Achieving Digital Transformation

Permanent URI for this collectionhttps://hdl.handle.net/10125/112499

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    Agentic AI Readiness: A Process-Oriented Assessment Framework
    (2026-01-06) Schmidt, Rainer; Alt, Rainer; Zimmermann, Alfred
    Are organizations ready for agentic artificial intelligence (AI)? Based on the limited success of AI projects in practice, this paper proposes an approach that recognizes the new potential of agentic AI for automating business processes and posits that business benefits are created at the level of business processes. It presents a framework for evaluating organizational readiness for agentic AI systems that emphasizes their potential of agentic AI systems for business process management. The framework provides a dual assessment: first, it determines the potential readiness across five perspectives (activities, decisions, data operations, control flow, and resource management). Second, it measures process debt, which refers to the gaps between documented and actual practices. Validated through a case study involving 40+ stakeholders and nine processes at a German university, the framework reveals distinct readiness patterns and actionable transformation insights. This enables evidence-based decision-making regarding AI investments and systematic capability building for agentic AI implementation in existing organizational settings.
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    AI in Action: Toward a Theory of Hype Translation in Organizations
    (2026-01-06) Toniolo, Korinzia
    Despite widespread adoption pressures, many organizations struggle to move from symbolic AI adoption to meaningful implementation. This study investigates how organizations translate AI hype into practice, drawing on seven case studies of AI implementation. Building on the paradigms of sensemaking and translation, we lay the foundations for an emergent theory of hype translation, a process through which organizations interpret, negotiate, and enact symbolic expectations surrounding AI. Findings show that organizations navigate the hype through meaning-making and translation work, from initial sensegiving and sensemaking to relational coordination, cultural reframing, and symbolic reinforcement practices. These practices interact in distinct configurations that shape how AI is ultimately embedded, leading to transformative, operational, or illusionary outcomes. This study advanced IS research by theorizing hype translation as an organizational process linking symbolic adoption to practical implementation work.
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    Enhancing Product Management Performance through Digitalization: Advantages, Challenges, Design Fields
    (2026-01-06) Fichtler, Timm; Petzke, Lisa; Grigoryan, Khoren; Koldewey, Christian; Dumitrescu, Roman
    In dynamic environments, product management plays a key role in aligning innovation, customer needs, and strategic decision-making. Digitalization offers significant opportunities to enhance this role by enabling data-driven insights for improved customer and product understanding—yet its successful implementation requires a fundamental transformation. Based on a systematic literature review, this study synthesizes key advantages, challenges, and design fields that shape this transformation. The results highlight performance benefits across business, product, process, and decision-making dimensions, while also uncovering barriers rooted in strategy, organization, people, and technology. To address these barriers, critical enablers and conditions for success are identified. Four overarching design fields provide orientation for structuring digitalization efforts and guiding organizational change in industrial practice. The paper provides both a conceptual foundation and a practical guide for companies seeking to digitalize their product management effectively.
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    Stacking Wins: How Martech Sophistication Drives the Digital Transformation Premium
    (2026-01-06) Baldus, Brian; Wells, Taylor
    This study investigates whether the strategic composition of marketing technology (martech) investment drives superior financial performance. Using Verhoef et al.’s (2021) digitization-digitalization-digital transformation framework, we develop a sophistication index weighting martech investments by strategic value and test how martech sophistication affects financial performance. Analyzing 1,460 publicly traded companies from the S&P Total Market Index, we find strong evidence for a transformation premium—companies with more sophisticated martech portfolios achieve significantly higher market valuations (Tobin’s Q) than those emphasizing less digital transformation. This relationship is moderated by industry sector and firm size, with larger firms capturing greater benefits from more sophisticated martech investments. Our findings demonstrate that strategic composition, not mere volume of investment, drives martech value creation. The research provides actionable guidance for technology investment decisions and introduces a replicable framework for measuring digital transformation quality across organizations.
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    Introduction to the Minitrack on Achieving Digital Transformation
    (2026-01-06) Mosconi, Elaine; Baiyere, Abayomi; Wessel, Lauri