Exploring the Digital Transformation Based on Big Data with Ubiquitous Internet of Everything

Digital technologies present both game-changing opportunities for and existential threats to companies. Digital services in consumer-facing organizations offer novelty value propositions, closer consumer relationships and higher automation of consumer-facing processes. Facing big digital data streams generated by ubiquitous Internet of Everything(IoE) and savvy customers with mobile computing and social media, this paper focuses on digital transformation journeys seeking digital capabilities and digital leadership to upgrade organizational performance, one is discovering big data value, the other is dual methods with agile. The finding provides practical implications that can help guide practitioners in digital transformation

COVID-19 Pandemic and Antecedents for Digital Transformation in the Workplace: A Conceptual Framework

The emergence of coronavirus (COVID-19) has caused us to reconsider our everyday lives around the world. While the ability to work from home is an advantage to many workers, other businesses lack the foundation of the technological infrastructure to give the capacity of “business as usual” without some compromises. The goal of this paper is to develop a conceptual framework on digital transformations antecedents of global workplaces and organizations post-pandemic outbreak. The study emphasized that the most effective transformations point to four antecedents; smart capital allocation for digital initiatives, engagement of appropriate digital tools, talent recruitment, and brand permission. The study concluded that the global pandemic has created a whole new experience for businesses and organizations around the world. Therefore, business executives cannot sit on their laurels any longer and they cannot put off a digital transformation organizational focus. Henceforth, taking the right decisions today would help ensure that businesses are better placed after the pandemic is over

Business Analytics (BA) - powered transformation for environmental and social sustainability in organisations: A dynamic capabilities perspective

The impetus to address issues of global warming, pollution, and social inclusiveness continues to grow, forcing organisations to focus on their environmental and social sustainability. The sustainability imperative has a direct impact on how organisations operate and define their competitive advantage, this study will provide insights into the BA-powered capabilities leveraged by organisations to achieve their sustainability goals. Previous studies have explored the role of big data analytics capabilities in strengthening dynamic capabilities (DC), and the positive relationship between DC, environmental, social, and economic sustainability, yet have neglected to analyze the BA-powered capabilities that transform organisations for sustainability. This study examines how BA can facilitate the development of socio-technical capabilities to enable organisations to adapt, reconfigure and transform their internal processes to achieve sustainability and understand capabilities required to (i) unlock sustainability-related insights from analytics, and (ii) transform insights into value-creating activities that help attain sustainability goals within organisations

How to Structure a Company-wide Adoption of Big Data Analytics

Driven by increasing amounts of data and by emerging technologies to store and analyze them, companies adopt Big Data Analytics (BDA) to improve their innovativeness and decision-making. However, adopting BDA across the company in the sense of an insight-driven organization (IDO) is challenging, since it influences the entire company and requires an organizational change. Despite mature knowledge, approaches that provide concrete methods for structuring the company-wide adoption of BDA to fully exploit the benefits of BDA and to reduce the risk of its failure are still missing. Following action design research, we developed and evaluated a method for structuring the company-wide adoption of BDA in a concerted research effort at a German bank. Based on knowledge of BDA and the road mapping approach, the method structures the adoption along the BDA capabilities. We illustrate how companies can define a target state, identify gaps, and derive a BDA roadmap

Delineating the Business Value of Data-driven Initiatives in Organizations – Findings from a Systematic Review of the Information Systems Literature

A key objective of data-driven transformations is to utilize big data analytics (BDA) to create data-driven business value (DDBV). While prior research shows the potential of BDA to achieve DDBV, the concept remains blurry and an overview of realizable DDBVs is still lacking. To better understand the multidimensionality of the DDBV concept and to obtain insights into the bandwidth of achievable DDBVs, we conducted a systematic review of the information systems literature. Based on our results, we present a comprehensive overview of 34 DDBVs, which are classified according to their tangibility and locus of value realization. Furthermore, we describe three research deficiencies: (1) the missing operationalization of the DDBV concept, (2) the lack of explanatory mechanisms for DDBV realization, and (3) missing qualitative, in-depth insights into DDBV realization processes. Future research may build upon our systematization and help closing these research gaps, thereby increasing the success likelihood of data-driven initiatives

