1 Introduction
2 Related work
2.1 Research on digital transformation
Reference | Title | Conceptual contribution to DT literature |
---|---|---|
Vial (2019) | Understanding digital transformation: A review and a research agenda | A DT framework consisting of eight building blocks is presented based on an analysis of the literature: (1) use of digital technologies, (2) disruptions, (3) strategic responses, (4) changes in value creation paths, (5) structural changes, (6) organizational barriers, (7) negative impacts, and (8) positive impacts |
Hanelt et al. (2021) | A systematic review of the literature on digital transformation: Insights and implications for strategy and organizational change | A multidimensional framework of DT is presented, differentiating between (1) contextual conditions triggering and shaping DT, (2) mechanisms linking contextual conditions with outcomes, and (3) outcomes referring to the consequences of DT at the organizational, economic, and spillover levels |
Nadkarni and Prügl (2021) | Digital transformation: A review, synthesis and opportunities for future research | A thematic map is presented based on an analysis of the literature. The map distinguishes two dimensions: technology and actor. The technology dimension comprises the following themes: (1) pace of change and time to market, (2) technology capability and integration, (3) consumer and other stakeholder interfaces, (4) distributed value creation and capture, and (5) market environment and rules of competition. The actor dimension comprises the following themes: (1) transformative leadership, (2) managerial and organizational capabilities, (3) company culture, and (4) work environment |
Verhoef et al. (2021) | Digital transformation: A multidisciplinary reflection and research agenda | Based on an analysis of the literature, the paper identifies three stages for DT: digitization, digitalization, and digital transformation. Each stage entails specific demands on firms’ digital resources, organizational structure, growth strategies, and metrics |
2.2 Research on IT-enabled business transformation
3 Research design
3.1 Motivation of the survey
The concept of DT has become so faddish that it is in danger of being stretched until it becomes virtually a synonym for talk of any kind in both academic and practitioner communities, leading to theoretical vacuity and practical confusion. (p.6)
3.2 Preliminary work on understanding DT: the semantic decomposition process
Primitive | Meaning according to Vial (2019) | Meaning according to Gong and Ribiere (2021) |
---|---|---|
Nature | – | The reality of DT |
Scope | The extent of the changes taking place within the target entity’s properties | The extent of the changes taking place within the target entity in terms of its nature, outcome, and impact |
Target entity | The unit of analysis affected by DT | The unit of analysis affected by DT |
Means | The technologies involved in creating the change within the target entity | The methods involved in creating the change within the target entity |
Expected outcome | The outcome of DT | The consequences of DT that relate to processes, offerings, changes in processes, and the quality of the entity’s relationship with others, such as competitiveness, advantages, and efficiency |
Impact | – | The unquantifiable long-term effects that the change may have (e.g., value creation) |
3.3 Preparation of the survey
ID | Definition | Source |
---|---|---|
Def_1 | Leveraging of IT functionality to redesign focused high-value areas of business operations by deploying standard IT applications with minimal changes to the business process | Venkatraman (1994) |
Def_2 | Leveraging of IT capability to create a seamless organizational process, reflecting both technical interconnectivity and organizational interdependence | Venkatraman (1994) |
Def_3 | Leveraging IT functionality in redesigning an organization’s key processes to derive organizational capabilities for competing in the future and utilizing IT capability as an enabler for future organizational capability | Venkatraman (1994) |
Def_4 | Effectively deploying IT capabilities to redesign the nature of exchange among multiple participants in a business network, thereby articulating the strategic logic to leverage related participants in the business network to provide products and services in the marketplace, and exploiting IT functionality for learning from the extended network as well as for coordination and control | Venkatraman (1994) |
Def_5 | A redefinition of the corporate scope that is enabled and facilitated by IT functionality | Venkatraman (1994) |
Def_6 | A process that aims to improve an entity by triggering significant changes to its properties through combinations of information, computing, communication, and connectivity technologies | Vial (2019) |
Def_7 | Using digital technology in order to (re)define a value proposition and to change the identity of the firm | Wessel et al. (2021) |
Def_8 | A change in how a firm employs digital technologies to develop a new digital business model that helps to create and appropriate more value for the firm | Verhoef et al. (2021) |
Def_9 | The use of technology to radically improve the performance or reach of enterprises | Westerman et al. (2011) |
Def_10 | The use of new digital technologies (social media, mobile, analytics, or embedded devices) to enable major business improvements (such as enhancing customer experience, streamlining operations, or creating new business models) | Fitzgerald et al. (2013) |
Def_11 | The profound and accelerating transformation of business activities, processes, competencies, and models to fully leverage the changes and opportunities brought by digital technologies and their impact across society in a strategic and prioritized way | Demirkan et al. (2016) |
Def_12 | The changes digital technologies can bring about in a company’s business model, which result in changed products or organizational structures or in the automation of processes | Hess et al. (2016) |
Def_13 | A planned digital shock to what may be a reasonably functioning system | Andriole (2017) |
Def_14 | Adopting business processes and practices to help the organization compete effectively in an increasingly digital world | Kane (2017) |
Def_15 | The changes imposed by IT as a means to (partly) automatize tasks | Legner et al. (2017) |
