DIGITALLY TRANSFORMING ORGANISATIONS: A REVIEW OF CHANGE MODELS OF INDUSTRY 4.0

Managers understand the digital transformation, but do not always know how to apply it in their organisation, and how to manage the changes it introduces. Moreover, publications on the sub-ject of the digital transformation often focus on the assessment of the current position of an organ-isation, or on technological aspects. The question of “how” to support managers in the organisa-tional change remains open. This paper aims at analysing this gap by reviewing publications sug-gesting change models, including models mentioning steps or stages of transformation. Results show no publication has studied a business-wide transformation; most focus on a few subjects such as business model and processes. Furthermore, structured approaches to change manage-ment are suggested, which is little appropriate in a constantly changing environment. Finally, a few authors suggest the development of dynamic capabilities could provide basis for a successful transformation. We suggest that both structured methods and developing capabilities are neces-sary, but flexibility is required in the change management approach due to the uncertainty of the environment

La création de valeur des données de l’Industrie 4.0 : une étude empirique dans les manufacturiers québécois

Abstract : Manufacturing companies in developed countries face a digital transformation that is meant to improve their productivity, but also produces a large volume of data. This data will go to waste if it is not valorized by using it to gain actionable insights, for example with business intelligence and analytics. This master’s thesis presents a systematic literature review and a multiple case-study on the subject of Business Intelligence in manufacturing companies. The first article, “Business Intelligence in Industry 4.0: Research opportunities”, present a literature review. Results show a lack of studies on the impacts of business intelligence activities on manufacturing small and medium enterprises. The strategic impacts should be studied, since they are often neglected in favor of the operational impacts such as quality improvement and operating costs reductions. The second article, “Business intelligence value creation: A multiple case study in manufacturing SMEs”, presents an exploration of the factors influencing strategic and operational business values of business intelligence. Results show the limit of the traditional models based on the Resource-Based View of the firm, which overlooks organizational factors that might be more important in smaller organizations. Contingency factors, such as organisational learning, leadership style, and the role of the owner, should be included when studying small and medium enterprises, as in these smaller organizations the lack of resources and the simpler structure affect business value of business intelligence and analytics systems differently than in larger firms. There is an interesting potential for the model suggested in this master’s thesis to understand the factors linked to business value creation in smaller organization, which should be empirically tested with a larger and more diverse sample in a future study.Ce mémoire présente les travaux réalisés dans le cadre de ma maîtrise en Stratégie de l’intelligence d’affaires, de l’École de Gestion de l’Université de Sherbrooke. Il consiste en deux articles. Le premier est une revue de littérature systématique ayant été soumise et acceptées à la 51e édition de Hawaii International Conference on System Sciences, qui a eu lieu du 3 au 6 janvier 2018. Il est présenté intégralement au chapitre deux. Le second article, présenté dans sa version longue au chapitre trois, a été soumis à la 7e édition de International Conference on Information Systems, Logistics and Supply Chain qui aura lieu du 8 au 10 juillet 2018. Les notices d’acceptation seront envoyées après la date de dépôt de ce mémoire. Toutes les preuves de soumissions sont présentées dans les annexes de ce mémoire. Les articles ont tous été rédigé par moi, Fanny-Ève Bordeleau, qui a également réalisé toutes les prises de données et les analyses, assistée de mes co-directeurs, les professeurs Elaine Mosconi et Luis Antonio De Santa-Eulalia

Digitalization and change management: Different ways to project success

The digitalization is realized through a series of change-bringing projects. For the success of the digitalization, the study of the conditions leading to a greater project success rate is thus interesting. The context in which change happens is as interesting as the change itself, yet an early search of the literature revealed that the literature on change management offers little support for qualitative, context rich studies. This study presents a theoretical model derived from a review of the literature on change management with a focus on digital projects. Qualitative iterative coding of 51 relevant articles led to the definition of nineteen dimensions of change management split into two constructs: the type of change and the type of change management approach. Furthermore, the success of digital projects is defined according to five dimensions. The model is intended to support qualitative empirical studies, the ultimate goal being the discovery of the different ways leading to project success. Therefore, short definitions and lists of keywords that might be employed in speech or written documents to refer to the dimensions are given

Business Intelligence in Industry 4.0: State of the art and research opportunities

Data collection and analysis have been at the core of business intelligence (BI) for many years, but traditional BI must be adapted for the large volume of data coming from Industry 4.0 (I4.0) technologies. They generate large amounts of data that need to be processed and used in decision-making to generate value for the companies. Value generation of I4.0 through data analysis and integration into strategic and operational activities is still a new research topic. This study uses a systematic literature review with two objectives in mind: understanding value creation through BI in the context of I4.0 and identifying the main research contributions and gaps. Results show most studies focus on real-time applications and integration of voluminous and unstructured data. For business research, more is needed on business model transformation, methodologies to manage the technological implementation, and frameworks to guide human resources training

