Owner Dynamic Capabilities and Benefits Management in Public Information Systems Projects: A Qualitative Content Analysis

In many IS change circumstances the importance of project management capabilities has been emphasised in classic analyses. However, most studies focus only on the project supplier\u27s viewpoint, and there has still been a lack of research on how the project owner’s management capabilities can lead to effective benefits management for IS projects. The aim of paper is to examine the concept of owner dynamic capability, and how their post-implementation benefits can be realised within the context of IS project and its continuously changeable transformation. Qualitative content analysis was adopted to investigate 15 government reports covering 31 IS projects in the UK public sector. Based on the empirical data, the findings demonstrate the significance of project back-end capabilities as one type of owner dynamic capability in managing post-implementation benefits from IS

Public Service Provider’s Dynamic Capabilities for IT-enabled Government Transformation Projects

This research examines the theoretical application of dynamic capabilities to project capabilities within a transformation context. There has been a poor understanding of how a public service provider’s benefits can be achieved through information systems. To establish a research agenda about the necessity of a public service provider’s dynamic capabilities, this study develops a theoretical approach to project capabilities by distinguishing the dynamic capabilities of a public service provider from the operational capabilities of technology suppliers. The theoretical foundation will be highlighted by pointing out the disjunction between project and benefits management. Extant literature will be reviewed including benefits realisation from information systems and dynamic capabilities for organisational transformation. This study offers an original contribution in that project management and benefits realisation disciplines are combined by applying the context of dynamic capabilities. Thus, the importance of a public service provider’s transformation from a project to an operational system is emphasised

Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation

Although digital transformation offers a number of opportunities for today’s organizations, information systems scholars and practitioners struggle to grasp what digital transformation really is, particularly in terms of how it differs from the well-established concept of information technology (IT)-enabled organizational transformation. By integrating literature from organization science and information systems research with two longitudinal case studies—one on digital transformation, the other on IT-enabled organizational transformation—we develop an empirically grounded conceptualization that sets these two phenomena apart. We find that there are two distinctive differences: (1) digital transformation activities leverage digital technology in (re)defining an organization’s value proposition, while IT-enabled organizational transformation activities leverage digital technology in supporting the value proposition, and (2) digital transformation involves the emergence of a new organizational identity, whereas IT-enabled organizational transformation involves the enhancement of an existing organizational identity. We synthesize these arguments in a process model to distinguish the different types of transformations and propose directions for future research

Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation

Although digital transformation offers a number of opportunities for today's organizations, information systems scholars and practitioners struggle to grasp what digital transformation really is, particularly in terms of how it differs from the well-established concept of information technology (IT)-enabled organizational transformation. By integrating literature from organization science and information systems research with two longitudinal case studies-one on digital transformation, the other on IT-enabled organizational transformation-we develop an empirically grounded conceptualization that sets these two phenomena apart. We find that there are two distinctive differences: (1) digital transformation activities leverage digital technology in (re)defining an organization's value proposition, while IT-enabled organizational transformation activities leverage digital technology in supporting the value proposition, and (2) digital transformation involves the emergence of a new organizational identity, whereas IT-enabled organizational transformation involves the enhancement of an existing organizational identity. We synthesize these arguments in a process model to distinguish the different types of transformations and propose directions for future research