Strategic Digital Transformation (original) (raw)
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Production Planning & Control, 2011
Strategic networks such as Collaborative Networked Organisations (CNOs) and Virtual Customer Communities (VCCs) show a high potential as drivers of value co-creation and co-innovation. Both look at the network structures as a source of jointly value creation and open-innovation through access to new skills, knowledge, markets and technologies by sharing risk and integrating complementary competencies. This collaborative endeavour is able to enhance the adaptability and flexibility of CNOs and VCCs value creating systems in order to react in response to external drivers such as collaborative (business) opportunities. Strategic business networks are active entities continuously adapting to their environment in order to enhance their capabilities to respond to short-term business opportunities, and therefore allow their business ecosystems to follow the rhythm of industry dynamics, and customers changing needs and preferences. Value co-creation is the new trend in open-business models trying to integrate organisations" competencies and involve customers" individual preferences into network and community formations for the co-creation of the next level of value for products, services and experiences to be launched into the market. This paper presents a literature review on value co-creation and co-innovation concepts and styles, and proposes a reference framework for creating interface networks, also known as "experience-centric networks", as enablers for linking networked organisations and customer communities in order to support the establishment of sustainable user-driven and collaborative innovation networks.
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As a consequence of the digital revolution collaborative networks have proliferated in the market economy with experiments involving production based on common properties, where there is no platform “owner” figure, and users cooperate motivated by personal or social reasons and no financial reward; and through collaborative digital networks between company and consumers. These interactive models, known as mass collaboration or peering, were transformed into potential alternatives for many companies for creating value and innovation, and a source of income or recognition for many individuals. These are some of the reflections that we propose to address in this article.
Collaborative Networks: A Pillar of Digital Transformation
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The notion of digital transformation encompasses the adoption and integration of a variety of new information and communication technologies for the development of more efficient, flexible, agile, and sustainable solutions for industrial systems. Besides technology, this process also involves new organizational forms and leads to new business models. As such, this work addresses the contribution of collaborative networks to such a transformation. An analysis of the collaborative aspects required in the various dimensions of the 4th industrial revolution is conducted based on a literature survey and experiences gained from several research projects. A mapping between the identified collaboration needs and research results that can be adopted from the collaborative networks area is presented. Furthermore, several new research challenges are identified and briefly characterized.
Value co-creation and co-innovation: Linking networked organisations and customer communities
Leveraging Knowledge for Innovation in Collaborative Networks, 2009
Strategic networks such as Collaborative Networked Organisations (CNOs) and Virtual Customer Communities (VCCs) show a high potential as drivers of value co-creation and collaborative innovation in today's Networking Era. Both look at the network structures as a source of jointly value creation and open innovation through access to new skills, knowledge, markets and technologies by sharing risk and integrating complementary competencies. This collaborative endeavour has proven to be able to enhance the adaptability and flexibility of CNOs and VCCs value creating systems in order to react in response to external drivers such as collaboration (business) opportunities. This paper presents a reference framework for creating interface networks, also known as 'experience-centric networks', as enablers for linking networked organisations and customer communities in order to support the establishment of user-driven and collaborative innovation networks.
Navigating the digital shift: a service blueprint for coopetition technology-enabled networks
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This study addresses the gap in applying traditional service blueprint methodologies to technology-enabled coopetition networks characterized by simultaneous collaboration and competition among actors. Leveraging service science insights, it proposes an enhanced service blueprint framework designed for the complexities of digital coopetition. This framework introduces the cyber. Frontstage lane, physical backstage lane, and support stage lane aim to provide a holistic view of interactions, value co-creation processes, and resource allocations. Empirical validation within the Portuguese stone sector-a key player in the national economy-demonstrates the framework’s effectiveness in identifying network dysfunctions and its ease of use by industry professionals. Feedback confirms its relevance in capturing today’s coopetition environments’ multifaceted engagements and digital nuances. The study emphasizes adapting service blueprint methodology to better manage and innovate service processes in digital ecosystems. Future research should extend this framework’s application across various sectors and explore the integration of emerging technologies to optimize service delivery and value co-creation
Journal of Business Research-Turk, 2022
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Organizational transformation in the digital economy
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This work sets the vision for organizational transformation that will secure competitive advantage in the digital economy, as the border between societymarketorganization becomes more permeated to facilitate new types of assemblages of "meshworks" within and across organizational boundaries. We argue that network technologies are feeding the emergence of architectures of participation, protocols of collaboration and the development of new concepts of how work can be accomplishednotably responsible autonomy and peerproduction. The concept of eNetworked ecosystem is used as metaphor for the need to embed responsible autonomy within the organizational structure via a new type of personnel platform and space for non-hierarchical (impersonal) exchange and collaboration which mirrors "the invisible hand" of Adam Smith. Assuming that the transparency of the digital environment will provide for dramatic and ubiquitous accountability of action we consider the parallel with the transparency of "good enough" information carried by the price mechanism that allows people to respond to price through the "invisible hand" of the market. We show how the melting of traditional constraints (e.g. geographical, transactions costs, coordination, job as identity, knowledge scarcity, etc.) makes room to a revolution in all social and political institutional frameworks via the integration of responsible autonomy within a more complex organizational architecture. This new mode of production capitalizes on the transparency inherent in the digital environment to set the conditions for responsible autonomy as foundation for a broader and more equal market for many more people to exchange anything, with anyone, anytime thus generating a ubiquitous expectation that the right individual (customer, employee) can connect to the right situation (product, job) at the right time. We conclude that the simple capacity to do more enabled by the transparency of the trusted situational awareness that allows decentralized action to be incorporated with agility of response through more relaxed organizational policies -will continue to be a force of change fuelled by the "organizational survival" drive to adapt and thrive in the complex and turbulent operational environment of the 21 st Century economic reality.
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This work sets the vision for organizational transformation that will secure competitive advantage in the digital economy, as the border between society – market organization becomes more permeated to facilitate new types of assemblages of ‘meshworks’ within and across organizational boundaries. We argue that network technologies are feeding the emergence of architectures of participation, protocols of collaboration and the development of new concepts of how work can be accomplished – notably responsible autonomy and peerproduction. The concept of eNetworked ecosystem is used as metaphor for the need to embed responsible autonomy within the organizational structure via a new type of personnel platform and space for non-hierarchical (impersonal) exchange and collaboration which mirrors ‘the invisible hand’ of Adam Smith. Assuming that the transparency of the digital environment will provide for dramatic and ubiquitous accountability of action we consider the parallel with the transpa...