Digital Transformation: Drivers, Success Factors, and Implications

In this paper, we explore drivers, objectives, success factors, and implications of digital transformation. This investigation is conducted through a systematic literature review that focuses on empirical contributions in the Information Systems (IS) field. By reviewing prevailing empirical contributions on digital transformation, we provide insight into why organizations undergo digital transformation, how to accomplish such a transformation, and how digital transformation affects an organization

DIGITAL TRANSFORMATION AND BUSINESS PROCESS INNOVATION IN SLOVENIAN AUTOMOTIVE INDUSTRY: AN IN-DEPTH QUALITATIVE STUDY

This paper aims to delve into the process of transforming business models and value chains within the automotive industry, with a specific focus on the significance of digital transformation (DT) and its role in addresing transition challenges based on changed consumer preferences, electrification and supply chain complexities. By examining empirical insights derived from in-depth interviews conducted with Slovenian companies operating in automotive industry, this study contributes to the existing literature by establishing connections and shared concepts across various research domains. It sheds light on key empirical findings within a country boasting a long tradition in automotive industry, while providing informed recommendations. The main findings underscore the considerable variations between companies in terms of their current technological progress and the technologies they employ in their operational processes. These differences are influenced by factors such as their position within the supply chain, company size and the leadership’s attitude toward embracing digital solutions

ReImagining Individuals’ Digital Mindset: Toward A Theoretical Synthesis

The idea that individuals can have a digital mindset has gained popularity against the backdrop of radical shifts toward digital transformation and the future of work. Despite the burgeoning scholarly interest across disciplines, efforts to conceptualize digital mindset remain fragmented so far. This paper starts a discourse about unresolved ontological assumptions and theoretical inconsistencies. We address the prevailing knowledge fragmentation by synthesizing three research streams on individuals’ affect, behaviors, and cognitions in the context of digital transformation and revealing their underlying commonalities. We propose that two beliefs jointly form the integrative foundation of individuals’ digital mindset: how individuals think about and perceive (a) digital technologies (as opportunity or threat) and (b) their own abilities (as malleable or fixed) in the context of digital transformation. Our theoretical synthesis lays the groundwork for future research to work toward an inter-nomological network and a more holistic understanding of individuals’ digital mindset

Co-Governance in Digital Transformation Initiatives: The Roles of Digital Culture and Employee Experience

Digital transformation (DT) is increasingly fundamental for organizations to not only implement but thoroughly understand and dictate. Recent studies suggest that DT is not limited to the process of implementing digital technology to enhance business performance; it is the process of harmonizing organizational goals, values, and culture with employees by the mean of digital technologies. Therefore, it is critical to understand DT and determine its success from the perspective of the employee. To further understand the role of employees in DT, this paper theorizes and validates the relationships between digital culture, employee experience with DT, and DT co-governance. The findings guide theoretical and practical development in the field

A Case Study of Enterprise-wide Digital Innovation: Involving Non-IT Employees

Today’s incumbent organisations are under pressure to proactively leverage their resources for digital innovation. Enterprise-wide initiatives hold potential in this regard by enabling employees across departments to contribute their knowledge, skills, and creativity towards digital innovation. However, IT units often struggle to transfer the ideas of non-IT employees into marketable digital solutions. Our understanding of how organisations coordinate and integrate employees’ contributions to digital innovation is limited, yet critical to their survival and growth. Taking a resource-based approach, we identify three complementary competences –orchestration, self-orchestration, and choreography– that support enterprise-wide digital innovation. Specifically, we report how these competences helped an incumbent organisation initiate digital innovation with its non-IT employees while making efficient use of its IT resources. Our study further shows that building these competences requires the strategic use of digital artefacts and their multiple roles in the innovation process

Digitalization of Work Systems—An Organizational Routines’ Perspective

Digitalization is a hypernym that denotes the ground-shifting impact IT artifacts have on organizations. The term implicitly refers to core topics in Information Systems research, which now enfolds at increasing magnitude, speed, and reach. However, digitalization often lacks explicit references to domestic theories, concepts, and constructs in the Information Systems literature. Fundamental mechanisms that constitute digitalization as an interplay of organizations and information systems remain unexplored. The purpose of this paper is twofold. First, based on extending extant theory on organizational routines, we propose four patterns that conceptualize digitalization mechanisms as an interplay of organizational routines and IT artifacts. Second, we demonstrate how more complex transformation trajectories of routines unfold, by concatenating our patterns to form transformation stories. On either level of abstraction, further research can build on the proposed patterns to theorize on how the interplay of IT artifacts and organizational routines constitutes the digitalization of work systems

