Transformation in a Tightly Nested System: Employing Fast Cycles of Change

Fredberg, Tobias; Pregmark, Johanna E.

doi:10.1108/s0897-301620160000024008

Cited by 12 publications

(13 citation statements)

References 48 publications

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“…This indicates that this category of organization is inducing system change (Beer, 2009) owing to digital innovation. This realization contributes to literature on transformation and change (Beer, 2009;Pasmore, 2015;Fredberg and Pregmark, 2016), through suggesting a clear link between the ability to continuously adapt (Reeves and Deimler, 2011;Pasmore et al, 2019) and system change (Beer, 2009;O'Connor, 2008). We further argue that in a fast-changing world (Johansen, 2017), organizations need to change continuously (Pasmore, 2015) and radically (Johansen, 2017) and that organizations cannot rely on external shocks and crises to create the necessary sense of urgency (Kotter, 2008).…”

Section: Contributionsupporting

confidence: 64%

Responding to the COVID-19 crisis: the rapid turn toward digital business models

Kronblad

Pregmark

2021

JSTPM

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Purpose The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society. Design/methodology/approach In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon. Findings The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever. Originality/value The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.

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Section: Contributionsupporting

confidence: 64%

Responding to the COVID-19 crisis: the rapid turn toward digital business models

Kronblad

Pregmark

2021

JSTPM

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“…This suggests that PSFs have been on a path toward increasing digitalization during the past decades. However, while other industries have undergone rapid transformations (Fredberg and Pregmark 2016 ; Shibata et al 2019 ), most PSFs have followed at a slower pace (Kronblad and Pregmark 2019 ; Pemer 2020 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

“…In many industries, digital transformation has been seen as a matter of death or survival. As examples, there have been academic contributions regarding this presented for the newspaper industry (Fredberg 2003 ; Fredberg and Pregmark 2016 ; Wang 2002 ), photo/film industry (Shibata et al 2019 ), manufacturing (Björkdahl 2020 ), and retail (Srinivasan et al 2002 ). However, in some parts of professional services, this type of urgency has been missing (Kronblad 2020 ).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

How COVID-19 Has Changed the Digital Trajectory for Professional Advisory Firms

Kronblad

Pregmark

2021

The ICT and Evolution of Work

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As COVID-19 affects populations across the globe, the measures to prevent its spread are increasingly affecting our economies. Restrictions on the movement of people and goods and regulations for social distancing and quarantine affect both the consumption and production of goods and services. In this article, we examine the impact of COVID-19 on professional advisory service providers assisting their clients to excel. We find that COVID-19 has rapidly broken down several previous barriers to digital transformation and has caused a rapid increase in the adoption of digital technology among professional advisory firms. We conclude that although there might be a corona bump of rapid digital implementation, a new normal has been established, which changes the operational context and implies that the rate of digital trajectory will be steeper, and the pace will be faster, than has been earlier anticipated. This implies that professional advisors will become better suited to advise on the increasingly complex digital context of their clients.

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“…This suggests that PSFs have been on a path toward increasing digitalization during the past decades. However, while other industries have undergone rapid transformations (Fredberg and Pregmark 2016;Shibata et al 2019), most PSFs have followed at a slower pace (Kronblad and Pregmark 2019;Pemer 2020).…”

Section: Theories Describing the Empirical Context Of Professional Advisory Firmsmentioning

confidence: 99%

“…In many industries, digital transformation has been seen as a matter of death or survival. As examples, there have been academic contributions regarding this presented for the newspaper industry (Fredberg 2003;Fredberg and Pregmark 2016;Wang 2002), photo/film industry (Shibata et al 2019), manufacturing (Björkdahl 2020), and retail (Srinivasan et al 2002). However, in some parts of professional services, this type of urgency has been missing (Kronblad 2020).…”

Section: Theoretical Fields: Change and Digital Transformationmentioning

confidence: 99%

The Future of Service Post-COVID-19 Pandemic, Volume 2

2021

The ICT and Evolution of Work

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translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. Regarding these commercial rights a non-exclusive license has been granted to the publisher. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use.

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Transformation in a Tightly Nested System: Employing Fast Cycles of Change

Cited by 12 publications

References 48 publications

Responding to the COVID-19 crisis: the rapid turn toward digital business models

Responding to the COVID-19 crisis: the rapid turn toward digital business models

How COVID-19 Has Changed the Digital Trajectory for Professional Advisory Firms

The Future of Service Post-COVID-19 Pandemic, Volume 2

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