Journal ArticleDOI
Aligning with new digital strategy: A dynamic capabilities approach
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TLDR
A longitudinal analysis of a B2B company's journey to enact its B2C digital strategy, using the dynamic capabilities approach, results in an aligning process model that is comprised of three phases (exploratory, building, and extending) and generalizable organizational aligning actions that form the organization's sensing, seizing, and transforming capacities.Abstract:
Prior IS research has not fully addressed the aligning process in the highly dynamic context of digital strategy. To address this gap, we conduct a longitudinal analysis of a B2B company's journey to enact its B2C digital strategy, using the dynamic capabilities approach. We found that as an organization shifts towards a digital strategy, misalignments between the emergent strategy and resources give rise to tension. Our study resulted in the development of an aligning process model that is comprised of three phases (exploratory, building, and extending) and generalizable organizational aligning actions that form the organization's sensing, seizing, and transforming capacities. These aligning actions iteratively reconfigured organizational resources and refined strategy in order to respond to both changes in the environment and internal tensions. We also recognized that there are challenges to alignment, and conceptualized them as paradoxical tensions. This provided insights as to how such tensions are triggered and how they can be addressed. Finally, by applying the dynamic capabilities approach to aligning, we also show that alignment is not separate from such capabilities, but that aligning is enacted through the sensing, seizing and transforming capacities and their attendant aligning actions.read more
Citations
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Proceedings Article
Digital strategy patterns in information systems research
Duong Dang,Tero Vartiainen +1 more
TL;DR: A systematic literature review in the basket of eight senior IS journals and the proceedings of the International Conference on Information Systems (ICIS) conference is conducted, aiming at understanding insights into digital strategy and its related issues.
Journal ArticleDOI
Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity
TL;DR: In this article , the authors discuss the successful management of the interplay between digital transformation initiatives (DTIs) and suggest that beneficial DTI interplay management leads to a complementary duality instead of a competing dualism in organizational ambidexterity.
Proceedings ArticleDOI
Revisiting the Concept of IT Capabilities in the Era of Digitalization
TL;DR: This paper revisits the concept of IT capabilities and finds that the resource-based view is still leading in how to conceptualize IT capabilities, but an alternative perspective on IT assets is emerging, looking at it from the angle of digital technologies as stacks.
DissertationDOI
The impact of IoT on specific business model elements – Insights from multibusiness manufacturing companies
Abstract: In light of new digital technologies, executives are challenged to rethink their companies’ business models (BM). In the realm of manufacturing, Internet of Things (IoT) solutions, i.e., smart, connected products enabling digital services, are altering manufacturers’ modes of value creation and value capture. Manufacturers are being forced to shift from the mere offering of physical products (i.e., the design, production, operation, and maintenance of complex hardware products) to additionally offering digital services (i.e., the development, operation, and maintenance of software and data analytics). In turn, resulting IoT solutions, consisting of physical and digital components allow for new means of monetization. Multibusiness manufacturers are particularly challenged to realize the business potential of IoT solutions. This is because they usually have multiple business units, possess a diversified portfolio, and complex IT landscapes. Hence, these companies are dependent on appropriate capabilities and theoretical know-how to design, innovate, and implement adequate IoT business models. Against this background, an emerging stream of research has begun investigating how companies and their business models are affected by IoT technologies. Contributing to this growing body of literature this thesis aims to shed light on the question of how three fundamental BM elements are affected by the IoT. More specifically, the goal of this thesis is to advance existing knowledge as to how IoT changes manufacturers’ ways and means of conducting business regarding (1) their value propositions; (2) how they monetize their IoT solutions (revenue models); and (3) how they restructure their organizations to adequately allocate required IT capabilities. These questions are addressed building upon four studies, all applying qualitative comparative case study methods which are well-suited to exploring ‘how’ and ‘why’ research questions, e.g., on IoT business models. Referring to the three BM elements of interest, this thesis offers three core contributions. The first contribution of this thesis is about how IoT solutions allow manufacturers to exploit unprecedented amounts of new digital data streams (DDS) such as real time device usage data. In addition to product and service innovations, IoT-based DDS offer the opportunity to advance or even disrupt internal processes, e.g., to foster efficiency or improve process quality. To innovate their internal processes, manufacturers can build upon two distinct types of DDS. Supply chain DDS contain data from within the company or its suppliers. Field DDS comprise data that is generated by IoT solutions in the field. While there is extensive evidence on how supply chain DDS can be exploited to advance internal processes, hardly any research has been done on how IoT field data can be used to innovate internal processes. Hence, building upon a sample of 60 industry initiatives, this thesis’ findings contain eight in-depth cases studies of DDS initiatives at
Posted Content
Understanding the capabilities for digital innovations from a digital technology perspective
Florian Wiesböck,Thomas Hess +1 more
TL;DR: In this article, the authors developed a digital technology-centered theoretical conceptualization of an organization's digital innovation capabilities (DIC) and developed a basic understanding of the capabilities for digital innovations.
References
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Book
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TL;DR: In this article, buku ini mencakup lebih dari 50 studi kasus, memberikan perhatian untuk analisis kuantitatif, membahas lebah lengkap penggunaan desain metode campuran penelitian, and termasuk wawasan metodologi baru.
Journal ArticleDOI
Dynamic capabilities and strategic management
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Journal ArticleDOI
A Dynamic Theory of Organizational Knowledge Creation
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Journal ArticleDOI
Dynamic capabilities, what are they?
TL;DR: Seeks to present a better understanding of dynamic capabilities and the resource-based view of the firm to help managers build using these dynamic capabilities.