A Case Study of Enterprise-wide Digital Innovation: Involving Non-IT Employees

Today’s incumbent organisations are under pressure to proactively leverage their resources for digital innovation. Enterprise-wide initiatives hold potential in this regard by enabling employees across departments to contribute their knowledge, skills, and creativity towards digital innovation. However, IT units often struggle to transfer the ideas of non-IT employees into marketable digital solutions. Our understanding of how organisations coordinate and integrate employees’ contributions to digital innovation is limited, yet critical to their survival and growth. Taking a resource-based approach, we identify three complementary competences –orchestration, self-orchestration, and choreography– that support enterprise-wide digital innovation. Specifically, we report how these competences helped an incumbent organisation initiate digital innovation with its non-IT employees while making efficient use of its IT resources. Our study further shows that building these competences requires the strategic use of digital artefacts and their multiple roles in the innovation process

TOWARDS AN UNDERSTANDING OF DIGITAL TRANSFORMATION RISK: A SYSTEMATIC LITERATURE REVIEW

Digital transformation research and industry adoption has been on the rise over the past decade with the majority of organisations viewing it as critical to their survival over the next five years. However, in spite of the benefits of digital transformation, it presents a clear but paradoxical risk to organisations such as the requirement to develop innovative products and services while maintaining a stable customer and employee experience. With an estimated 90% of digital transformation projects resulting in failures, several calls have emerged from within the European Conference on Information Systems (ECIS) and the wider academy for research exploring digital transformation risks and the methodologies to manage them (Munns et al., 2022; Rowland et al., 2022). This article presents a systematic literature review (SLR) of 117 papers from high quality information systems (IS) research outlets. This research identifies six major risks that must be identified, monitored and evaluated to enable digital transformation success. These risks encompass the culture, organisation, processes, and technologies being transformed, along with the stakeholders involved in the initiative, and the overall digital transformation strategy being developed

Influence des caractéristiques sociodémographiques des clients sur l’utilisation des services postaux digitaux. Une étude confirmatoire sur un échantillon de clients de la Poste Tunisienne

Avec l’avènement de la crise sanitaire (pandémie du SARS-CoV-2 ou Covid-19), le secteur financier, regroupant notamment les banques et la Poste, a accéléré son processus de digitalisation. La poste, par exemple, ne cesse de multiplier les services digitaux proposés aux clients. Ces services touchent à différents aspects de la relation Poste-client : paiement des factures en ligne, recherche d’informations (sur les produits, services et bureaux de Poste, DAB, codes et tarifs postaux, etc.), consultation du solde du compte, téléchargement de relevé et d’imprimés, demande de chéquier et de carte, envoi des courriers électroniques, suivi des envois de colis et de courriers, gestion des données personnelles, etc. A travers l’étude confirmatoire que nous avons menée sur un échantillon de 102 clients de la Poste Tunisienne, nous avons cherché à savoir si leurs caractéristiques sociodémographiques exercent une influence sur l’utilisation des services postaux digitaux. Les résultats montrent que le sexe, l’âge, la catégorie socioprofessionnelle et le niveau d’études des clients exercent une influence sur l’utilisation des services postaux digitaux

Empowering organisational commitment through digital transformation capabilities:The role of digital leadership and a continuous learning environment

Although research has shown that leveraging technologies and creating a new organisational identity are critical to staying competitive in a digital business environment, these assumptions have focused mainly on operational performance and exclude the impact on the workplace and employees. The challenge of attracting employees in the context of digital transformation is leading organisations to explore drivers of commitment. Further research is needed into the key factors that bind employees to an organisation. This study seeks to advance knowledge on this individual frontier by proposing a model in which digital leadership and a continuous learning environment mediate the impact of digital transformation capabilities on organisational commitment. Testing our model through an empirical study from Spain shows an effect of both mediators. The paper thus contributes to the IS literature by identifying two mediators and their role in achieving organisational commitment. These results also suggest a new way to approach research in digital transformation by opening a new frontier on the individual level and charting a path for future study. Moreover, the results have great practical value, generating implications for organisations and new avenues of future research to explore the boundary conditions of the individual frontier