Developing Strategies for Digital Transformation in SMEs with Maturity Models

Pierenkemper, Christoph; Gausemeier, Jürgen

doi:10.1007/978-3-030-69380-0_7

Cited by 7 publications

(6 citation statements)

References 7 publications

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“…By means of taxonomy, the present research provides an integrated and tangible view on which factors are impacting the DT in the SME. It thus responds to the various calls from literature to better and more concretely understand influencing factors of DT in SMEs (Li et al, 2018;Pfister & Lehmann, 2021;Pierenkemper & Gausemeier, 2021;Soluk & Kammerlander, 2021;Verhoef et al, 2021). Influencing factors for DT can be both driver/ enabler or barrier/ hinderer at the same time.…”

Section: Theoretical Implicationsmentioning

confidence: 92%

“…The studies and literature reviews that have been conducted on DT in SMEs in recent years focus on one field of DT (Bouncken & Schmitt, 2022;Costa & Castro, 2021;Levstek et al, 2018) or branch (Mittal et al, 2018) only and aim to be practical introductions or descriptive summaries (Zhang et al, 2022). For the further theory development of DT, it is necessary to refer to management and business informatics research to have a more specific understanding of the influencing factors of DT in SMEs (Li et al, 2018;Pfister & Lehmann, 2021;Pierenkemper & Gausemeier, 2021;Soluk & Kammerlander, 2021;Verhoef et al, 2021).…”

Section: Introductionmentioning

confidence: 99%

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A Taxonomy on Influencing Factors Towards Digital Transformation in SMEs

Dörr

Fliege

Lehmann

et al. 2023

Journal of Small Business Strategy

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Digital Transformation (DT) has become a challenge and opportunity for firms competing in dynamic and volatile markets. Especially small and medium sized enterprises (SMEs) face difficulties within the digitalization process based on their limited resources and capabilities. It is essential to understand which factors influence this process to enable the success of DT in SMEs. However, there is fragmented research on DT in SMEs. To close this gap this paper aims to identify and categorize the influencing factors of DT in SMEs by building on the Attention Based View (ABV). Therefore, a systematic literature review was conducted with a total of 75 papers published from January 2012 to January 2022. 354 factors were identified. With the help of Gioia-Method a taxonomy was created. The main finding of the research is a taxonomy, which consists of three main categories and 17 sub-categories, which organize the factors identified from the sample. The taxonomy answers the calls in research for a comprehensive and tangible picture on the influencing factors of DT in SME independent from disciplines or industries. For practitioners the taxonomy allows to understand and approach what specific factors influence their digital transformation journey and where to put attention.

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Section: Theoretical Implicationsmentioning

confidence: 92%

Section: Introductionmentioning

confidence: 99%

A Taxonomy on Influencing Factors Towards Digital Transformation in SMEs

Dörr

Fliege

Lehmann

et al. 2023

Journal of Small Business Strategy

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“…According to Pierenkemper and Gausemeier [53], strategic foresight is vital in digitalization and transformation. It requires the firm's management to decide on the priority areas in the organization in terms of digitalization and digital transformation.…”

Section: ) Strategic Foresightmentioning

confidence: 99%

Conceptualizing Digital Readiness, Strategic Foresight, and Strategic Flexibility as Drivers of Digitalization and Performance of Small and Medium Enterprises

Alqam,

Razzak,

Al-Busaidi

et al. 2024

JOIV : Int. J. Inform. Visualization

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The drivers of digitalization and small and medium enterprises (SMEs) performance have been primarily examined through resource-based theories. Hence, this study presents an alternative perspective based on such organizations' readiness and dynamic capabilities through a conceptual framework. A conceptual framework is developed by drawing upon the digital readiness theory (DRT) along with the dynamic capabilities view (DCV) to propose an integrated framework that posits a set of propositions linking constructs that reflect both digital readiness as well as the dynamic capabilities of an organization as possible drivers of business process digitalization (BPD) and performance. The empirical literature based on the DRT suggests that digital readiness will likely drive BPD and performance. Whereas leveraging the premise of the DCV indicates that the ability to sense opportunities and threats is reflected by strategic foresight. In contrast, the ability to seize and transform is reflected through strategic flexibility. The propositions posit that all three factors influence performance directly and through the mediating effect of BPD. The framework developed in this study may provide clues to practitioners and policymakers related to SME development regarding potential drivers of digitalization and performance. Growing scholarly publications on antecedents of digitalization and the performance of SMEs have focused primarily on resources. The current study offers an alternate perspective by integrating the two theories based on such organizations' readiness and dynamic capabilities.

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“…Em seguida, as empresas desenvolvem um MMD adequado que refl ete as visões estratégicas das empresas e suas necessidades futuras. Depois disso, o MMD avalia contextualmente as empresas para consultar as fraquezas que precisam curar em curto prazo e sua lacuna desde o modelo de negócio atual até o modelo de negócio das visões (Colli et al, 2019;Pierenkemper & Gausemeier, 2020). A avaliação do MMD também permite às empresas compreender suas lacunas em termos de capacidades digitais (Brunner & Jodlbauer, 2020).…”

Section: Análise De Conteúdo De Artigos Revisadosunclassified

Comprehensive review of a Digital Maturity Model and proposal for a continuous digital transformation process with Digital Maturity Model integration

Minh

Thanh

2022

S&G

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In recent years, digital transformation has become one of the most popular trends for enterprises worldwide. The global trend of digital technologies and the COVID-19 pandemic have made the growth speed of digital transformation steadier than ever. In this condition, practitioners and academic researchers believe that the Digital Maturity Model is one of the most effective weapons in helping managers and the workforce manage to transform their businesses digitally. However, the Digital Maturity Model (DMM) is a type of maturity model (MM) that is relatively new in model development and digital maturity assessment methodologies, especially when integrated into an extensive digital transformation process. With this paper, the authors aim to conduct a comprehensive review to clarify the current state of the DMM field, including its essential characteristics, popular elements belonging to its structures, the number of methods, and techniques used in developing and applying them. In addition, these papers identify significant areas of research underway. Moreover, the authors raise some challenges for the field in the capture of results by reviewing them: i) the need to standardize its component names; ii) a contextualized but low-cost DMM for SMEs to use in their business; iii) the need for positioning DMM applied processes in a master digital transformation process and in a dynamics context that help applications of DMM more efficient. The authors proposed a solution for the third challenge through a conceptual model integrating DMM into a continuous digital transformation process. Keywords: Digital Transformation; Digital Maturity Model; Continuous Transformation Process; Change Management.

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Developing Strategies for Digital Transformation in SMEs with Maturity Models

Cited by 7 publications

References 7 publications

A Taxonomy on Influencing Factors Towards Digital Transformation in SMEs

A Taxonomy on Influencing Factors Towards Digital Transformation in SMEs

Conceptualizing Digital Readiness, Strategic Foresight, and Strategic Flexibility as Drivers of Digitalization and Performance of Small and Medium Enterprises

Comprehensive review of a Digital Maturity Model and proposal for a continuous digital transformation process with Digital Maturity Model integration

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