Articles related to Digital transformation
How do chief digital officers pursue digital transformation activities? The role of organization design parameters
Anna Singh. Patricia Klarner. Thomas Hess. (2020), Long Range Planning , 53 (3)
This study investigates how Chief Digital Officers (CFOs) can pursue digital transformation (DT) activities in their organizations. It emphasizes the locus of responsibility for activities relating to DT and their organizational structuring, and the horizontal coordination mechanisms used by CDOs.
Digital transformation Digital leadership
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants
Sven Kunisch. Markus Menz. Robert Langan. (2020), Long Range Planning
This article investigates the emergence of the chief digital officer (CDO) position, potential variations of this role, and the conditions under which firms choose to have this position.
Digital transformation Digital leadership
Chief digital officers: An analysis of the presence of a centralized digital transformation role
Sebastian Firk. André Hanelt. Jana Oehmichen. Michael Wolff. (2021), Journal of Management Studies
This study investigates how the decision to centralize digital transformation responsibilities (by appointing a chief digital officer - CDO) is related to transformation urgency and coordination needs of organizations.
Digital transformation Digital leadership
Aligning with new digital strategy: A dynamic capabilities approach
Adrian Yeow. Christina Soh. Rina Hansen. (2018), Journal of Strategic Information Systems , 27 (1) , 43-58.
This article examines the IT alignment process in an organization that augments its pure business-to-business model with an Internet-based business-to-consumer digital strategy. It seeks to answer the question of how the aligning process unfolds through organizational actions in a digital strategy context.
Information systems strategy Digital transformation Business – IT alignment
Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal
Karl S.R. Warner. Maximilian Wäger. (2019), Long Range Planning , 52 (3) , 326-349.
This article explores how incumbent firms in traditional industries build dynamic capabilities for digital transformation. The study emphasizes the senior leader’s point of view on the practice of strategic activities for digital transformation.
Digital transformation Digital leadership IT competence
Digital transformation strategy making in pre-digital organizations: The case of a financial services provider
Simon Chanias. Michael D. Myers. Thomas Hess. (2019), Journal of Strategic Information Systems , 28 (1) , 17-33.
This article reports on a study of the processes of dynamic and emergent strategy making related to formulating and implementing a digital transformation strategy in a pre-digital financial services organization
Information systems strategy Digital transformation Digital leadership
Paradoxes and the nature of ambidexterity in IT transformation programs
Robert Wayne Gregory. Mark Keil. Jan Muntermann. Magnus Mähring. (2015), Information Systems Research , 26 (1) , 57-80.
This article discusses tensions related to goals and priorities that managers need to resolve in IT transformation programs. These tensions are related to the need for managers to mutually accommodate business and IT interests, and balance short-term operational IT contributions and long-term efforts to revamp the IT-platform.
Digital transformation Digital leadership
Embracing digital innovation in incumbent firms: How Volvo Cars managed competing concerns
Fredrik Svahn. Lars Mathiassen. Rikard Lindgren. (2017), Management Information Systems Quarterly , 41 (1) , 239-253.
This article discusses how incumbent organizations must manage four interrelated competing concerns as they embrace digital innovation.
IT and innovation Digital transformation
