Extant literature has increased our understanding of specific aspects of digital transformation, however we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes [1] examining the role of dynamic capabilities, and [2] accounting for ethical issues as important avenues for future strategic IS research on digital transformation.

Understanding digital transformation: A review and a research agenda

Digital Transformation: A Multidisciplinary Reflection and Research Agenda

https://onlinelibrary.wiley.com/doi/pdf/10.1111/joms.12639

A Systematic Review of the Literature on Digital Transformation: Insights and Implications for Strategy and Organizational Change

https://doi.org/10.1016/j.ijinfomgt.2021.102466

Digital transformation in business and management research: An overview of the current status quo

The rapid advancement of digital technologies has fundamentally changed the competitive dynamics of the logistics service industry and forced incumbent logistics service providers (LSPs) to digitalize. As many LSPs still struggle in advancing their digital transformation (DT), the purpose of this study is to discover barriers and identify organizational elements and associated leading practices for DT success at LSPs.,This study utilizes a two-stage approach. Stage 1 is devoted to a literature review. Stage 2, based on multiple case studies, analyzes information collected across nine international and global LSPs.,This research derives a practice-based definition of DT in the logistics service industry, and it has identified five barriers, eight success factors and associated leading practices for DT. The main obstacles LSPs struggle with, are the complexity of the logistics network and lack of resources, while the main success factor is a leader having and executing a DT vision, and creating a supportive organizational culture.,The results contribute to the emerging field of DT within the logistics and supply chain management literature and provide insights for practitioners regarding how to effectively implement it in a complex industry.,The authors analyze DT from the perspective of LSPs, traditionally not viewed as innovative companies. This study compares their DT with that of other companies.

/pdf/digital-transformation-at-logistics-service-providers-5099zj12x7.pdf

Digital transformation at logistics service providers: barriers, success factors and leading practices

Rapid Adaptation in Digital Transformation: A Participatory Process for Engaging IS and Business Leaders

While it is broadly agreed that managers face tensions between exploration of new possibilities and exploitation of existing certainties, there are open questions related to how they can recognize these tensions and distribute resources between the two forms of learning across time and space. The heavily cited 4I Model made significant progress towards addressing these questions, based on the idea that exploration and exploitation unfold differently across organizational levels, with exploration as feed‐forward from the individual towards the organizational level, and exploitation as feedback from the organizational towards the individual level. The authors’ critical application of the model questions this idea, suggesting that exploration and exploitation unfold through similar patterns from the individual level towards the organizational level with iterative feedback loops. This repositioning of the 4I Model affords a detailed understanding of both exploration and exploitation processes as well as the temporal and spatial interactions between them. To demonstrate the utility of this theorizing and to add new insights to the process literature on organizational learning, the authors rely on a longitudinal case study of how a management team engaged in technology‐enabled strategic renewal in a Danish local government organization.

Anne Mette Hansen

Papers

Rapid Adaptation in Digital Transformation: A Participatory Process for Engaging IS and Business Leaders

Exploration and Exploitation in Organizational Learning: A Critical Application of the 4I Model

It-ledelsesmæssige udfordringer i 12 kommuner

IS and Business Leaders' Strategizing: An Investigation into Organizational Learning Practice and Theory

It-ledelsesmæssige udfordringer i 12 kommuner: resultat af interviewrunde i foråret 2009