Changes in the Producer-Consumer Relationship - Towards Digital Transformation

The purpose of this paper is to analyze shifts in the producer-consumer relation-ship resulting from the increased use of digital technologies. In this study, we aim to understand how this relationship is fundamentally changing and the role of digital technologies in such a change. Therefore, we provide a state-of-the-art re-view of information systems and management literature using analysis techniques borrowed from the method of grounded theory. The results of our study indicate that the constructs of digital density, digital interconnectedness, and consumer-centricity are key drivers of changes in the producer-consumer relationship. With the growing role of digital technologies in both society and organizations, our study contributes with implications for information technology and business managers, offering them insights on how to deal with this phenomenon. Finally, our study provides a useful framework for future interdisciplinary research in this field

PROSUMERIC ACTIVITY OF CONTEMPORARY FINAL PURCHASERS VS. THEIR RELATIONSHIPS WITH OFFERORS

The article is of a theoretical and empirical nature. To prepare the theoretical part the available literature on marketing and consumer behaviour was cognitively and critically analysed. The results of the analysis allowed for identifying a knowledge gap and a research gap in this area. So far, purchaser activity in the context of relationships and image has not been analysed, especially in relation to offerors perceived as the initiators of communication and creation behaviours of purchasers. Therefore, the aim of the article was to define the significance of mutual relationships between purchasers and offerors in relation to the activity of final purchasers. A research hypothesis was verified: that the perception of offerors as the initiators of the activity of final purchasers differentiates the range of this activity. In order to achieve the goal and check the formulated hypothesis, a nationwide empirical research was conducted. The research involved a questionnaire for collecting primary data, which was afterwards statistically analysed by means of cluster analysis and the Kruskal-Wallis test. The results revealed that good relationships were important or very important for the majority of respondents. The perception of offerors was significant as far as the form of marketing activity for purchasers are concerned. However, it is possible to note statistically significant differentiation in the case of two forms of purchaser activity. So, the research hypothesis turned out to be valid only for these two forms

Digital transformation : construct definition challenges and scenarios for a research agenda

Indeed, digital transformation is just like the new models of the various technological devices (smartphones, tablets, smart watches) that are used without us fully mastering their resources. It is happening in an accelerated way without even having a clear understanding of the phenomenon. It is typically a situation in which reality occurs at a speed greater than its understanding, thus claiming the researchers' positioning in the face of digital contemporaneity. Just like Uber, that initially imposed itself as a “de facto” reality (in practice) before becoming a de jure standard (supported by law), the research agenda digital transformation seeks to guide the future of research in the field, but, due to the speed of changes, it may fit into the metaphor of the lantern on the ship's stern, helping to illuminate the past. Even though the organizational practice is more agile than the academy, it is still worth emphasizing the fundamental role of research in interpreting the nuances of the phenomenon through the most diverse perspectives..info:eu-repo/semantics/publishedVersio

A Shared Vision for Digital Transformation: Codification of The Operating Model Canvas Approach

Digital transformations are essential for organisations to stay competitive in modern economy. A digital transformation demands the business and IT departments of an organisation to be aligned and have a shared vision on the organisation’s future. To aid the generation of a shared vision as a basis for digital transformation, we propose the Operating Model Canvas (OMC) Approach. Its result is the OMC, a model that visualises the organisation’s value propositions, primary and supporting business activities, channels, and actors. We have performed a retrospective case study to codify the process and deliverables of the OMC Approach, to define its scientific fundamentals, and demonstrate its results. We found that the OMC provides a shared language for business and IT departments and subsequently generates them a shared vision. The key elements for generating a shared vision during the approach are the usage of existing client documentation and the active client participation throughout the entire process. We think the OMC can therefore be a solid starting point for a digital transformation project. The scientific contribution of this paper is to add to the theory of digital transformation design by codifying the OMC Approach

Acting like a Startup - Using Corporate Startup Structures to Manage the Digital Transformation

