Making Digital Transformation Real

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Now showing 1 - 5 of 11
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    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, Vanessa
    Like 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.
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    Is Waze joking? Perceived Irrationality dynamics in user-robot interactions.
    ( 2019-01-08) Abadie, Amelie ; CARILLO, Kevin ; Fosso Wamba, Samuel ; Badot, Olivier
    Artificial 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.
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    Transition to Digital Distribution Platforms and Business Model Evolution
    ( 2019-01-08) Baber, William W. ; Ojala, Arto ; Martínez, Ricardo
    How 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.
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    Understanding Leadership Challenges and Responses in Data-driven Transformations
    ( 2019-01-08) Windt, Bing ; Borgman, Hans ; Amrit, Chintan
    The 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.
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    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, Jörg
    Digital 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.