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

/pdf/engaged-scholarship-a-guide-for-organizational-and-social-1od3lo0196.pdf

Engaged Scholarship: A Guide for Organizational and Social Research

Brian Thompson is a Senior Nutrition Officer at the Food and Agriculture Organization of the United Nations (FAO). FAO is an intergovernmental organization, it has 191 Member Nations, two associate members and one member organization, the European Union. As a knowledge organization, FAO creates and shares critical information about food, agriculture and natural resources in the form of global public goods. FAO plays a connector role, through identifying and working with different partners with established expertise, and facilitating a dialogue between those who have the knowledge and those who need it. By turning knowledge into action, FAO links the field to national, regional and global initiatives in a mutually reinforcing cycle. Its mandate is to raise levels of nutrition and standards of living. What is the size of the malnutrition problem and what regions are most affected? There are persistently high levels of undernutrition. Nearly 870 million people in the world go to bed hungry (1 in 8 people) according to the recently released report of The State of Food Insecurity in the World 2012 (SOFI) and 2 billion have some form of micronutrient malnutrition – this constitutes a crime against humanity and is a responsibility for all of us. Prevalence of undernourishment in developing countries has declined over the past two decades, from 23 to 15 percent. In terms of total numbers in 1990– 92, around 980 million individuals were estimated to be undernourished. The number dropped to 901 million in 1999– 2001, to 885 million in 2006–06 and to 852 million in 2007–09. The financial crisis, economic downturn, persistent food price volatility, drought and other repercussions of climate change since 2006–08 may have prevented any further significant improvements in the number of people who are undernourished in developing countries since then. Africa has by far the highest prevalence, at around 23 percent in 2010–12 but though it is down from what it was in 1990–92 (27 percent) the numbers have risen from 175 million to 239 million with nearly 20 million added in the past four years. In subSaharan Africa, the modest progress achieved in recent years up to 2007 was reversed, with hunger rising 2 percent per year since then. In Asia, both prevalence and numbers dropped over the same period from 24 percent (739 million) to 14 percent (563 million). Latin America and the Caribbean (LAC) boasts the lowest rate of undernourishment (8 percent) among developing country regions but the rate of progress has slowed recently. Countries considered as leastdeveloped countries and lowincome economies have the highest prevalence rates of all around 30 percent but down from the 40 percent levels of twenty years ago.

Interview ラン・ラン

Changeable Manufacturing - Classification, Design and Operation

We define digital leadership as doing the right things for the strategic success of digitalization for the enterprise and its business ecosystem. Digital leadership means thinking differently about business strategy, business models, the IT function, enterprise platforms, mindsets and skill sets, and the workplace. Based on the decade-long digitalization journey and experiences of the LEGO Group, this article provides insights on building the foundations for enhancing enterprise capabilities for digital leadership. Leveraging digitalization is one of the LEGO Group’s four strategic priorities and is fundamental to it being a world leader in its industry.

How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership

Purpose – The purpose of this paper is first, to develop a methodological framework for conducting a comprehensive literature review on an empirical phenomenon based on a vast amount of papers published. Second, to use this framework to gain an understanding of the current state of the enterprise resource planning (ERP) research field, and third, based on the literature review, to develop a conceptual framework identifying areas of concern with regard to ERP systems.Design/methodology/approach – Abstracts from 885 peer‐reviewed journal publications from 2000 to 2009 have been analysed according to journal, authors and year of publication, and further categorised into research discipline, research topic and methods used, using the structured methodological framework.Findings – The body of academic knowledge about ERP systems has reached a certain maturity and several different research disciplines have contributed to the field from different points of view using different methods, showing that the ERP rese...

A comprehensive literature review of the ERP research field over a decade

http://faculty.stust.edu.tw/~cwhung/Paper4.pdf

Identifying the impacts of enterprise system implementation and use: Examples from Denmark

This paper investigates the managerial competences required for the complex interactions required to successfully integrate an Enterprise Resource Planning system into an organization—the ERP journey. A feature of the study (a five year longitudinal study of a Danish production company implementing SAP R/3) was the rise and fall of the ERP project managers. The study showed that different stages of the ERP journey required different competences from the managers. A manager with a certain competence mix might successfully oversee part of the ERP journey, but a different blend of competences was required to manage other parts. The paper concludes that a wide range of competences are required: personal, business and technical. The competence mix should be expected to vary through the journey, and is often too much to expect of one person.

Pernille Kræmmergaard

Papers

How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership

A comprehensive literature review of the ERP research field over a decade

Identifying the impacts of enterprise system implementation and use: Examples from Denmark

Managerial Competences for ERP Journeys

ERP implementation: an integrated process of radical change and continuous learning