable, because otherwise they tend to disappear. In this context, it is necessary to infer our students’ methods for researching, identifying and taking solutions about if organizations in Portugal are already living the aforementioned digital transformation or if they are aware of the need to adapt to this new reality. The main goal of this research formatted as educational approach, is to evaluate and compare the current state of digital adoption in terms of the preparation according to the prevailing technological categories (pillars and innovation accelerators), as well as future priorities of organizations in the implementation of digital transformation in Portuguese organizations. To evaluate such objectives, a Project Based Learning (PBL) approach was used to reinforce the research and decision-making skills of undergraduate business students. Based on the results obtained, it can be concluded that organizations are aware of the need to accommodate the digital transformation not to fail and disappearing. However, it is not possible to conclude which strategy is to be adopted by the organizations, and how such a strategy will affect the organization as a whole, in particular as in respect of its business model.

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Defining digital transformation: Results from expert interviews

Cited by 814 publications

References 35 publications

Digital government units: what are they, and what do they mean for digital era public management renewal?

Digital government units: what are they, and what do they mean for digital era public management renewal?

Effects of Covid-19 on Human Resource Management From the Perspective of Digitalization and Work-Life-Balance

An Educational Approach for Present and Future of Digital Transformation in Portuguese Organizations

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