Options for Formulating a Digital Transformation Strategy

Hess, Thomas M.; Matt, Christian; Benlian, Alexander; Wiesböck, Florian

doi:10.4324/9780429286797-7

Cited by 567 publications

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“…In general, digital technologies have the potential to substantially disrupt existing revenue and business modelsas we have seen with the media industry, for instance (Hess and Constantiou 2018). Against this backdrop, organizations need to look for novel combinations of digital products or services, new ways of production, and novel forms of digital revenue creation or business models (Hess et al 2016).…”

Section: Digital Business Model Innovationsmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

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In the digital era, organizations can use digital technologies to develop new digital products and services, business processes, or business models. These so-called digital innovations pose a serious challenge for both theory and practice. Accordingly, the last years have brought forward a multitude of research in this area. With this article we want to link existing research streams on digital innovations and, thus, pave the way for future research in this area. Therefore, we consolidate prevailing work on digital innovations into a technology-driven "linking" framework on digital innovations and their embedding in organizations. According to our framework, the realization and embedding of digital innovations into organizations manifests along three concentric rings: the technology-driven development and the different implementation categories of digital innovations at the core, the enablers of digital innovations in a second ring, and the governance of digital innovations in a third ring. Based on the proposed framework we point out promising areas for further research in this field.

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Section: Digital Business Model Innovationsmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

Self Cite

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“…All around the world, companies across all industries are comprehending the importance of digital transformation to the sustainability of their profits and their continued existence and prosperity [6]. Therefore, business functions, such as sales, marketing, human resources, operations, finance, research and development and customer support need to be transformed into the digital environment [7].…”

Section: Digital Transformationmentioning

confidence: 99%

“…Additionally, true mastery of an organisation's supply-chain activities will arise from digital transformation [23]. As a result of this digital transformation necessity, companies need to design and create strategies in order to make digital transformation possible [6,7]. A digital business strategy can be described as a corporate strategy designed, created and implemented making use of digital resources to create new and unexploited worth [24].…”

Section: Digital Transformationmentioning

confidence: 99%

“…Furthermore, digital entrepreneurship is deeply entrenched in digital opportunity [5]. The rate of technological development is at an all-time, ever-increasing high, and digital entrepreneurs are mindful of the opportunities that this growth is creating [5,6]. To capitalise on these opportunities, entrepreneurs are looking towards digital transformation.…”

Section: Introductionmentioning

confidence: 99%

“…To capitalise on these opportunities, entrepreneurs are looking towards digital transformation. Digital transformation can be defined as companies who alter their operations, and, in broader terms, it can also refer to the persistent change of our civilization through the use of technology [6,7]. Digital transformation involves the redesign of business practices to incorporate digital technology within all facets of the business [7].…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The Characteristics of Digital Entrepreneurship and Digital Transformation: A Systematic Literature Review

Antonizzi

Smuts

2020

Lecture Notes in Computer Science

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The characteristics of digital entrepreneurship and digital transformation and how they are related, is complex and important to understand in this digital age. Such an understanding of digital entrepreneurship is perceived as a key pillar for economic growth, job creation and innovation. However, a number of issues regarding digital entrepreneurship and digital transformation are prevalent, inhibiting digital entrepreneurs to optimise the advantages that digital entrepreneurship contributes towards business value. Therefore, the aim of this research paper is to investigate digital entrepreneurship and digital transformation, their characteristics and inter-relationships. Data extracted and analysed through a structured analysis process, recognises and discusses the characteristics of digital entrepreneurship and digital transformation. The characteristics are reported by employing the Dynamic Capabilities Theory as the structure. By understanding the characteristics of digital entrepreneurship and digital transformation, individuals and organisations may either create new business ventures or transform existing businesses through the development of novel digital technologies or the innovative application of such technologies.

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Digital transformation and corporate environmental performance: The moderating role of board characteristics

Chen

Hao

2022

Corp Soc Responsibility Env

106

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Digital transformation, board characteristics, and environmental performance are increasingly important in the field of corporate sustainability. However, despite the growing literature on digital transformation, there is a paucity of literature that considers board characteristics. This paper aims to fill this gap by exploring the relationship between digital transformation and environmental performance from the perspective of board characteristics. Chinese listed companies from 2010 to 2019 were taken as the original data, the moderating effect of the board characteristics was tested by using the moderating effect model. We find that digital transformation can significantly improve corporate environmental performance. A low willingness to digital transformation was showed in the board of directors with age diversity, nationality diversity, shareholding concentration, and political connections. In contrast, digital transformation strategies were preferred in the boards with more female directors and higher educational backgrounds. Our study is of significant value for companies undergoing digital transformation.

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Options for Formulating a Digital Transformation Strategy

Cited by 567 publications

References 0 publications

Digital innovations

Digital innovations

The Characteristics of Digital Entrepreneurship and Digital Transformation: A Systematic Literature Review

Digital transformation and corporate environmental performance: The moderating role of board characteristics

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