<i>In situ</i> observation of strain and phase transformation in plastically deformed 301 austenitic stainless steel

To inform the design of superior transformation-induced plasticity (TRIP) steels, it is important to understand what happens at the microstructural length scales. In this study, strain-induced martensitic transformation is studied by in situ digital image correlation (DIC) in a scanning electron microscope. Digital image correlation at submicron length scales enables mapping of transformation strains with high confidence. These are correlated with electron backscatter diffraction (EBSD) prior to and post deformation process to get a comprehensive understanding of the strain-induced transformation mechanism. The results are compared with mathematical models for enhanced prediction of strain-induced martensitic phase transformation

Maturity of Building Blocks for Managing Digital Transformation

In order to support companies in their approach for digital transformation, especially those that are not digitally native, in a targeted change process, the maturity model for digital transformation DX-MM is presented. The DX-MM was developed according to eight building blocks of digital transformation and assessed based on 20 interviews with representatives of leading manufacturing firms who evaluated the model. The findings suggest that the use of maturity models for digital transformation is needed and widespread in companies, but existing models lack a holistic approach as well as applicable concrete change steps and measures. The DX-MM attempts to close this gap as it allows organisations to analyse the status quo of digital transformation and supports in identifying specific and tangible steps and measurements for strategy-aligned digital transformation

Digital Transformation: A Cognitive Study for Organizations to Shape their Journeys

Purpose: The purpose of this study is to reveal novelties of digital transformation with a holistic approach based on expert experience, that may help digital business leaders to shape their digital transformation journeys.   Theoretical framework: With the acceleration of technological advancements, the complexity of digital transformation is increasing and it leads to novel impacts. As expected, this raises the difficulty of developing a final methodology. Therefore, there is still more research required to explore these novelties.   Design/methodology/approach: As a basis, existing maturity models and frameworks were inspected. Then, C-Level managers were interviewed to explore the novelties. Axial and selective coding was used to interpret the interview data. Findings: Findings showed that digital transformation is not only about digital technologies but also the transformation of business models and cultural change. In addition, technologies like 5th-generation networks (5G), quantum computing, and blockchain may affect these models more in the future. Organizations may have to consider law regulations, hiring, management support, and customer experience more, to do a successful digital transformation.   Research, Practical &amp; Social implications: Future research is recommended to bring more practitioner experience to the theory and highlight the cultural effects of digital transformation for organizations.   Originality/value: The results show that the complex nature of digital transformation both requires and causes the number of publications to grow exponentially. Also, this can help business leaders to make use of the results to improve their digital transformation strategies

Proposing a New Managerial Model for Digital Transformation

Digital transformation is a gateway to innovation and new models of organization, operations, and business models. The quick response of managers and leaders is becoming the key to successful digital transformation, followed by strategic flexibility according to data testing results. These results highlight the importance of agile leadership in today’s changing organizational environment (Fachrunnisa et al., (2020). Hence why it is imperative to take into consideration all employees’ perceptions of management to avoid resistance to change. Thus, in this research paper, we analyze the current managerial environment to better guide digital transformation through a survey destined for both managers and employees, assessing the current situation of organizational management from a diversity of perspectives. We then propose a new digital transformation managerial model based on significant correlations between the models’ variables using the Chi-squared test. &nbsp

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

Digital transformation in businesses: the process and its outcomes

Purpose- The purpose of this study is to serve as an extensive outlook about digital transformation. Its content comprises the elements of digital transformation, the ways of adapting to digital transformation, reasons for failure, means of digital transformation, and insights and discussions on new business environment. Methodology- In this study, a comprehensive literature review is followed to learn about the current business circumstances regarding digital transformation and have a deep understanding on the previous studies conducted about digital transformation. Findings- The literature review reveals that digital transformation has provided positive impract on businesses at different levels. Although challenges against digital transformation may arise, they can be tackled if the nature of digital transformation is understood well. The success of digital transformation is dependent on numerous factors from different aspect which should be studied carefully before and during the adoption of digital transformation. Conclusion- It may be concluded that the COVID-19 pandemic has accelerated the digital agenda of businesses. At first, it should be understood that digital transformation is not a mere upgrade of technology or technical equipment within an organization but requires time, curiosity, creativity, recognition of opportunities, and cultural transformation. A successful adoption of digital transformation requires the recognition of means of digital transformation, the steps for adaptation to digital transformation, the analysis of failure, the outcomes of digital transformation. The recent evolutions related to digital transformation is evident in different aspects of business. The most recent observed changes in businesses are required skills of employees, organisational culture, business models, and customer relationship management practices.Publisher's Versio

Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations

Developing digital transformative capabilities of industrial businesses by leveraging the industrial internet of things

Industrial businesses are going through a period of digital disruption and firms are under severe pressure to undertake Digital Transformation and leverage the Industrial Internet of Things (IIoT). Yet, there is next to no scholarly guidance for such an endeavour. Most industrial firms are developing their Digital Transformation strategies, however, they are not sure what kind of capabilities they should develop for such transformation. Though there is limited academic literature about Digital Transformation and how firms are developing digital transformative capabilities, a systematic literature review was performed to disentangle capability transformation processes and how firms are developing dynamic capabilities to remain competitive in a high-velocity environment. The current study extended dynamic capability theory and proposed digital transformative capabilities (DTCs) for Digital Transformation. To understand the IIoT landscape and how it influences Digital Transformation, an industry review was performed. The research was conducted in two phases. Based on the literature review and industry review, in the first phase, two qualitative exploratory studies were performed. The preliminary exploratory study was conducted to get an understanding of the IIoT landscape and how firms were developing capabilities for transformation. Based on the insights from preliminary exploratory study, a detailed exploratory study was performed which revealed critical themes for Digital Transformation and, based on these themes, a conceptual framework for Digital Transformation was derived. The conceptual framework was divided into two models. The front-end model viii identified three DTCs (Business Model Transformation, Operating Model Transformation and Cultural Transformation), three inputs (Digital Twin, Digital Thread and Digital Mindset) and the factors influencing the DTCs. The back-end model examined the influence of DTCs on dynamic capabilities, which may be indicative of digital transformation in a company. In the second phase, these two models were tested through a quantitative analysis, utilizing data generated from 107 respondents from 87 industrial companies via a self-reported online questionnaire and the application of multiple linear regression analysis. The Digital Twin is widely touted as an important input for DTC but the result did not support that. Digital Thread as an input for DTC was supported and Digital Mindset as an input for DTC was partially supported. Using moderator analysis, important insights were identified. The moderators, Technology Turbulence, Market Turbulence, Competitor Turbulence and Path Dependency had some positive moderation effects. The positive influence of ‘DTC – Business Model Transformation’ on dynamic capabilities which may be indicative of digital transformation in a company was not supported. However, the positive influence of ‘DTC – Operating Model Transformation’ was supported and ‘DTC – Cultural Transformation’ was partially supported. The moderation effects of ecosystem partnership and resource scarcity and constraints were partially supported, and the moderation effects of customer and market demands and digital commitment were not supported or refuted.</div

Leveraging Data and Analytics for Digital Business Transformation through DataOps: An Information Processing Perspective

Digital business transformation has become increasingly important for organisations. Since transforming business digitally is an ongoing process, it requires an integrated and disciplined approach. Data Operations (DataOps), emerging in practice, can provide organisations with such an approach to leverage data and analytics for digital business transformation. This paper proposes a framework that integrates digital business transformation, data analytics, and DataOps through the lens of information processing theory (IPT). The details of this framework explain how organisations can employ DataOps as an integrated and disciplined approach to understand their analytical information needs and develop the analytical information processing capability required for digital business transformation. DataOps-enabled digital business transformation, in turn, improves organisational performance by improving operational efficiency and creating new business models. This research extends current knowledge on digital transformation by bringing in DataOps and analytics through IPT and thereby provides organisations with a novel approach for their digital business transformations