Making Digital Transformation Real
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Item Digital Transformation of Radio Broadcasting: An Exploratory Analysis of Challenges and Solutions for New Digital Radio Services(2019-01-08) Hirschmeier, Stefan; Tilly, Roman; Beule, VanessaLike other media industries before, radio broadcasting is increasingly facing competition from new media platforms and changing consumer expectations. Many broadcasters are experimenting with possible solutions and are changing their production processes. While this is necessary, research is needed to capture the whole phenomenon of digital transformation of radio broadcasting. We conducted exploratory qualitative content analysis on talks of radio practitioner to identify current challenges, possible solutions, and specific aesthetics that shape current and future radio experience. We conceptualize the case of digital transformation of radio from the perspective of service-dominant logic and digital service innovation and discuss relevant areas of service innovation. We thus offer orientation for practitioners and contribute to a rather new, yet fruitful area of research for the information systems discipline.Item Is Waze joking? Perceived Irrationality dynamics in user-robot interactions.(2019-01-08) Abadie, Amelie; CARILLO, Kevin; Fosso Wamba, Samuel; Badot, OlivierArtificial intelligence, as well as the use of smarter and smarter systems are gradually pervading our everyday life. While AI-embedded systems are increasingly becoming ‘human-like’, individuals tend to fictionize interpersonal relationships with them. We conceptualize the notion of Perceived Irrationality as the discrepancy between an individual’s expectations and his/her perceptions towards a smart system’s recommendation. We then develop a conceptual model that aims at better understanding the inner mechanisms that govern perceived irrationality. This research opens up a vast uncharted research territory that proposes to adopt a long-term relational lens towards the study of humans / smart systems interactions.Item Transition to Digital Distribution Platforms and Business Model Evolution(2019-01-08) Baber, William W.; Ojala, Arto; Martínez, RicardoHow do business models evolve when technology-based firms move from physical distribution channels to digital distribution platforms? This is an important question, since digitalization of distribution platforms provides new opportunities to expand the reach and customer base of technology-based firms. Based on an in-depth multi-case study of four Japanese high-tech firms, we seek to expand our understanding of digital transformation and business model literature. Our findings indicate that that through digital transformation, the case firms’ business models evolved toward more constant interaction with the market, in particular through digital platforms. This interaction includes growing and leveraging network partners, reducing both intermediate actors and supplier dependence, and improving the information flow to and from end users.Item Understanding Leadership Challenges and Responses in Data-driven Transformations(2019-01-08) Windt, Bing; Borgman, Hans; Amrit, ChintanThe purpose of this study is to better understand challenges and typical responses of leadership in data-driven transformations. Increasingly organizations aspire to practices of data-driven decision making. In this context the transformational aspects transcend traditional change management processes and pose new and different challenges to leadership. To explore these challenges and typical responses we performed four in-depth case studies of organizations that are more mature in terms of their transformation towards a data-driven organization. Propositions derived from change management and digital transformation literature guide our exploration. Our findings help understand the key role of leadership in a data-driven transformation, particularly through (1) continuously communicating and explaining the value of being data-driven, (2) securing and managing critical resources, including data and analysts, and (3) creating a data-driven culture. Our study contributes to literature by combining insights from change management and data-driven transformations to better understand the dynamics of leadership in this context.Item Supporting Digital Transformation in Small and Medium-sized Enterprises: A Procedure Model Involving Publicly Funded Support Units(2019-01-08) Barann, Benjamin; Hermann, Andreas; Cordes, Ann-Kristin; Chasin, Friedrich; Becker, JörgDigital Transformation (DT) considers the continuous digitalization process of a company, which uses digital and data-driven innovation to improve existing processes, change distinct business model (BM) elements, or reinvent its BM entirely. Large companies position themselves at the frontline of the DT, while small and medium-sized enterprises (SMEs) are challenged by resource constraints and missing guidance on realizing benefits of DT. This situation threatens SMEs as big players increasingly utilize DT to enter markets that have been traditionally reserved to SMEs. Extant research on the ways SMEs can effectively participate in DT is limited. Against this background, this article builds upon prior research and a focus group discussion to propose a procedure model, which enables DT in SME by involving publicly funded support units. These units help SMEs in understanding and structuring the potentials of digital and data-driven innovation.Item Challenges of Digital Transformation in SMEs: Exploration of IT-Related Perceptions in a Service Ecosystem(2019-01-08) Pelletier, Claudia; Cloutier, L MartinSupported by a service ecosystem