Description

I need brief description of what you intend to do and why before 16 of March.  Instructions for research papers:     Research papers are used both during the semester and at the end of semester. For a research paper, you  explore and discuss in detail one of the emerging topics in this course. The topic that you choose must be based on the recent academic journal articles related to the course. You need instructor approval for the topic of your paper.  1. Abstract – less than 150 words  2. Conclusion – less than 150 words 3. Body of research paper at least in 1250 words 4. A minimum of 10 academic journal articles are needed as the basis of the research within the past 10 years  5. Typed, double-spaced, 1 inch on all sides – left, right, top, and bottom margins, and size 12 font 6. Paper grade will be zero, if topics and sections of the paper are not clearly labeled and in bold letters. One long essay without headings and subheadings will receive a grade of zero 7. Paper grade will be zero, if similarity/plagiarism is more than 10% 8. Direct quotes (with reference and page number) must be less than 5% 9. Paper must follow APA style guidelines – both within-text references and a list of references are required at the end  10. Insert page numbers on the lower right corner 11. Use correct grammar and proofread your work prior to submission

 

Research Paper Sample

 

 

Strategic Management & Digital Transformation

 

 

Alignement

 

 

 

Introduction

 

Digital Transformation (DT) has wide applicability and powerful multipliers to spur entrepreneurial innovation and enhance value chain performance, streamline operations within functions, across product lines, partnerships and global entities. DT is not a “fad” or passing trend because empirical data across multiple industries has shown game changing performance for those companies who can master (mature) their digital capabilities. Digital disruption is being driven by consumers, competitors and de facto standards put in place by large technology firms like Apple, Google and Amazon. DT requires a mindset change by people leading and working in companies, to modify systems and understand the digital tools available to alter competitive positioning and optimize the entire organization (Gupta, 2018).

 

Gobble (2018) states “But just as innovation is no longer an R&D function, digitalization is not an IT project or a marketing initiative. It’s a whole-company transformation that needs a corporate strategy” (Gobble, 2018, p. 66). Therefore, DT is not a technology, it is a digitalized melding and alignment of business strategy, using process and people, resulting in new categories of previously unrealized value. This new value, enabled by a set of technologically driven strategic opportunities, allows companies to better align their business strategies with their technology strategies, which this author asserts is the firm’s digital strategy, a special variant of business strategy focused on value creation from digital opportunities.

 

Digital maturity and competencies are needed if a company is going to succeed with DT initiatives because there is both high risk and high rewards to a firm’s profits, cost structures, efficiency (Sarkisyan, 2019) and social identity (Vial, 2019). An empirical measurement of DT literature designed to create theoretical insights indicated DT is the manifestation of a digital strategy, which is equivalent to the blueprint for transformation and organizational capabilities, using the firm’s strategic capabilities as key inputs into the digital business strategy; and DT creates a more performant organization overall (Nadeem, Abedin, Cerpa, & Chew , 2018).

 

This DT concept sounds intriguing, yet CEOs and other key management leaders need to have competencies and an understanding of how digitally augmented processes can alter the value chain. Data is a foundational element. Orgi (2019) challenged the hype around big data and questioned whether companies who possess big data can actually exploit the resource effectively (Orji, 2019). In the context of the importance of progressive maturity using Capability Maturity Model Integration (CMMI), firm improvements and transformation will not be as effective if prior levels of CMMI are not first attained; and one of the first key steps is the organizational recognition (to be convinced) that change is required for the organization to move towards a

 

 

 

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different delivery model for products and services with a strong senior leadership commitment (Gudergan, Buschmeyer, Krechting, & Fei, 2015). Whether an organization can exploit big data or not, digitally mature firms use data to be most effective and create new value.

 

Organizational change is slowed due to resistance from within the organization and slow cultural movement (Mugge, Haroon, Michaelis, Kwiatkowski, & Gudergan, 2020). Mugge et al. (2020) mapped digital maturity on a continuum consistent with the CMMI and characterized the organizational attributes associated with each level of CMMI using an extensive survey approach (Mugge et al., 2020). Aligned resources, engaged external partners, agile demand management and entrepreneurial leadership emerged as consistent attributes for organizations that were able to reach beyond stage 3, an “institutionalized” approach to digital (Mugge, Haroon, Michaelis, Kwiatkowski, & Gudergan, 2020).

 

Big Data Analytics as a Solution to Better Understand a Complex Environment

 

Pappas et al. (2018) outline “big data actors” who are employees that create substantial opportunities for increased stakeholder value using big data analytics (Pappas, Mikalef, Giannakos, Krogstie, & Lekakos, 2018, pp. 483-484). Pappas et al. (2018) state “Societies are becoming landscapes mediated by different digital media platforms, digital services and technologies that allow sensing, data capture and analytics” (Pappas, Mikalef, Giannakos, Krogstie, & Lekakos, 2018, p. 479). This viewpoint supports how a DT and digital strategy with a big data component will be more effective to deliver cross-organizational collaboration and platform dependent value. Therefore, a data driven business culture using big data analytics capabilities could be a powerful weapon for companies to create better decisions to combat complex environments that harbor VUCA conditions.

