Same, same, but different!? A systematic review of the literature on digital transformation

Bohnsack, René; Hanelt, André; Marz, David; Marante, Claudia

doi:10.5465/ambpp.2018.16262abstract

Cited by 19 publications

(16 citation statements)

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“…Digital transformation is the most matured phase describing a company-wide change resulting the raise of new business models. Influencing factors of digital transformations are widely researched and there is no consensus on them (Bohnsack et al , 2018; Kohnke, 2017; Weill et al , 2019; Verhoef et al , 2021). Several studies discuss IT support as a crucial enabler (Berghaus and Back, 2016; Yeh et al , 2015; Turel et al , 2019; Weill et al , 2019; Verhoef et al , 2021); however, its influence has recently been questioned (Tabrizi et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Sectorial relevance (industry characteristics) as a determinant of digital transformation appears frequently in research (Agarwal et al , 2010; Bohnsack et al , 2018; Bergek et al , 2013; Härting et al , 2017). Bohnsack et al (2018) distinguish three important factors at the industry level: the technological landscape of an industry, products and services and the industry-specific customer requirements. Digital technologies disrupt industries, as the industrial innovation and technological development related literature discuss it (Bergek et al , 2013; Evans, 2017).…”

Section: Introductionmentioning

confidence: 99%

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Influencing factors of digital transformation: management or IT is the driving force?

Kő

Fehér

Kovács

et al. 2021

IJIS

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Purpose This research aims to discuss the success of digital transformation focusing on the role of IT and management commitment in digitalization together with sectorial relevance as influencing factors. According to the literature, these dimensions are key elements of digitalization, and there is no consensus on their decisiveness. The authors measure the success of digital transformation with the digital innovation. The research is part of ongoing work, in which the IT-related practice of Hungarian organizations has been explored on an annual basis since 2009. Design/methodology/approach The research methodology is a combined one; both qualitative and quantitative methods were applied including surveying digital transformation literature, interviews with key representatives of Hungarian organizations, developing a survey to collect quantitative data, data collection and processing with PLS-SEM. Findings The results revealed that the digital innovations are strongly determined by business, management commitment and, to a far lesser extent, by strategy. In the case of digital transformation, the role of IT departments and the services they provide are less relevant. Research limitations/implications The most important limitation of the research is the size and composition of the sample. Results do not present the situation of a specific industrial sector. Originality/value Digital technologies influence and disrupt practically every industry; the development of information and communication technology has changed economies all over the world. Decisive factors of digital transformations are widely researched, but there is no consensus about them. This research contributes to understanding the role of IT department and their services in this process together with leadership, sectorial relevance as influencing factors.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Influencing factors of digital transformation: management or IT is the driving force?

Kő

Fehér

Kovács

et al. 2021

IJIS

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“…Beyond that, the hardware and software possibilities offered by these intelligent devices are, in most cases, underused. This suggests that most of these application developments are limited to moving from a traditional way of operating to a digital medium (i.e., digital transformation [50]), but paying little or no attention to the new characteristics of the digital medium [51]. For example, technical characteristics such as built-in sensors, location analysis, compatible operating systems, battery requirements, performance, network needs and communication interfaces are characteristics to be carefully evaluated to integrate them into intervention tools for the efficient delivery of content to patients.…”

Section: Resultsmentioning

confidence: 99%

Considerations for Designing Context-Aware Mobile Apps for Mental Health Interventions

Miralles

Granell

2019

IJERPH

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This work identifies major areas of knowledge and proposes a set of relevant dimensions by area that must be taken into account in the design and delivery of context-aware mobile applications for mental health interventions. We argue that much of the related research has focused only on a few dimensions, paying little or no attention to others and, most importantly, to potential relationships between them. Our belief is that the improvement of the effectiveness of mobile interventions to support mental health necessarily implies that developers and therapists comprehensively consider the interaction between the proposed dimensions. Taking as a starting point the three areas of knowledge (Technology, Context, and Mental Health), we re-examine each area to identify relevant dimensions, discuss the relationships between them and finally draw a series of considerations. The resulting considerations can help therapists and developers to devise, design, and generate custom mobile applications in a way that increases the motivation and engagement of patients and, therefore, the effectiveness of psychological treatments.

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“…Digital technologies can widen information-sharing between a firm and external business market (from offline to online business) and quicken communication between employees and customers (Kraus et al, 2019a). Because of these, a firm can reach wider geographic markets (Bouncken et al, 2019), broaden the view of the CEO in searching business opportunities (Kraus et al, 2019a), and accelerating transformation processes among competences, activities and outputs (Bohnsack et al, 2018). The future direction can be driven by treating the level of digitalization as a factor within the RBV and capabilities lens or as a moderator when researchers are adopting ability and willingness theory as a lens to predict radical innovation in family firms.…”

Section: Ijebr 266mentioning

confidence: 99%

Radical innovation in family firms: a systematic analysis and research agenda

Hughes

2020

IJEBR

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PurposeInvestigation of family firm radical innovation is burgeoning but far less prevalent than studies of family firm innovation in general. Concurrently, studies repeatedly report that family firms exhibit mostly conservative and incremental innovation rather than more radical ones. This is unfortunate because without radical innovation, family firms risk a competency trap in which long-term competitiveness is lost to more innovative rivals. This situation has led to urgent calls among scholars to explicitly acknowledge the heterogeneity of family firm innovation and to understand the conditions for family firm radical innovation.Design/methodology/approachA systematic review of 51 papers categorized into four scholarly conversations build the foundation for a critical discussion of each line of inquiry.FindingsThe authors analyze 51 leading articles and identify four persistent theoretical positions: (1) RBV and capabilities, (2) agency and stewardship, (3) behavioral agency and socioemotional wealth, and (4) the ability and willingness paradox. The authors identify key research problems and research questions needing urgent scholarly and present a framework that captures their complementary and competing assumptions to enable rigorous future research.Originality/valueTo galvanize and spearhead future research efforts, this paper provides a critical analysis of our understanding of family firm radical innovation with a specific emphasis on the theoretical assumptions at the core of existing investigations and the eight most important research questions in need of answers.

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Same, same, but different!? A systematic review of the literature on digital transformation

Cited by 19 publications

References 0 publications

Influencing factors of digital transformation: management or IT is the driving force?

Influencing factors of digital transformation: management or IT is the driving force?

Considerations for Designing Context-Aware Mobile Apps for Mental Health Interventions

Radical innovation in family firms: a systematic analysis and research agenda

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