Digital transformation is proving to be a significant challenge for firms and companies when it comes to maintaining their market position. It is evident that many companies are struggling to find their particular way through this transformation. A corporate startup structure is one way to find a suitable solution quickly. Therefore, we are presenting a model for corporate startup activities, which we will instantiate in an appropriate tool to support the management of corporate startups by their parent firms. We have derived the first requirements and design principles from a comprehensive problem analysis and literature study. In addition to this,we are presenting a first artifact, which should realize the design principles by implementing a practical tool. Forming a cooperation with an automotive firm has enabled us to gain access to real-world data for the design and evaluation of the artifact

Determining Digital Transformation Success Factors

To understand what organizations do which brings about successful digital transformation (DX), a review of representative literature was performed. From a total of 89 articles, 16 single-case articles which sufficiently documented end-to-end DX success stories of 10 exemplar organizations we selected. Within case content analysis and asking the questions analytical procedure were employed to code each exemplar case, where a total of 174 attributes were found. Making the comparisons procedure was employed to build thematic higher-level categories by grouping similar attributes. Cross case content analysis was employed to determine presence strength of attributes in the category groupings. A list of 7 success factors and 23 subfactors emerged from the thematic groupings. These success factors constitute the initial steps towards building a DX framework which organizations seeking to embark on successful digital transformation journeys can adopt

A capability based framework for customer experience focused digital transformation

Digital transformation has a potential to deliver numerous values for an organisation through transforming its business models, organisational processes, products and services, and customer engagement. Such a transformation assists organisations to create new capabilities to better serve customers, leading to the improvement of customer experience. As a result, numerous organisations have been investing in digital transformation in today’s dynamic environment. There is however, lack of a comprehensive framework for facilitating the implementation of digital transformation in organisations towards improving customer experience. This paper develops a capability framework for digital transformation in organisations with respect to improving customer experience. Such a framework consisting of analytics, business, customer, and digital is developed through a thematic analysis of qualitative data collected from experts in an organisation in Australia using semi-structured interviews. The paper contributes to digital transformation research by the development of a capability framework for better understanding digital transformation in organisations

Why should Incumbent Firms jump on the Start-up Bandwagon in the Digital Era? - A Qualitative Study

Due to ongoing digitalization, the traditional business models of incumbent firms are threatened by the innovation performance of start-ups. Therefore, a few incumbent firms have established programs to collaborate with start-ups in order to receive relevant impulses from them. However, empirically, there has barely been any insight into the specific role that start-ups play for incumbent firms. For this purpose, we present the key findings of our qualitative study, which has been built on interviews (n=35) with experts. Our results reveal that incumbent firms and start-ups have equally environmental factors affecting their decision-making in pursuit of digitalization. However, they differ in their technological and organizational factors. According to our findings, we have emphasized that collaboration between incumbent firms and start-ups could be an opportunity to meet the challenges of the digital era. They can build on these identified enabling factors of the partner and overcome their own inhibiting factors

The Interdependencies between Customer Journey, Business Model, and Technology in Creating Digital Customer Experiences – A Configurational Analysis at the Example of Brick-and-Mortar Retail

As brick-and-mortar retail increasingly disappears while online retail flourishes, the customer experience (CX) becomes a critical source of competitive advantage. Customers expect the same information, personalization, and availability in a brick-and-mortar store as they do online. While digital technology enables such CXs and enhances the advantage of the physical experience, brick-and-mortar retailers struggle with the complexity of these digital transformations. We analyze 38 cases of retailers implementing digital transformations to create digital CXs by conducting a qualitative comparative analysis. In eight expert interviews, we refine our understanding of CX in retail and discuss the validity and generalizability of the three resulting configurations: value chain innovation, seamless purchase experience, and personal experience. They provide actionable pathways to digital CX representing individual transformation initiatives. Since the configurations overlap strongly, we discuss the necessity to combine the three configurations to implement digital CX across all phases of the customer journey and business model