Improving the readiness for change - Addressing information concerns of internal stakeholders in the smartPORT Hamburg

Digital transformation as a driving force changes organizations, industries, and society in general. In this, Internet of Things (IoT) exhibits a specific potential that permeates all layers from business models over (cross-) organizational processes to (cloud-) systems, data flows and sensor equipped infrastructures. In order to improve readiness for change we take a stakeholder-oriented perspective. The paper aims at understanding information and communication needs of internal stakeholders in order to become co-partners of innovation throughout the enterprise. Based on a literature review and an empirical study during the explorative phase of the IoT-based transformation in a major European port, information concerns are gathered and structured. A prototype of a web-based information offering is presented. Its evaluation leads to further theoretical and practical implications

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

How CIOs Influence Digital Transformation Success. Evidence from a Large-scale, Multi-national Survey

Digital transformation is an important and omnipresent topic for corporations that want to stay relevant and survive in today’s business environment. The success of digital transformation depends on a multitude of factors, one of which is digital transformation governance. This study investigates the moderating effect of CIO membership in the top management team on the relationship between enabling factors of digital transformation and digital transformation success. Furthermore, different digital transformation governance configurations are investigated regarding their effect on the success of digital transformation. We make use of a large scale, multi-national survey among manufacturing firms to answer these two research questions. With our study, we demonstrate the importance of including the CIO in the top management team to take advantage of existing resources and capabilities. Additionally, we show that firms with a CIO being responsible for digital transformation perform significantly better in their digital transformation endeavors

From Convergence to Compromise: Understanding the Interplay of Digital Transformation and Mergers on Data Breach Risks in Local and Cross-Border Mergers

In today\u27s digital age, the potential risks and challenges associated with digital transformation (DT) and cybersecurity have received limited research attention. This dissertation consists of three interconnected studies that aim to address this gap. The first study employs paradox theory to demonstrate that DT initiatives can increase a firm\u27s susceptibility to data breaches. Using a unique dataset spanning 10 years and involving 3604 brands, our analysis reveals that DT efforts in mobile and digital marketing are associated with a higher incidence of data breaches. However, firms can mitigate this impact by enhancing their innovative capacities. These findings contribute to a better understanding of the complex relationship between DT, data breaches, and innovation. Our second investigation, rooted in complexity theory and matching theory, examines the impact of mergers and acquisitions (M&As) on the frequency of data breaches. By analyzing 18 years of data from 5072 US firms, we find that M&As increase the likelihood of data breaches, particularly when the merging firms operate in different business domains. Furthermore, we observe that M&As that receive more media attention are more prone to data breaches, while those involving a more vulnerable target firm have fewer breaches. In our third study, guided by Institutional theory, we explore the relationship between cross-border mergers and acquisitions (CBMA) and data breaches. Our findings indicate that CBMAs, especially those accompanied by significant media publicity and involving firms from divergent institutional contexts, heighten the risk of data breaches. Overall, these studies provide valuable insights for firms aiming to mitigate data breach risks during their digital transformation (DT) efforts and M&A activities. They emphasize the importance of adopting a balanced communication strategy and considering the security implications of strategic actions. Moreover, our findings contribute to the academic discourse in information systems by illuminating the intricate interplay between DT, M&As, and data breaches

The chief digital officer position and its firm-level impact: A literature review on CDO research and an analysis of CDO presence and performance implications

With rapidly advancing technologies and digital innovations, companies face the need to adapt to the new digital world and to digitally transform their business models. For executing the digital transformation process, more and more companies decide to entrust a new C-level manager with all challenges and complexity arising from digital transformation, the Chief Digital Officer (CDO). As the CDO position is still fairly new, research in this field is limited and requires further attention by scholars. Therefore, this study aims to address three fundamental research questions concerning the nature of the CDO position and corresponding implications not only to inform practitioners but also to enrich the scholarly discussion on CDOs. By understanding existing literature on CDOs based on a systematic literature review, this thesis answers the first research question regarding what characterizes the CDO position. Building on these insights and drawing from a comprehensive theoretical framework consisting of upper echelons theory, contingency theory, human capital theory and the resource-based view, hypotheses are developed for answering research questions two and three. While the second research question focuses on factors, which influence CDO presence within a company, the third research question addresses the impact of a CDO on company performance. Based on a large-scale sample of panel data comprised of S&P 500 companies, generalized estimating equations models, propensity score matching and fixed effects regression models are exploited in order to derive answers for both research questions two and three. As influencing factors for CDO presence, the results show that especially early tenure CEOs and CEOs of larger companies are more likely to employ a CDO. Although no evidence can be observed for positive performance implications of CDOs, also given different company contingencies, the insights of this study's analyses show that certain CDO characteristics as well as in combination with CIO presence and varying CEO characteristics are more favorable over others in terms of company performance measured by return on assets and Tobin's Q

Digitale Transformation aus unternehmensübergreifender Perspektive: Management der Koevolution von Plattformbesitzern und Komplementoren in Plattformökosystemen

Digital platforms have the potential to transform how organizations are doing business in their respective ecosystems. Motivated by this transformation, the purpose of this thesis is to increase the understanding of digital transformation from an inter-organizational perspective. Therefore, this thesis clarifies the phenomenon of digital transformation, and models and analyzes multiple digital platform ecosystems. Building upon that, this dissertation reflects on multiple case studies on how platform owners can manage the co-evolution of their complementors in digital transformations in digital platform ecosystems.Digitale Plattformen haben das Potential, die Art und Weise, wie Unternehmen in ihren jeweiligen Ökosystemen Geschäfte machen, zu verändern. Motiviert durch diese Transformation, ist das Ziel dieser Arbeit, das Verständnis von digitaler Transformation aus einer inter-organisatorischen Perspektive zu erhöhen. Daher erläutert diese Arbeit das Phänomen der digitalen Transformation, und modelliert und analysiert mehrere digitale Plattformökosysteme. Darauf aufbauend reflektiert diese Dissertation in mehreren Fallstudien darüber, wie Plattformbesitzer die Koevolution ihrer Komplementoren in digitalen Transformationen in digitalen Plattformökosystemen steuern können