Patterns of Digitization

Mugge, Paul; Abbu, Haroon; Michaelis, Timothy L.; Kwiatkowski, Alex; Gudergan, Gerhard

doi:10.1080/08956308.2020.1707003

Cited by 83 publications

(37 citation statements)

References 10 publications

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“…Several perspectives have to be considered, and the balance between context, content, and process is crucial (Brandt, Andersson, & Kjellstrom, 2019). Smart cities must understand that major change takes time and the lack of long-term orientation can be identified as an explanation of failure in change efforts (Mugge et al, 2020).…”

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

“…Digital transformation has gained significant attention in consulting publications and management journals, illustrating a profound interest -if not an outright economic need -to better define, understand, and manage digital transformation. Knowledge, tools, and the will to undergo change are the key factors in achieving digital transformation (Mugge et al, 2020). However, the rapid speed of disruptive innovation has been identified as a key strategic threat to organizations.…”

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

“…However, the rapid speed of disruptive innovation has been identified as a key strategic threat to organizations. Yet, organizations are concerned that new technologies will outpace their ability to keep up or remain competitive, and whether they are agile enough to respond to new business and market expectations (Mugge et al, 2020). Implementing a data-driven culture is one of the biggest challenges in digitally transforming one's business model.…”

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

“…The need for culture change and associated behavioral changes are the major obstacles to digital effectiveness. Transformation delivery addresses the mindset and organizational culture companies need to adopt, so they can implement the criteria established in transformation design (Mugge et al, 2020).…”

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

“…Smart cities must invest in new technologies to build new businesses; not simply automating current business processes. Similarly, smart cities need breakthrough business models that include key stakeholders from outside the boundaries of the enterprise (Ardito et al, 2019;Mugge et al, 2020). Developing a breakthrough business model with external partners is by far, one of the hardest things for established firms to learn and do.…”

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

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Untitled

2020

JEMI

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The JOURNAL OF ENTREPRENEURSHIP, MANAGEMENT AND INNOVATION is an interdisciplinary, double blind-reviewed journal, emphasizing theoretical and empirical articles in entrepreneurship, management, innovation and related fields. The journal is published both in printed form and on-line at www.jemi.edu.pl. THE ENTREPRENEURSHIP AREA OF THE JOURNAL The entrepreneurship area of the journal covers the three major topics: 1) venture creation and small business, 2) the impact of entrepreneurship on economic growth including local and regional development, and 3) entrepreneurial attitudes and motives. We invite original papers of theoretical and empirical nature, rooted in the disciplines of economics, management, sociology, political science, and psychology. The interdisciplinary research is encouraged to assure a comprehensive approach to the topics discussed and to advance both theory and practice. THE MANAGEMENT AREA OF THE JOURNAL Management, as a thematic scope of the journal, focuses on theoretical and empirical considerations of various areas, such as: strategic management, operation or production management, human resource management, information and management, contemporary management problems, new methods and management tools, new forms of organization and management, new threats in management, or new challenges in the organization's environment. THE INNOVATION AREA OF THE JOURNAL The innovation area of the Journal's focus will emphasize a broad range of topics and approaches, including (but not limited to): 1) role of private and public sector in development and diffusion of innovations, 2) product, process and business model innovations, 3) profiles of innovative products, structures and processes, aimed at improving management practice and providing inspiration for entrepreneurs, 4) comparative analyses of national, regional policy or sector issues, such as R&D trends, patents, citations etc., 5) theoretical work on economic, organizational and scientific aspects of innovation, encouraging the search for inspirations from various disciplines, including natural sciences, arts and humanities. THE ENTREPRENEURIAL FINANCE AREA OF THE JOURNAL The entrepreneur or entrepreneurial firm, the institutions providing finance to the entrepreneurs, and the different types of financial sources used by the entrepreneurial firms or investors. Among the areas of our special interests might be enumerated: accounting and corporate finance, financial market as a background for SME development, entrepreneurial finance, regulatory and supervisory aspects related to corporate finance.

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Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

Section: Organizational Transformation and Strategic Renewal For Builmentioning

confidence: 99%

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2020

JEMI

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The Digital Transformation of the Grocery Business - Driven by Consumers, Powered by Technology, and Accelerated by the COVID-19 Pandemic

Abbu

Fleischmann

Gopalakrishna

2021

Advances in Intelligent Systems and Computing

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Companies are increasingly looking for ways to understand and profitably leverage digital transformation with a vast amount of new communications and computing technologies. Despite the potential for digital transformation to generate substantial economic benefits, very few businesses have undergone successful digital transformations. However, evolving consumer attitudes and behaviors, technological advances, new competitive pressures, and laser thin margins, accelerated by the COVID-19 pandemic, are driving digital transformation in the grocery business. Brick and mortar, e-commerce companies, as well as new startups, are making major investments in all aspects of the digital grocery ecosystemthe online shopping experience, automated picking, delivery, and the digital supply chain. Retailers are connecting their investments to enhanced customer loyalty, revenue, and ultimately profit. This research-based on inductive methods-aims to discuss key drivers and technologies utilized in digital grocery business and contributes by introducing a model of digital grocery ecosystem to better understand digital transformation of the grocery business.

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