Making Digital Transformation Real

Permanent URI for this collectionhttps://hdl.handle.net/10125/107520

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Leading Teams in Today's Dynamic Organizations: The Core Characteristics of Agile Leadership
(2024-01-03) Geffers, Kristin; Bretschneider, Ulrich; Eilers, Karen; Oeste-Reiß, Sarah
Agile leadership (AL) is essential for leading agile transformations. So far, a conceptualization of AL is still lacking. To investigate its core characteristics, we conduct an exploratory single case study. Our study examines a senior executive training program within a young European automotive software company, with the objective of establishing AL throughout the organization. Our study’s primary findings reveal that AL can be categorized into five perspectives: person-based, purpose-based, result-based, position-based, and process-based. Agile leaders are humble, adaptable, visionary, and engaged. AL focuses on aligning employees with a clear vision, fostering a learning organization, increasing transparency, and establishing decision-making in teams. It is practiced by executives, agile accountabilities, and team members. Agile leaders operate as experimenters, collaborators, facilitators, enablers, and resilient leaders. Our findings provide a foundational basis for organizations to implement AL, thereby enhancing their adaptability and overall success.
Unpacking Digital Transformation Tensions through Workers’ Perceptions: A Technological Frame and Paradox Theory Approach
(2024-01-03) Viljoen, Altus; Przybilla, Leonard; Hein, Andreas; Keilbach, Anna; Krcmar, Helmut
This study proposes that actors’ perceptions of digital transformation (DT), constructed through technological frames, can explain organizational tensions that firms experience during DT initiatives. We conducted a qualitative case study with a large manufacturer over 12 months, analyzing how different hierarchical employee groups’ technological frames shape their perception of DT. The results illustrate that actors’ perceptions of DT comprise three dimensions (reasons for DT, contributions to DT, and communication during DT initiatives), and how these perceptions explain four different organizational tensions in DT. We contribute to theory on DT by showing how classifying actors’ perceptions of DT through technological frames and paradox theory enables an understanding of how organizational tensions in DT may originate on the individual level.
Digital Transformation of a Manufacturing Company in Light of the Digital Innovation Theory
(2024-01-03) Salonen, Jukka; Fonstad, Nils O.
Many product manufacturing companies are investing in innovative uses of digital technologies to improve the value they offer their customers and users of their products. Transforming themselves from a product innovator into a digital innovator is a challenge with multiple interconnected ramifications for the entire company. Analysis of what a heavy-machinery manufacturer learned on its digital transformation journey shed light on how the organization, its approach to customers, and its culture had to change to enable the move from products to digital solutions. This paper examines these changes in light of digital innovation theory, to assess how the executive management team carried the current themes of the theory into practice. It enriches that theory by bringing customer value into the core of the framework and demonstrating how digital innovation theory supports digitality-oriented transformation of a manufacturing company. This paper also provides business executives practical guidance for managing the transformation process.
Winning in B2B sales in the digital economy: A systematic literature review and the dynamic capabilities approach
(2024-01-03) Pitman, Titta; Koponen, Jonna; Tarkiainen, Anssi
How business-to-business (B2B) firms succeed in digital transformation in sales will determine if they flourish or perish. The adoption of digital technologies creates new opportunities and challenges for firms. Successful adoption can lead to increased revenues and improved customer relations. For B2B sellers and managers to succeed in the digital economy, they need to understand and adapt to these changes. A thorough analysis of the available literature and the strategic use of dynamic capabilities are required due to the changing nature of the B2B sales marketplace. In this systematic literature review, we bring together the digital transformation research of B2B sales management by synthesizing major themes and topics. We analyze the findings with a lens of dynamic capabilities and identify seven dynamic capabilities that managers need to pay attention to in B2B sales to win sales in the digital economy. Additionally, we propose a future research agenda.
Developing a Process Model for Digital Transformation – Insights from a multiple cross-industry case study
(2024-01-03) Fischer, Isabel; Goertler, Thomas; Rennert, Johanna
The current volatile business environment has forced companies to undergo a profound digital transformation (DT). In the context of DT, processes, routines and workflows change. As this poses severe challenges to companies, the transforming organizations need a holistic process model that provides guidance during the change. Despite initial research efforts and the frequent challenges in practice, academia still lacks concrete guidelines for companies on how to formulate, implement and evaluate DT strategies. Therefore, the purpose of our study was to design a process model for DT in order to advance our understanding of conducting transformation processes in practice. Based on a multiple cross-industry case study, we developed a concrete process model for supporting DT. The model consists of the five phases of initiating, analyzing, debating, acting and evaluating the change. With the model, we extend the current research and provide guidance for practitioners undertaking DT.
Travelling the Digital Journey: A Literature Review and Framework for Change Management Actions and Tools in Digital Transformation
(2024-01-03) Fischer, Isabel; Gimnich, Moritz; Papert, Marcel; Goertler, Thomas
The emerging digital transformation (DT) poses severe challenges to companies. In order to implement respective transformation process sufficiently to seize the benefits of DT, the concept of change management (CM) becomes relevant for organizations. Considering increasing DT efforts of firms, the purpose of this study is to identify relevant CM actions that support the DT journey as well as to synthesize these findings into a comprehensive framework. Therefore, we conducted a systematic literature review and analyzed 40 pertinent scientific publications drawing on Lewin’s (1947) Three Step Model with its phases unfreezing, moving and freezing. Our findings identify in total 52 individual CM actions that are necessary for implementing DT. We translated these findings into a framework that is structured according to established CM models and extends those for becoming suitable for describing DT projects. Thus, the framework advances the pertinent literature and presents relevant aspects for practitioners leading the change.
The Role of Organizational Structure in Digital Transformation Outcomes
(2024-01-03) Sabljic, Davor
Rapid technological advances in an otherwise fast-changing environment accelerate market disruptions, pressuring firms to adapt and embed digital technologies within their core. Orchestrating a digital transformation process can be daunting, given that replacing or complementing existing processes is an act of self-altercation that, if prolonged or miscalculated, results in technological failures and economic loss. Previous studies have identified certain organizational aspects, such as technology assets and culture, as success factors in the digital transformation process, yet the influence of organizational structure remains unexplored, so far studied only as an outcome. Through a retrospective cross-sectional design of online panel data collected from top management professionals, this paper shows digital transformation success being amplified when starting from a higher point of organizational centralization, suggesting centralization helps with initial process coordination. However, a less centralized structure is associated with better outcomes as the process progresses.
Introduction to the Minitrack on Making Digital Transformation Real
(2024-01-03) Wessel, Lauri; Mosconi, Elaine; Baiyere, Abayomi

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