Exploring digital transformation capability via a blended perspective of dynamic capabilities and digital maturity: a pattern matching approach

Leso, Bernardo Henrique; Cortimiglia, Marcelo Nogueira; Ghezzi, Antonio; Minatogawa, Vinicius

doi:10.1007/s11846-023-00692-3

Cited by 5 publications

(11 citation statements)

References 124 publications

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“…Due to the aforementioned gap in the literature (Leso et al. , 2023), similar to our study, previous research has investigated how digital entrepreneurial firms evolve various DC (e.g.…”

Section: Discussionmentioning

confidence: 98%

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Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

Berman,

Schallmo,

Kraus

2024

EJIM

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PurposeTo augment sales revenue, B2B digital start-ups aim to create and sustain commercial relationships with industry incumbents. However, since these incumbents have traditionally struggled with implementing disruptive digital artifacts, most studies have almost exclusively concentrated on their challenges, leaving the digital start-ups' side underexplored. Therefore, this study seeks to understand how digital start-ups navigate digital implementation (DI) hardships to ultimately achieve digital entrepreneurship success.Design/methodology/approachAn abductive explanatory multi-case study of four industries that pose a variety of implementation challenges for B2B digital start-ups (agriculture, insurance, real estate and construction, and healthcare) was conducted using data collected from 40 interviews with Israeli experts and relevant digital data observations.FindingsThis study articulates two main observations. (1) Throughout their journeys, digital start-ups have utilized newly created and/or refined dynamic capabilities (DC) to successfully implement their digital artifacts. Simultaneously, successful DI has enabled digital start-ups to create new DC or sustain and evolve current DC. (2) We provide empirical evidence outlining how digital start-ups using continuous learning have combined causation and effectuation logic throughout their DI journeys.Originality/valueThis study answers a call to explore more explicit digital-related drivers (i.e. DI) for digital entrepreneurship success by studying a highly-ranked country on the Global Entrepreneurship Index (GEI) to achieve this. Moreover, it illustrates how digital start-ups evolve throughout their commercial relationships with industry incumbents, thereby enabling an effective approach for successful DI. Such an approach can be considered very valuable for both practitioners and policymakers. Consequently, it advances digital entrepreneurship as an independent research topic.

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“…Due to the aforementioned gap in the literature (Leso et al. , 2023), similar to our study, previous research has investigated how digital entrepreneurial firms evolve various DC (e.g.…”

Section: Discussionmentioning

confidence: 98%

“…Overall, many companies are hindered from fulfilling their journey toward digital maturity due to a lack of much-needed relevant capabilities (e.g. agility and adaptability; Ramadani et al, 2023;Leso et al, 2023).…”

Section: Introductionmentioning

confidence: 99%

Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

Berman,

Schallmo,

Kraus

2024

EJIM

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“…This makes it easier for non-experts to understand the structure and constituents of an organization. The user-friendliness of the digital tool and that it does not require special business knowledge bridge the gaps identified by Leso et al (2023) and Appio et al (2021), respectively. The two research works respectively claimed that discovering and digitally building organization's constituents is complex and requires enterprise expert knowledge.…”

Section: Discussionmentioning

confidence: 99%

“…However, it’s crucial to recognize that maturity models must be adaptable to changing contexts to realize value (Mullaly, 2014). Moreover, achieving digital maturity entails more than merely implementing technology into business processes; it necessitates fostering a culture of innovation and continuous improvement (Leso et al ., 2023). In this environment, employees are empowered to explore new ideas and experiment with emerging technologies (Aslanova and Kulichkina, 2020).…”

Section: Literature Reviewmentioning

confidence: 99%

Graphics based business process harnessing tools, advancing digital maturity of business

Telukdarie,

Tshukudu,

Sishi

2024

BPMJ

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PurposeThe advancement of digital maturity at a business level has proven to be challenging, with limited time, resources and skills in extracting and mapping business processes. In order to advance digitalization, the mapping of all business activities is essential. To close this gap, this research is aimed at enabling the operational level extraction and classification of business activities using a graphical methodology. This objective is accomplished through the development of a digital tool that leverages Software Development Life Cycle (SDLC) principles.Design/methodology/approachThis research is focused on facilitating rapid extraction of business activities with the adoption of a graphical methodology. Business activities are captured through a digital tool in a structured, interlinked and hierarchical manner.FindingsNotably, this work is novel as it introduces a new graphical tool to replace traditional tools in the domain of Business Process Mapping (BPM). This graphical tool is distinguished by a unique feature; that is a self-configuring database with the flexibility to capture all process options, providing innovative solutions to the challenges faced in digitalizing business processes.Originality/valueThis work is original in that a new graphical interface is developed to replace traditional tools in the space of BP data gathering. The unique challenge of an auto configuring database with flexibility to capture all process options is presented.

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“…State-of the art technologies have been summarized as comprising the Internet, the industrial Internet of things, cloud computing, big-data analysis; and artificial intelligence (Akpan et al, 2022;Karunagaran et al, 2019;Brekke et al, 2023). In this context, the high frequency of technology evolution makes adoption difficult for small businesses, and the sensing and seizing capabilities are crucial to become a digitally mature small business (Leso et al, 2023). The evolutionary perspective and a re-engineering approach offer different views on the suggested incremental BM changes in small businesses.…”

Section: Digital Sustainable and International Business Modelsmentioning

confidence: 99%

Business model transition and entrepreneurial small businesses: a systematic literature review

Leipziger,

Kanbach,

Kraus

2024

JSBED

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PurposeSmall businesses are facing evolving environments, with a resulting need to shift their traditional approaches toward new business models (BMs). Many face difficulties within this transition process due to their specific resource constraints. Based on this, incremental changes to the BM – business model transition (BMT) – are proposed as comprising a suitable framework for entrepreneurial small businesses.Design/methodology/approachThis study conducts a systematic literature review (SLR) to cover a broad range of relevant literature within a final sample of 89 articles. The SLR method was chosen to integrate research in a systematic, transparent and reproducible way. For qualitative analysis and framework derivation, the study draws on a thematic ontological analysis.FindingsThe broad search criteria, focusing on BM, incremental BM changes and small businesses, pave the way for a comprehensive overview of multiple research streams of BM concepts (e.g. digital and sustainable BM). The main contribution of this work is the resulting holistic BMT framework, comprising the main parts BM innovation, external antecedents (transition of environment, entrepreneurial ecosystem), internal antecedents (dynamic capabilities, entrepreneurial orientation, resilience, strategy) and output (firm performance).Practical implicationsThe framework provides guidance for entrepreneurs and entrepreneurial managers to implement and complete BMT in small businesses. Furthermore, the presented paper sets a future research agenda focusing on small businesses structured according to the derived framework.Originality/valueThis study provides the first SLR of existing BM concepts with a small-business specific perspective on BMI and a focus on various incremental BM changes.

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Exploring digital transformation capability via a blended perspective of dynamic capabilities and digital maturity: a pattern matching approach

Cited by 5 publications

References 124 publications

Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

Strategies for digital entrepreneurship success: the role of digital implementation and dynamic capabilities

Graphics based business process harnessing tools, advancing digital maturity of business

Business model transition and entrepreneurial small businesses: a systematic literature review

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