that is increasingly immersed into the digital transformation, SMEs have access to turnkey IT applications, which may come free of charge but not free of concerns. Using the group concept mapping (GCM) as the methodological framework, a concept map was estimated for a group of entrepreneurs in SMEs. Six main themes were identified as conceptual representations. The perceptions of the three main actor groups which interact in the ecosystem (i.e. entrepreneurs, IT specialists, socioeconomic support professionals) were estimated and compared. The analysis of IT-related perceptions shows entrepreneurs tend to rank as relatively more important the IT evaluation support identified on the concept map rather than the nature of the digital strategy to be implemented when compared with IT specialists and socioeconomic professionals. The discussion highlights issues of perceptions which vary among these interacting actors, and stresses the need to develop a shared understanding of IT challenges in a service ecosystem.Item How Enterprises Adopt Agile Structures: A Multiple-Case Study(2019-01-08) Gerster, Daniel; Dremel, Christian; brenner, walter; Kelker, PrashantIncreasing speed and flexibility is of strategic importance to almost any company in times of digital transformation. While startups or "born-digital" companies are agile by nature, traditional companies are struggling with the question of how to increase organizational agility. Little knowledge exists about how enterprises adopt and scale agile practices and structures. This exploratory study with twelve global cases examines how traditional companies adopt and scale agile structures. We found that (1) agile structures are currently adopted by enterprises at large scale, (2) agile structures are adopted not only by IT, but also by business units, and (3) while Spotify's organization serves as a widespread template for a fully agile unit, enterprises adapt and fine-tune this template according to their needs and scale. Furthermore, we identified three additional models for fully agile structures where a fully agile unit with cross-product support is the most frequently observed model.Item Rerouting Digital Transformations - Six Cases in the Airline Industry(2019-01-08) Somsen, Anne Maike; Borgman, Hans; Langbroek, Daan; Amrit, ChintanThe purpose of this study is to understand how and why success criteria evolve in the course of a digital transformation initiative. Evolving success criteria can cloud planning processes and lead to post-hoc rationalizations, an observation that is often made but the underlying processes are hardly researched. This exploratory study does so by employing a qualitative approach with six embedded case studies of different digital transformation initiatives (DTIs) within a large European airline company. Our findings show how traditional business case approval practices, the degree of involvement of different stakeholders -each using different metrics-, the closeness in collaboration between these stakeholders and lastly the degree to which key-users embrace the digital solution during a DTI, all contribute to evolving success criteria. A discussion of the findings and limitations, implications for practice and suggestions for future research conclude the article.Item Barriers to Digital Transformation in Manufacturing: Development of a Research Agenda(2019-01-08) Vogelsang, Kristin; Liere-Netheler, Kirsten; Packmohr, Sven; Hoppe, UweDigital Transformation (DT) is expected to have a massive impact on different branches and even societies. In the manufacturing industry, value creation processes change as information and communication technologies merge with production processes. The change may enable efficiency gains and new business models. However, many firms still struggle to drive their digital transformation forward. To understand the barriers which hinder or even stop DT is essential for the successful transformation. Our study aims at identifying the barriers on the basis of 46 expert interviews. These practical insights are further used to develop a research agenda. To determine the research gaps, we conduct a literature review on the topics mentioned by the interviewees. Thus, we contribute by first of all identifying major barriers which can support firms by reflecting their DT. Moreover, we give an outlook for researchers on possible future exploration. So, we bring together perspectives from research and practice.Item Digital Transformation in Asset-intensive Businesses: Lessons Learned from the Metals and Mining Industry(2019-01-08) Gao, Shan; Hakanen, Esko; Töytäri, Pekka; Rajala, RistoDigital transformation shapes business operations across industries. The present study investigates the challenges of this transformation in asset-intensive businesses. Based on a qualitative case study in the metals and mining industry, the study explores the early attempts to implement digital technology-enabled changes in the inter-organizational exchange as part of firms’ business models in their business ecosystems. In particular, the study identifies the challenges related to the ways firms in the metals and mining industry manage to seize the opportunities that digital technologies provide for their business operations. The challenges include firms’ lack of capabilities to change, goal ambiguity, technological constraints and external constraints. The findings contribute to the discussion of digital transformation as a technology-enabled strategic change and provide suggestions for business practitioners about factors that can impede the realization of this transformation. Keyword: digitalization, dynamic capabilities, organizational change, metals, mining