Rerouting Digital Transformations - Six Cases in the Airline Industry

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dc.contributor.authorSomsen, Anne Maike
dc.contributor.authorBorgman, Hans
dc.contributor.authorLangbroek, Daan
dc.contributor.authorAmrit, Chintan
dc.date.accessioned2019-01-03T00:32:28Z
dc.date.available2019-01-03T00:32:28Z
dc.date.issued2019-01-08
dc.description.abstractThe 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.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2019.595
dc.identifier.isbn978-0-9981331-2-6
dc.identifier.urihttp://hdl.handle.net/10125/59932
dc.language.isoeng
dc.relation.ispartofProceedings of the 52nd Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectMaking Digital Transformation Real
dc.subjectInternet and the Digital Economy
dc.subjectDigital transformation, Success criteria, Agility
dc.titleRerouting Digital Transformations - Six Cases in the Airline Industry
dc.typeConference Paper
dc.type.dcmiText

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