Driving Digital Transformation with Cultural Change 09122019 v (original) (raw)

Digital transformation: conceptual framework

Proceedings of 6th International Scientific Conference Contemporary Issues in Business, Management and Economics Engineering ‘2019, 2019

Purpose-the main goal of the current research was to provide a deep understanding of the concept of digital transformation, specifying its key elements/components/categories. Research methodologyan analysis of the textual information was performed, applying various techniques in the framework of the content analysis. Information database included 30 definitions of the term "digital transformation" and the related terms proposed by academicians and organizations. Findings-the analysis of the text segments of the investigated concept yielded three categories of digital transformation in business; 1) technologies, 2) processes and management, 3) people. Based on the research results, the conceptual model of digital transformation was created. Research limitations-the research was limited by the number of the analyzed definitions, as well as by the variety of methods applied. Practical implications-the research instrument for a survey among business sector representatives can be developed using the findings of the given study, in particular, for structuring the questionnaire's blocks. Originality/Value-the current research provides a platform for further empirical investigation of the level of a company's digital transformation.

Digital Transformation: Is Gonna Be Culture Shock?

2019

This paper is conducted to describe the digital transformation using the theory of culture shock. It purposes to generate a mapping of culture shock theories by applying a descriptive qualitative approach and literature review of some previous studies. Successful digital transformation of organizations must be supported by digital talent transformation, digital product transformation, and digital infrastructure. In fact, these changes can lead to culture shock, that affects the performance of individuals and organizations. This paper will analyze digital change using the stage of culture shock which consists of four stages including the honeymoon phase, culture shock phase, adjustment phase, and mastery phase. The results of this study are descriptions of each phase and strategy for handling culture shock. So the development concept of the culture shock concepts can be use to explain the dynamic change to achieve organizational sustainability.

Developing a unified definition of digital transformation

Technovation

Digital Transformation (DT) has become an imperative for most organizations in our world of emergent and continuous changes. The term DT has been so broadly used (and misused) that it becomes very confusing. Consequently, the need to provide some conceptual rigor to DT is urgently needed. The purpose of this article is to develop a unified definition of "digital transformation" based on a vastly rigorous/scientific review and analysis of 134 well-received, published definitions of DT that significantly differentiates from other related terms in the literature. The proposed unified definition will help researchers and practitioners to "advance the theory and practice" of the discipline.

Digital Transformation and its Impact on Organizations

International Journal of Business and Management, 2024

The paper discusses the topic of digital transformation, starting from its definition and examining the literature focusing on several theoretical aspects. The paper argues that digital transformation is not just about technology, but also about people, their mindset, and skills. It is also about rethinking business models and processes to leverage technology for better outcomes. In sum, digital transformation is a complex and multidisciplinary phenomenon that requires a holistic approach. Additionally, this paper aims to address these fundamental questions: What are the factors that impact organizations, and what factors appear to determine the failure of digital transformation in organizations, considering that the majority of organizations seem to struggle in achieving successful digital transformation? Consequently, many organizations find themselves unable to implement a genuine and effective digital transformation, despite their efforts in digital investments. This contribution aims to enrich the literature and enhance knowledge regarding the important issue of digital transformation failures across organizations, also considering the limited research on the factors determining the failure of digital transformation. The originality of the study lies in the metadata analysis carried out, which allows for an efficient and deeper insight into the problem at hand.

A Conceptual Framework for Successful Implementation of an Organizational Digital Transformation

Proceedings of the International Conference on Industrial Engineering and Operations Management

