The Role of Organizational Structure in Digital Transformation Outcomes
Files
Date
2024-01-03
Authors
Contributor
Advisor
Department
Instructor
Depositor
Speaker
Researcher
Consultant
Interviewer
Narrator
Transcriber
Annotator
Journal Title
Journal ISSN
Volume Title
Publisher
Volume
Number/Issue
Starting Page
4807
Ending Page
Alternative Title
Abstract
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.
Description
Keywords
Making Digital Transformation Real, adaptability, centralization, digital transformation, effectiveness, formalization
Citation
Extent
11 pages
Format
Geographic Location
Time Period
Related To
Proceedings of the 57th Hawaii International Conference on System Sciences
Related To (URI)
Table of Contents
Rights
Attribution-NonCommercial-NoDerivatives 4.0 International
Rights Holder
Local Contexts
Collections
Email libraryada-l@lists.hawaii.edu if you need this content in ADA-compliant format.