Digital Transformation Requires Workforce Transformation

It Depends on the Size: How Firm Strategic Emphasis on Digital Transformation Predicts Market Capitalization

“…Yet, not all firms might be able to realize these benefits, as digital transformation presents a very complex endeavor, which is hallmarked by a high degree of uncertainty and entails a risk of failure [2,3,5,6,25]. One of the most common reasons for failure of digital transformation's initiatives is the lack of resources, required for digital transformation, such as information, human and financial resources [2,5,6,[20][21][22]. For instance, firms need knowledge and expertise to define a digital transformation strategy, employ new digital technologies as well as develop digital services platforms and operational backbones [2,5,21,24].…”

“…Yet, firms' signals about their digital transformation might be ambivalent for investors because digital transformation requires a plenty of resources such as human, information, and financial resources [2,5,[20][21][22]. One typical and highly visible indicator of a large resources base is large firm size [23].…”

Competences for Digital Transformation: Insights from the Norwegian Energy Sector

“…IS capabilities are meta-level constructs that are underpinned by different competences embedded in organizational processes, and rooted in employee skills and knowledge [20]. Therefore, a DT often requires a transformation of the workforce [9], and is associated with, among other structural changes, changes in employee roles and skills [25]. To increase IS capabilities, or digital capabilities, organizations should build their own digital talentseither by training internal resources or by acquiring external resources [3; 10].…”

“…For established firms, this strategy implies taking advantage of existing strengths and resources, and at the same time, developing digital skills and exploiting new digital technology [20]. However, insight is limited into how established firms can accomplish this strategy [9], and which competences and skills are particularly important for DTs [6; 23].…”

Contributions sur la transformation numérique

“…Le fort potentiel de transformation et de reconfiguration (Orlikowski et Scott, 2016 ;Faraj et al, 2018) des technologies numériques sur les organisations incite donc les chercheurs à développer des travaux scientifiques dans ce champ. Ainsi, dans les grandes revues de notre discipline, la transformation numérique s'ancre avec des articles ou des numéros spéciaux autour de différentes thématiques : la transformation du travail (Eden et al, 2019), l'entrepreneuriat (Li et al, 2018), les problématiques des DSI (Kappelman et al, 2019), le management de l'innovation (Nambisan et al, 2017), les modèles d'affaires basés sur les plateformes (Constantinides et al, 2018), la chaîne de valeur (Kauffman et Weber, 2018), l'alignement stratégique (Denner et al, 2018)… Ce sujet n'est pas en reste dans la sphère organisationnelle et managériale. En effet, la transformation digitale est une préoccupation majeure des entreprises.…”