Digital transformation technologies can enhance work processes and redesign the employees' tasks but could have a huge impact on the employee work deliverables and ultimately the goals and objectives of the organization. The rapid growth in cloud-based applications, real-time customer interactions and feedback, and data analytics reports are forcing organizations to redefine the business processes, organizational structures, and human resource utilization to gain a competitive advantage by incorporating and implementing the new digital technologies (Korn, 2018). Although any organization that would like to succeed in implementing a digital transformation strategy needs to focus on multiple disciplines and principles within the organization. Equally, an organization could potentially achieve its goals by re-engineering business processes and by looking at technologies that underpin and drive organizational advancements in their market segment but could be negatively impacted by the lack of skilled employees (Almgren and Skobelev, 2020). However, these depend on two elements, namely the choice of digital technology and financial capabilities with the ability to use it for value creation. This paper provides some insight into a potential conceptual framework to ensure an organization succeeds by focusing on the critical importance of highly skilled and competent human resources. The article reviews and defines the potential relationship and influence between the leadership styles and the utilization of the human capital within the organization, with the notion that an organization must then understand and select the correct digital transformation technology for their industry and ensure alignment with the organizational goals and objectives. Additionally, it advocates an approach to defining and measuring the return on investment through cost analysis processes and to ensure the implementation of the correct digital strategy roadmap. Recent research findings indicate that the estimated failure ratio is between 66% to 84%. (Correani, and De Massis, et al, 2020). The inconsistency between the strategy formulation and implementation process is the main issue for failure which has a huge financial impact on the organization's revenue, work deliverables, and products and services. As a result, future management processes must ensure that the elements are managed and adjusted to address any future economic and market challenges, trends, and new opportunities. Subsequently, such an approach creates the foundation and building blocks for success, and future growth for an organization, which could be achieved and ensured through a conceptual framework for the successful implementation of an organizational digital transformation that ensures all the elements of an organization are redesigned and changed through the digital transformation project. (Brown and Harvey, 2006).

Sustainable Digital Transformation: The Role of Organisational Digital Culture

Advances in Transdisciplinary Engineering

Sustaining Digital Transformation processes is a significant challenge for all organisations, especially in the manufacturing sector. Undoubtedly, Digital Transformation (DT) is becoming increasingly crucial for successfully implementing manufacturing operations. This paper discusses Digital Culture’s role in sustainable digital transformation projects by discussing the digital culture attributes that must be inside the organisation’s top management level. These attributes are collaboration, innovation, accountability, transparency, customer-centricity, and human development. By identifying these attributes in a clear and incremental model, manufacturing organisations will be able to incorporate the digital culture factor in their digital transformation operations to ensure the sustainability of these operations.

The Digital Transformation: Key Attributes and Challenges

IJAEMA: The International journal of analytical and experimental modal analysis, 2019

As a catalyst for positive and radical change, digital transformation represents a complex issue that affects people from all walks of life and the whole economy. The objective and ultimate aim of this procedure are efficient business processes as well as operations through rigorous use of ICT. The study topic of this research paper is the key attributes and challenges of the digital transformation process of business in both the private and public sectors. This paper analysis shows that some aspects, like the pace of transformation, the culture and working environment, viewpoint are substantially underdeveloped. More precisely this document is intended to place the current knowledge about the subject in order. We introduce a systematic analysis of scientific and technical literature regarding how digital transformation facilitates business, we demonstrate that the knowledge regarding how digital transformation assists in the business. Moreover, key attributes and challenges within this topic are emphasized. Furthermore, the research paper provides the roadmap for digital transformation.

Problematizing Assumptions on Digital Transformation Research in

Communications of the Association for Information Systems, 2023

In an era of heightened uncertainty and urgency around disruption, digital transformation has become a global priority on leadership agendas and garnered the attention of researchers across the Information Systems (IS) field. But the ongoing acceleration of digital technologies not only poses great opportunities but also major challenges for organizations that use digital transformation as a means to survive. Yet, literature on how to successfully implement, manage, and sustain digital transformations that possibly change an organization’s business model, along with its product offering, structure, and culture, is often vague and hence various assumptions can go unexamined. This panel report aggregates insights from an author development workshop on “Managing and Sustaining Digital Transformations” and provides different perspectives from six experts. Specifically, it adopts the problematization method to discuss ten commonly held assumptions regarding digital transformation and presents a research roadmap to guide digital transformation research in the future.

Managing Digital Transformation

2020

This chapter analyses and evaluates the practical execution and value of a research project on change management at an incumbent media company. The research project is a longitudinal case study following the digital transformation process at the Finnish Broadcasting Company (Yle). It was carried out in close collaboration with Yle and the School of Business at Lappeenranta University of Technology (LUT). It is a comprehensive study of the change process, i.e., how the pursuits of change are challenged by organizational rigidities and how the drivers and obstacles of change co-evolve and interrelate. The study combines and operationalizes two relevant theoretical conceptsdynamic capabilities and managerial and organizational cognitionproviding a dynamic and, so far, unique approach in strategy research and even more so in the field of media management. Based on these concepts, the study shows how the way we think (cognition) and behave (capabilities) intertwine closely. In addition to the theoretical targets, the study aims to provide practical insights and tools for the case company and media managers in general to understand the challenges of organizational change and develop managerial practices.