 

The Need to Continuously Realign DT Based Upon Changing Conditions

 

Yeow (2018) concentrated on the “aligning process” at the firm level over five years to better understand the sequence of activities and challenges that were presented to the Hummel company during Hummel’s strategic DT initiative to complete vertical market integration into business to consumer commerce (Yeow, Soh, & Hansen, 2018, p. 44). Yeow et al. (2018) found the continuous momentum of existing firm operations and a push towards progress for DT goals and stakeholder needs creates understandable tensions, creating a situation where part of the organization craves stability, while another is attempting to disrupt the status quo through digital transformation (Yeow, Soh, & Hansen, 2018). Yeow (2018) states “One noteworthy finding concerns the unintended impact of aligning actions, where they triggered tension as they inadvertently created the (mis)alignment between strategy and resources” (Yeow, Soh, & Hansen, 2018, p. 56) (p. 56). These tensions are a direct result of the emergent strategy being activated by entrepreneurially oriented leaders. This highlights the practical implications and requirement that leaders effectively communicate the digital strategy to avoid employee confusion and tensions between organizational priorities, especially for overallocated resources and teams.

 

Case for a Strategic Management Model for Digital Transformation Alignment (SMMDTA)

 

 

 

 

 

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The “Business Transformation Framework” created by Mugge et al. (2020) provided a better componentized look on digital transformation alignment (DTA), in four key areas: strategy, design, delivery and governance; and Mugge’s “transformation delivery” area addresses the need to change mindsets (Mugge et al., 2020). Yeow et al. (2018) found management’s actions were incremental to provision and/or decommission the components of the digital strategy and to organize resources (as needed), iteratively over time, therefore creating a continuous digital strategy alignment process; and this digital strategy alignment process progresses through four distinct components, “adaptation”, “translation”, “integration” and “experience” (Yeow, Soh, & Hansen, 2018, p. 45).

 

This author has created a Strategic Management Model for Digital Transformation Alignment (SMMDTA) that seeks a higher level of clarity for CEOs, CIOs and other leaders to successfully set up a DT program and to advance their progression on the CMMI (see Figure 1). The model focuses on four key elements leaders need to focus on to successfully create and align a DT with their firm’s business strategy, technology strategy and stakeholder community to substantively improve firm performance. The SMMDTA model has four quadrants that brings together four unique disciplines that encapsulate the equalizing forces required to sustain current firm operations and simultaneously digitally transform the organization’s culture, processes and technology. The first quadrant contains the business climate conditions that act upon the firm. The second quadrant is the “Strategic Management Process” as part of coursework (Anonymous, 2015). The third and fourth quadrants focus on the managerial leadership and communication aspects of DT required to rally a company towards maturation of their digital strategy.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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•Porter’s Five Forces	•Understanding Strategy &
•Environmental Dynamism	Performance
•VUCA Conditions	•Scanning Internal/External
	•Strategy Formulation
	•Strategy Implementation

 

 

 

 

(I.) Continuously	(II.) The Strategic
Changing Business
	Management Process
Climate

 

 

 

 

 

 

 

 

 

(IV.) Eleven Elements of		(III.)	Digitally
		Competent Managerial
the Ethical Organization
		Leadership
•Ethical Organization
Foundation (EOF)
•Aligned Leadership,			•Entrepreneurial
Strategy, Employees,			Orientation
Systems & Processes			•Strategic Leadership
•Adherence to Industry &
			Development
Societal Norms	•Rational Decision Making

 

Figure 1- Strategic Management Model for Digital Transformation Alignment (SMMDTA)

 

 

 

SMMDTA Illustrates a Continuously Changing Business Climate

 

Business climates are complex and have pervasive environmental conditions acting upon them. The pace of digital transformation is not happening fast enough to meet many executives’ expectations to enable their businesses to compete in the era of digital disruption (Mugge et al., 2020). Executive leadership and competence of executives is a major issue and Mugge et al., 2020 state “Even when executives are aware of emerging technologies that obviously have disruptive potential, they struggle to envision or anticipate the nature and extent of change” (Mugge, Haroon, Michaelis, Kwiatkowski, & Gudergan, 2020, p. 28). Quadrant one of the SMMDTA illustrates three main components to focus on to decipher situational complexity.

 

 

 

 

 

 

 

 

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Porter’s 5 Forces

 

“The Five Competitive Forces That Shape Strategy” (FF) are still studied and analyzed as the go to guide for competitive analysis. Porter first identified forces outside the industry. These outside forces are more meaningful than ever because DT is an enabler of vertical integration and market development created by new entrants into a market (or by existing rivals).

