Digital Business Leadership

Kreutzer, Ralf T.; Neugebauer, Tim; Pattloch, Annette

doi:10.1007/978-3-662-56548-3

Cited by 19 publications

(5 citation statements)

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“…The literature also emphasizes that management clarity is necessary in providing strategic consistency with the aim of ensuring that personnel in the organization work towards a common goal (Kreutzer et al 2018). In addition, studies show that a pragmatic assessment of likely bene ts and trade-offs -with regard to time consumed, for example -must be communicated to employees (Nöhammer and Stichlberger 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…Regarding organizational aspects, the literature emphasizes the importance of senior management and professional support from specialist personnel to secure both ownership of and necessary attention to technology implementation (Kreutzer et al 2018). Research also highlights the importance of collegial and organizational support for building a positive experience with digitalization (Konttila et al 2019).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

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Digitalization and Changes to Work Organization and Management in the Norwegian Petroleum Industry

Melberg

Gressgård

2023

Preprint

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This article analyses how implementation and use of digital technologies involve changes in work content, organization, and management in the petroleum industry. This is important, given that the industry is in a phase with mature technology and heavy pressure on efficiency and cost-effectiveness, at the same time as older systems and work processes prevail. The article draws on data acquired through interviews in a number of companies, organizations and specialist teams. The results show that far-reaching digitalization will mean radical changes to the way employees and managers work. The level of success in using digital technologies can be related to the ability to alter the content and form of work and expertise requirements, while retaining trust in technology and coping with uncertainty. A key conclusion is that clarifications related to work processes, roles, and responsibilities between the various actors in the supply chain are the most significant obstacles to successful technology adoption.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Section: Theoretical Frameworkmentioning

confidence: 99%

Digitalization and Changes to Work Organization and Management in the Norwegian Petroleum Industry

Melberg

Gressgård

2023

Preprint

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“…erforderliche Geschäftsmodell-Innovation ist erfolgreich etabliert (vgl. Schallmo, 2014;Kreutzer/Neugebauer/Pattloch, 2016). In Summe wurde die gesamte Aufbauund Ablauforganisation auf den Prüfstand gestellt und weiterentwickelt.…”

Section: Umsetzung Des Change-managements Am Beispiel Einer Digitalenunclassified

Konzeption und Grundlagen des Change-Managements

Kreutzer¹

2017

WIST

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“…However, an incumbent pipeline business should develop a strategic position on whether to be the facilitator of a possible digital platform, or position itself as a contributor, consumer, or partner [56]. Tools and roadmaps that can help to develop a possible platform business model have emerged [56][57][58][59][60][61][62][63][64][65][66][67], but often remain in theory and focus on the execution [68][69][70].…”

Section: Introductionmentioning

confidence: 99%

Transforming Pipelines into Digital Platforms: An Illustrative Case Study Transforming a Traditional Pipeline Business Model in the Standardization Industry into a Digital Platform

Eisape

2022

Journal of Open Innovation: Technology, Market, and Complexity

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For many, digital transformation is the new normal. However, in particular, pipeline businesses in traditional industries, such as standard-setting organizations (SSOs), are reluctant to radically rethink their business models, as they have often successfully prevailed for decades. The literature shows that there is a great deal of theory to be found on digital transformation, but a practical and, at the same time, scientific approach is yet missing. Following the design science framework, this paper introduces a two-step approach to transform a pipeline business model into a digital standardization platform. This is achieved by mapping the incumbent pipeline business mode146l and its ecosystem with the Platform Business Model Canvas introduced by Eisape. The representation of the current ecosystem is then digitally transformed according to the three key transformation points introduced by Alstyne et al., shifting the current ecosystem into the digital realm. The illustrative case study on DIN e.V. (the German SSOs) demonstrates the new methodology and its suitability for real applications. The result is a platform business model for a digital standardization platform, which, compared via an index to the traditional business model, has the potential to disrupt the entire standardization industry.

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Digital Business Leadership

Cited by 19 publications

References 0 publications

Digitalization and Changes to Work Organization and Management in the Norwegian Petroleum Industry

Digitalization and Changes to Work Organization and Management in the Norwegian Petroleum Industry

Konzeption und Grundlagen des Change-Managements

Transforming Pipelines into Digital Platforms: An Illustrative Case Study Transforming a Traditional Pipeline Business Model in the Standardization Industry into a Digital Platform

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