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

Structural Ambidexterity through Bimodal IT – A Literature Review and Research Agenda

Bimodality of the information technology (IT) function is one answer to the changed expectations towards and perceptions of IT’s role within an organization. Bimodal IT aims at leveraging ambidextrous capabilities, allowing to engage in explorative and exploitative activities at the same time. Research interest of this phenomenon is growing, but there is a lack of cumulative knowledge on bimodal IT including research on the related concepts of structural ambidexterity and IT ambidexterity. Through a systematic literature review of 42 papers published in a wide range of academic outlets, we identify and describe four research themes which are summarized in a conceptual model of forms of bimodal IT, antecedents, facilitators and barriers, and outcomes. Furthermore, we discuss the critique the phenomenon is facing in practice and propose a research agenda. The study contributes to both research and practice by synthesizing existing knowledge and providing guidance for further research

Investigating how business process ambidexterity facilitates business-IT alignment in public sector organizations

In today’s world of digital transformation and global hyper-competition the need for organizations to manage and innovate their Business Processes in both incremental and disruptive ways is greater than ever, both for private and public organizations. The nascent concept of Business Process Ambidexterity (balancing process exploitation and exploration) has been receiving a growing interest in the academia, and my research aims to address three research gaps: (1) the conceptualization of Business Process Ambidexterity and guidance on its implementation; (2) its impact on business-IT alignment, and (3) the specific contingency factors of Business Process Ambidexterity in the public sector. I will address these gaps through a research plan, covering a large-scale survey, extreme case research, Delphi study and design science research. At this stage I have completed a Systematic Literature Review of Business Process Ambidexterity, and I am preparing the next steps of my research

Personality Traits and Ambidextrous Work Environments in IT Organizations – A Person-Job Fit Perspective

Driven by dynamic competitive conditions, companies’ information technology (IT) functions adopt agile practices and build ambidextrous organizational structures, which, in turn, affect the work environment of individual IT employees. Based on the fundamental assumption of person-environment fit theory that people seek out environments which allow them to behaviorally manifest their traits, this research aims to shift the focus in organizational design choices towards an individual-level perspective. We study whether and how personality traits and work environment characteristics, measured at the individual level of ambidexterity, relate and impact person-job fit (P-J fit). The results of a survey of 279 IT workers show that personality traits (operationalized by the Five Factor Model) significantly differ across exploitative and explorative work environments. Furthermore, the data suggests that the relationship between extraversion, conscientiousness and openness to experience on P-J fit is moderated by the level of ambidexterity

DIGITAL TRANSFORMATION AND ITS IMPACT ON IT STRUCTURE AND LEADERSHIP

With digital transformation attracting increasing attention, our study is motivated by a need to under- stand the impact of digitalisation on the transformation of the Information Technology (IT) function in pre-digital organisations. In particular, in this paper, we present a qualitative study that aims to ex- amine how digital transformation influences the organisational structure and leadership of the IT function in pre-digital organisations. The empirical study is based on a series of semi-structured in- terviews with digital leaders across a range of organisations and sectors in the UK and Scandinavia. We find four different setups both in terms of structure and leadership for the IT function following digital transformation initiatives. The study has both theoretical and practical implications on the management of digital transformation and IT function

Digital Transformation and IT: Current State of Research

Information Systems (IS) have never been more important as digital technologies are essential for business model innovation by developing new digital products and services. Digital transformation not only affects business, but also IT. While digital transformation and digital technologies are well established research areas, the implications of digital transformation on IT are rarely in focus. Taking this topic as a reference, the paper contributes to general IS research by assessing to which extent digital innovation is already subject to mainstream IS research. A bibliometric study analyzing all 2,833 articles published in the AIS Senior Scholars’ \u27basket\u27 of eight leading IS journals between 2007 and 2016 reveals that a mere 0.2% address the impact of digital transformation on IT while 2.3% cover topics of digital transformation, innovation, or digital technologies. In contrast to previous work, this study finds that digital innovation research is already present in primarily high-ranked IS journals

Mental Transformation in Industrial Policies: An Analysis on Zombie Companies

After the 2008 crisis, the Far East surpassed Europe and the USA in terms of production. In order not to miss the progress in the Far East, the "Industry 4.0" move came from Europe. With Industry 4.0, the digitalization of the industry has become possible. Thanks to this process, human labor, a decrease in the error rate and an increase in productivity and flexibility have been achieved. However, Industry 4.0 brings changes not only in production but also in management. In the process of digitalization of the industry that started after the 2008 crisis, our country tried to adapt to this situation as well as to change the management mentality. This situation in management is expressed as governance. The concept of governance is the common use of administrative, economic and political authority in public and private institutions. Co-management means co-management and it includes the concepts of interaction and communication, unlike management. The aim of the research is to examine the effect of digitalization on management understanding. In this review, personal computer digitization phase, internet digitization phase, mobile social media digitization phase, internet of things digitization phase, digital transformation fields in businesses. Zombie companies in Turkey and in the world have also been examined. According to the results obtained from the research, industrialists need to change their understanding of management over basic perspectives such as "Vision", "Mission", "Quality Concept" and "Total Quality Concept". Firms that have brought their business structures to a certain level of institutionalism and that have internal dynamism, fast-short decision-making processes, and that follow the market/market closely and that have a permanent team in the field have been able to survive. Companies that cannot survive appear as zombie companies. In order for companies to produce with added value, it is necessary to remove the understanding of the management from a one-sided and vertical structure. When companies are managed with a self-sacrificing, sharing and modest understanding, they will move into the future. It should intervene by the state with incentives and audits in the process of governance and industry digitization of companies

JUGGLING THE PARADOXES – GOVERNANCE MECHANISMS IN BIMODAL IT ORGANIZATIONS

The fundamental changes associated with digitalization demand businesses and public enterprises to balance exploitative and explorative capabilities in their internal IT function. One approach to balance these paradoxical demands is the adoption of twofold organizational structures often referred to as bimodal IT. While the IS literature has made recent advances in the description and analysis of bimodal organization structures, we still lack a deeper understanding of the inner workings within bimodal IT organizations and the potential tensions between traditional and agile IT. To address this research gap, we adopt IT governance mechanisms as an analytical framework to study two bimodal IT organization cases, one at a law enforcement agency and the other at an automotive company. We analyze data collected through fourteen semi-structured interviews using grounded theory techniques. We first identify challenges associated with the implementation of and the coordination within organization’s bimodal IT organizations. We then identify the structural, procedural, and relational governance mechanisms used within these organizations and elucidate how they relate to the categories of challenges. Finally, we identify and describe five novel governance paradoxes of bimodal IT organizations that emerged as core concepts from this research. Theoretical contributions and practical implications are discussed

Behind the Blackbox of Digital Business Models

In recent years global competition has undergone significant change as a result of the increasing digitalization or digital transformation of business and society. New forms of value creation have emerged, particularly through the emergence of companies such as Google and Facebook, and other digital disruptors. As a result of these developments, established companies face the challenge of aligning their business model with the new circumstances. One way of doing this is digitalization of the existing business model or designing a completely new digital business model. In this context, however, there is no commonly accepted definition and understanding of the nature of digital business models representing the context of Industry 4.0, cyber-physical systems, and the Internet of Things. So, this work is based on a literature review to help understand the concept of a digital business model. With this contribution, we enable scientific added value for business model research and at the same time help business practice to understand exactly what a digital business model is and which levers of transformation need to be considered