Def_16 | The impact of IT on organizational structure, routines, information flow, and organizational capabilities to accommodate and adapt to IT and to emphasize more the technological root of IT and the alignment between IT and businesses | Li et al. (2018) |
ID | Example | Source | Assigned level |
---|---|---|---|
Ex_1 | A port introduces new handling technologies, like automated guided vehicles equipped with sensor and laser technologies allowing for autonomous handling of cargo in dedicated terminal areas | Heilig et al. (2017) | Localized exploitation (1) |
Ex_2 | A machine-producing company introduces an integrated database linking CAD/CAM [Computer-Aided Design/Manufacturing] terminals with various organizational functions (purchasing, billing order handling, payroll, shop floor), enabling the placement of efficient purchase orders for materials based on an engineer’s CAD/CAM drawings and reducing finished goods inventory | Venkatraman (1994) | Internal integration (2) |
Ex_3 | An insurance provider introduces a workstation-based information system capable of pulling data from all over the company, changing its insurance underwriting process from an assembly-line process stretching over several departments and individuals to a case-based process with dedicated case managers and expert roles, thereby increasing productivity by 40% | Davenport and Short (1990) | Business process redesign (3) |
Ex_4 | A port introduces an interconnected information system for directly scheduling the appointments for trucks of external organizations. | Heilig et al. (2017) | Business network redesign (4) |
Ex_5 | A machine manufacturer utilizes IT to change from a product to a service-based business model | Mertens et al. (2017) | Business scope redefinition (5) |
3.4 Main survey and sample
3.5 Data analysis
ID | Full text | Nature | Scope | Target entity | Means | Expected outcome | Impact |
---|---|---|---|---|---|---|---|
Def_1 | Leveraging of IT functionality to redesign focused high-value areas of business operations by deploying standard IT applications with minimal changes to the business process | X | X | X | X | X | |
Def_2 | Leveraging of IT capability to create a seamless organizational process—reflecting both technical interconnectivity and organizational interdependence | X | X | X | X | X | |
Def_3 | Leveraging IT functionality in redesigning an organization’s key processes to derive organizational capabilities for competing in the future and utilizing IT capability as an enabler for future organizational capability | X | X | X | X | X | X |
Def_4 | Effectively deploying IT capabilities to redesign the nature of exchange among multiple participants in a business network, thereby articulating the strategic logic to leverage related participants in the business network to provide products and services | X | X | X | X | X | X |
Def_5 | A redefinition of the corporate scope that is enabled and facilitated by IT functionality | X | X | X | X | ||
Def_6 | A process that aims to improve an entity by triggering significant changes to its properties through combinations of information, computing, communication, and connectivity technologies | X | X | X | X | X | |
Def_7 | Using digital technology in order to (re)define a value proposition and to change the identity of the firm | X | X | X | X | ||
Def_8 | A change in how a firm employs digital technologies to develop a new digital business model that helps to create and appropriate more value for the firm | X | X | X | X | X | X |
Def_9 | The use of technology to radically improve performance or reach of enterprises | X | X | X | X | X | |
Def_10 | The use of new digital technologies (social media, mobile, analytics, or embedded devices) to enable major business improvements (such as enhancing customer experience, streamlining operations, or creating new business models) | X | X | X | X | X | |
Def_11 | The profound and accelerating transformation of business activities, processes, competencies, and models to fully leverage the changes and opportunities brought by digital technologies and their impact across society in a strategic and prioritized way | X | X | X | X | X | X |
Def_12 | The changes digital technologies can bring about in a company’s business model, which result in changed products or organizational structures or in the automation of processes | X | X | X | |||
Def_13 | A planned digital shock to what may be a reasonably functioning system | X | X | ||||
Def_14 | Adopting business processes and practices to help the organization compete effectively in an increasingly digital world | X | X | X | X | ||
Def_15 | The changes imposed by IT as a means to (partly) automatize tasks | X | X | X | X | ||
Def_16 | The impact of IT on organizational structure, routines, information flow, and organizational capabilities to accommodate and adapt to IT and to emphasize more the technological root of IT and the alignment between IT and businesses | X | X | X | X | X | X |
4 Results
4.1 Demographic statistics
4.2 Understanding of digital transformation based on definitions
4.3 Understanding of digital transformation based on scenarios
Homogeneity correction | Cases | Sum of squares | df | Mean square | F | p |
---|---|---|---|---|---|---|
Brown-Forsythe | Level | 7.216 | 4.000 | 1.804 | 12.71 | < 0.001 |
Residuals | 374.737 | 2514.396 | 0.149 |
Level | Mean | SD |
---|---|---|
Ex_1 | 0.856 | 0.351 |
Ex_2 | 0.885 | 0.320 |
Ex_3 | 0.826 | 0.379 |
Ex_4 | 0.828 | 0.378 |
Ex_5 | 0.730 | 0.445 |
Levels | Mean difference | SE | t | Cohen’s d | pbonf | |
---|---|---|---|---|---|---|
Ex_1 | Ex_2 | − 0.028 | 0.023 | − 1.224 | − 0.084 | 1.000 |
Ex_3 | 0.030 | 0.023 | 1.306 | 0.083 | 1.000 | |
Ex_4 | 0.028 | 0.023 | 1.224 | 0.078 | 1.000 | |
Ex_5 | 0.127 | 0.023 | 5.467 | 0.316 | < 0.001 | |
Ex_2 | Ex_3 | 0.059 | 0.023 | 2.530 | 0.167 | 0.115 |
Ex_4 | 0.057 | 0.023 | 2.448 | 0.162 | 0.144 | |
Ex_5 | 0.155 | 0.023 | 6.691 | 0.400 | < 0.001 | |
Ex_3 | Ex_4 | − 0.002 | 0.023 | − 0.082 | − 0.005 | 1.000 |
Ex_5 | 0.096 | 0.023 | 4.162 | 0.233 | < 0.001 | |
Ex_4 | Ex_5 | 0.098 | 0.023 | 4.243 | 0.238 | < 0.001 |
5 Discussion
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is in a remarkably large number of cases hardly related to the conceptualizations of DT in the scientific literature and
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is evidently influenced by mentions of buzzwords related to digital technologies.