La création de valeur des données de l’Industrie 4.0 : une étude empirique dans les manufacturiers québécois

Abstract : Manufacturing companies in developed countries face a digital transformation that is meant to improve their productivity, but also produces a large volume of data. This data will go to waste if it is not valorized by using it to gain actionable insights, for example with business intelligence and analytics. This master’s thesis presents a systematic literature review and a multiple case-study on the subject of Business Intelligence in manufacturing companies. The first article, “Business Intelligence in Industry 4.0: Research opportunities”, present a literature review. Results show a lack of studies on the impacts of business intelligence activities on manufacturing small and medium enterprises. The strategic impacts should be studied, since they are often neglected in favor of the operational impacts such as quality improvement and operating costs reductions. The second article, “Business intelligence value creation: A multiple case study in manufacturing SMEs”, presents an exploration of the factors influencing strategic and operational business values of business intelligence. Results show the limit of the traditional models based on the Resource-Based View of the firm, which overlooks organizational factors that might be more important in smaller organizations. Contingency factors, such as organisational learning, leadership style, and the role of the owner, should be included when studying small and medium enterprises, as in these smaller organizations the lack of resources and the simpler structure affect business value of business intelligence and analytics systems differently than in larger firms. There is an interesting potential for the model suggested in this master’s thesis to understand the factors linked to business value creation in smaller organization, which should be empirically tested with a larger and more diverse sample in a future study.Ce mémoire présente les travaux réalisés dans le cadre de ma maîtrise en Stratégie de l’intelligence d’affaires, de l’École de Gestion de l’Université de Sherbrooke. Il consiste en deux articles. Le premier est une revue de littérature systématique ayant été soumise et acceptées à la 51e édition de Hawaii International Conference on System Sciences, qui a eu lieu du 3 au 6 janvier 2018. Il est présenté intégralement au chapitre deux. Le second article, présenté dans sa version longue au chapitre trois, a été soumis à la 7e édition de International Conference on Information Systems, Logistics and Supply Chain qui aura lieu du 8 au 10 juillet 2018. Les notices d’acceptation seront envoyées après la date de dépôt de ce mémoire. Toutes les preuves de soumissions sont présentées dans les annexes de ce mémoire. Les articles ont tous été rédigé par moi, Fanny-Ève Bordeleau, qui a également réalisé toutes les prises de données et les analyses, assistée de mes co-directeurs, les professeurs Elaine Mosconi et Luis Antonio De Santa-Eulalia

After the Plan: An Exploration of the Digitalization Application Barriers

This qualitative exploration study based on interviews analyses the situation of three organizations having started a digital transformation. Professional surveys and research projects hint that organizations are stagnating in the realization of their digital strategies and roadmaps. We seek to uncover where the organizations face barriers. Findings suggest that some barriers are elements that would be better planned before starting the digitalization, like knowledge of an organization’s core values and a digitalization vision. Others represent opportunities to adapt to emergent change, such as the development of agile business capabilities and flexibility in the strategic objectives. This study leads to the formulation of seven research proposition to guide future studies on the organizational change induced by the digitalization

How to influence digital change: A review of the distinct characteristics of digital changes

Digital transformation exercises in companies are large and complex change programs, deployed as a series of change initiatives each addressing specific goals. These initiatives have characteristics that distinguish digital change from other organizational changes. Additionally, studies on the success of digital change differ in conclusions between practitioner surveys and scientific works. This study aims to highlight some of these differences with a literature review to formulate research opportunities, in order to reorient change management research to address digital changes. The main differences of digital change are the inclusion of a more varied set of actors to the change and the focus on agility and flexibility. This study contributes to research on digital transformations with the suggestion of research opportunities and the suggestion of a model for digital change success factors

Digital Transformation Framework: Creating Sensing, Smart, Sustainable and Social (S^4) Organisations

Organisations are engaged in digitalisation or contemplating their need to start this transformation. Yet, there is not a single framework unifying the different aspects of the digital transformation based on digital value creation. This study attempts to fill this gap by reviewing existing frameworks and theoretical models on digital transformation and related concepts, such as Industry 4.0. Then, an integrated framework of the digital transformation journey emerges guiding organisations to identify capabilities allowing digital value creation. This framework suggests that the digital transformation is triggered by emerging technologies that transform the notion of value, the creation and delivery of this value, based on building blocks that allow organisations to innovate at many levels. These innovations require transformations having the potential to create organisations of the next generation, which are becoming dynamically more sensing, smart, sustainable and social-oriented