Digital transformation, for better or worse: a critical multi‐level research agenda

Abstract

For better or worse, digital technologies are reshaping everything, from customer behaviors and expectations to organizational and manufacturing systems, business models, markets, and ultimately society. To understand this overarching transformation, this paper extends the previous literature which has focused mostly on the organizational level by developing a multi-level research agenda for digital transformation (DT). In this regard, we propose an extended definition of DT as "a socioeconomic change across individuals, organizations, ecosystems, and societies that are shaped by the adoption and utilization of digital technologies." We suggest four lenses to interpret the DT phenomenon: individuals (utilizing and adopting digital technologies), organizations (strategizing and coordinating both internal and external transformation), ecosystems (harnessing digital technologies in governance and co-producing value propositions), and geopolitical frameworks (regulating the environments in which individuals and organizations are embedded). Based on these lenses, we build a multi-level research agenda at the intersection between the bright and dark sides of DT and introduce the PIAI framework, which captures a process of perception, interpretation, and action that ultimately leads to possible impact. The PIAI framework identifies a critical research agenda consisting of a non-exhaustive list of topics that can assist researchers to deepen their understanding of the DT phenomenon and provide guidance to managers and policymakers when making strategic decisions that seek to shape and guide the DT.

Exploring the Dynamic of a Circular Ecosystem: A Case Study about Drivers and Barriers

“…Even though the CE literature already describes challenges and enablers in the context of implementing circular models, works that identify drivers and barriers at the ecosystem level are scarce. Yet, despite studies on bottlenecks in ecosystems [47,50,51], very little is known about the challenges that affect their functioning [52]. Our study, therefore, sheds light on drivers and barriers within the context of a circular ecosystem, contributing to these gaps in the literature.…”

Driving Factors in the Implementation of Digital Transformation Strategy

“…Digital transformation uses digital technologies, it is a combination of information, computing, communication, connectivity technologies with organizational capabilities. Digitalization are the strategies and actions that allow the implementation of digital technologies in organizations, in society, in the productive sectors and in the State (Dabrowska, et al, 2022).…”

“…The implementation of the digital transformation strategy is carried out at four levels: (1) individuals (use and adopt digital technologies), (2) organizations (perform strategic management and coordination inside and outside the organization), (3) ecosystems (set of organizations and participants that take advantage of digital technologies in the co-production of value), and (4) geopolitical (regulation of the environments in which people and organizations are inserted), at each level innovation processes are facilitated and supports the formation of digital skills and decision making; changes in levels are gradually implemented (Parmiggiani and MIkalef, 2021;Dabrowska, et al, 2022). At the organizational level, it is important that the digital transformation is aligned with the objectives and strategies to achieve results, create value and have an impact on the environment.…”

“…(Wrede, Velamuri and Dautth, 2020; Schneider and Kokshagina, 2021; Firk, Hanelt, Oehmichen and Wolff, 2021). The interdependence and collaboration of humans and digital technology (robots and artificial intelligence (Dabrowska, et. al.…”

“…al (2021) carried out an extensive review of the different perspectives, approaches, and theories of the organization, to revitalize the investigation of corporate strategy and the theory of the company considering the rapid advance of digital technologies, it is important to analyze the impact of these technologies in competitive advantage, and in the design of the internal structure. They raised the need to develop new knowledge that responds to the new realities of the digital age, which affect environments and organizations (Ebua and Bracci, 2022; Dabrowska, et. al.…”