How a Traditional Organisation Matured a Business Analytics Capability

This paper tells the story of how a large traditional CPG (consumer packaged goods) organisation in Ireland (HEINEKEN) established a transformative and award-winning Business Analytics (BA) capability inside a 10-year period. Through analysing this story, told through the ‘lived experiences’ of the HEINEKEN Ireland Data and Analytics (D&A) Manager (the lead author), the obstacles to maturing a BA capability and the strategies to overcome them are revealed across four eras (awakening, building & exploring, advancing, leveraging). The analysis is structured using the DELTA model proposed by Davenport and Harris (2017), with the ‘Targets’, ‘Leadership’, and ‘Analysts’ capability elements featuring prominently in the HEINEKEN Ireland story. Overall, our analysis and findings lead to seven key messages (across the DELTA capability elements) that should inform an organisation’s BA strategy. These messages afford IS professionals (academics and practitioners) with the opportunity to learn from HEINEKEN Ireland’s experiences as part of their evolving BA success story

Building Data Analytics Capabilities for Value Creation : A Resource-Based View

Digitalization has made large amounts of data available for business organizations and the availability of data can also enhance their business performance and transform their business. To deploy data for value creation, business organizations should have data-related resources and build capabilities using these resources. The objective of this research study is to explore the role of data-related resources such as data, data infrastructure, data-related human resources in building data analytics capabilities (DAC) for achieving business performance. The study also aims to understand the integration of data-related resources in building DAC. We think that the integration of data-related resources is necessary for the creation of data-enabled intangibles which is closely linked to the level of DAC in organizations. The study develops a conceptual model which will be evaluated and refined via interviews conducted with various business organizations in Finland. Practical suggestions will be provided to business organizations based on the findings.publishedVersionPeer reviewe

A Journey, not a Destination—A Synthesized Process of Digital Transformation

Digital transformation (DT) continues to shake up firms and societies at large. Despite a growing number of studies covering a wide array of aspects of DT’s content, evidence of how DT unfolds in firms remains fragmented. Thus far, the literature has provided punctual insights into firms’ DT processes through single and multiple case studies. However, we lack a holistic understanding of the DT process. Adopting a qualitative meta-synthesis, we analyze 64 cases to inductively develop a DT process model depicting six phases (i.e., initiating, preparing, mobilizing, implementing, disseminating, and iterating). The process evolves on two levels—one rather sequential and one non-linear. We contribute to literature by introducing a synthesized process model tailored to DT’s complex nature. Besides, our model provides practitioners with a frame for assessing the progress of their DT journey and outlining a roadmap for their digital endeavor

Digital transformation in business and management research: An overview of the current status quo

It is no surprise that research on digital transformation (DT) has raised vast interest among academics in recent decades. Countries, cities, industries, companies, and people all face the same challenge of adapting to a digital world. The aim of the paper is twofold. First, map the thematic evolution of the DT research in the areas of business and management, because existing research in these areas to date has been limited to certain domains. To achieve this, articles were identified and reviewed that were published in the Chartered Association of Business Schools’ (ABS) ≥ 2-star journals. Based on these findings, the second objective of this paper will be to propose a synergistic framework that relates existing research on DT to the areas of business and management, which will help form the evolutionary perspective taken in this paper. Considering the emerging development of the topic under investigation, the framework is understood as a sound basis for continued discussion and forthcoming research.info:eu-repo/semantics/publishedVersio

How Human Resource and Information Systems Practices Amplify the Returns on Information Technology Investments

This study examines the important roles that human resources (HR) for information technology (IT) professionals and information systems (IS) practices for all workers in an organization play in shaping returns on firms’ IT investments. In particular, we consider how incentives, autonomy, and training for IT professionals can enable a firm to better leverage the value of its IT investments. We argue that well-trained, motivated, and empowered IT professionals can help firms make better strategic choices in allocating IT investments and implementing IT projects. We also demonstrate how this moderating relationship depends upon collaborative IS and autonomy-enhancing IS practices that affect other knowledge workers in the firm. We leverage archival data for 228 firms with 736 firm-year observations and document two key findings. We find (1) that empowering HR practices for IT professionals positively moderate the effect of IT investments on firm performance, and (2) that the alignment between empowering HR practices for IT professionals and firm-wide collaborative IS practices enhances the value that firms derive from IT investments. Our results suggest that the business value of IT investments is linked to the rewards and opportunities offered to IT professionals, who have a pivotal role in the effective deployment of IT in organizations