 

Porter (2008) states:

 

Yet competition for profits goes beyond established industry rivals to include four other competitive forces as well: customers, suppliers, potential entrants and substitute products. The extended rivalry that results from all five forces defines an industry’s structure and shapes the nature of competitive interaction within an industry (Porter, 2008, p. 79).

 

Today, firms must defend market share from suppliers, customers and new technology platforms who want a piece of the value chain. New entrants can restrict industry profits; and Suppliers can execute forward integration strategies to take market share in the industry (Porter, 2008).

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Figure 2 – The Five Forces That Shape Industry Competition (Porter, 2008, p. 80)

 

 

 

 

 

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In the digital context, Gupta (2018) states “Strategy is about the detailed determination of ways that these can best be leveraged given top management’s understanding about the behavior of rival firms” (Gupta, 2018, p. 18). Apple iTunes destroyed the music retail industry. Amazon’s platform created value and destroyed the book publishing and distribution business. Video streaming is quickly becoming a staple changing the television and film industries. Peleton has changed the way consumers view exercise equipment due to connected fitness. Therefore, these example companies illustrate the reasons why understanding Porter’s FF is so important; and the

 

• was included in quadrant one of the SMMDTA because digital disruption can change an existing industry’s value proposition and erode industry profitability, spawned by new entrants and digitally enhanced substitute products.

 

Environmental Dynamism & VUCA Conditions

 

Environmental dynamism (ED) is the rate of change in the environment. VUCA conditions “(volatility, uncertainty, complexity and ambiguity)” represent unstable environmental conditions that affect firm performance in the execution of strategy and dynamic capabilities (Schoemaker, 2018). These final two elements in the first quadrant of SMMDTA are important because they act upon the most prominent portions of the general environment in the context of strategic management (Anonymous, 2015). Schoemaker et al. (2018) identified “six leadership disciplines needed for VUCA”; and these disciplines (SLDs) applied in a iterative pattern force leaders to constantly adapt the organization’s strategy and operations to meet VUCA conditions (Schoemaker, 2018, p. 28). Illustrated in the third quadrant of SMMDTA, leaders need to first understand ED and VUCA, then rationalize emergent strategies in quadrant two, and use their managerial competencies in quadrant three to activate the firm’s communications capabilities in quadrant four to adapt the firm’s strategy and operations in the constantly changing business climate.

 

SMMDTA and the Strategic Management Process

 

The “Overall Model of the Strategic Management Process” presented by Anonymous (2015) is materially sound and in the context of strategic alterations; and it outlines a scanning and evaluation process, focused on the external environment (Anonymous, 2015, pp. 26-28). Porter (2008) states “As we will see, defending against the competitive forces and shaping them in a company’s favor are crucial to strategy” (Porter, 2008, p. 80). Eighty-plus percent (80+%) of digitally mature companies had a “coherent digital strategy” versus 15% who had just started (Gobble, 2018). In relation to building business agility Gobble (2018) places value on organizational responsiveness, integration and speed using “self-organizing teams” to understand and play “offense” or “defense” on market opportunities (Gobble, 2018). This indicates a salient belief that companies need to understand when and how to use market penetration or market development strategies versus the status quo, using different management and organizational structures to accommodate strategic plan changes. The core elements of our textbook (Mastering Strategic Management) highlight the importance of market level strategies to grow revenue and market share.

 

Before leaders can execute any strategy or transformation, they need to set a vision, mission and set of SMART goals to rally stakeholders behind proposed changes. In relation to people and

 

 

 

 

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strategic partnerships Gobble (2018) states “Perhaps ironically, digital transformation, and digital strategy, are more about people than anything else… digitalization will demand a new level of customer and user focus; it will also require companies to build new kinds of partnerships” (Gobble, 2018, p. 68).

 

Change readiness is individualized and organizational, Gudergan et al. (2015) state “The individual side of change readiness can be understood as the cognitive state that includes beliefs, attitudes and intentions towards change. It is thus a mental forerunner of either support for change or resistance against it” (Gudergan, Buschmeyer, Krechting, & Fei, 2015, p. 385). Orgi (2019) who professes an “integrative view” of digital transformation through organizational change, attributes problems with DT to “governance”, “skills” and “culture”, states “Failures from change result from not recognizing and aligning these two assets, not having adequate processes to underpin organizations change activities, and not adapting the organization’s structure and resources to align with the new and often better methods for working brought in by new technology” (Orji, 2019, p. 53). Therefore, a key outcome from the SMMDTA model is the aid it provides to the strategic management process to connect the forces of change, to the leadership and communications capabilities of the organization to move the culture forward towards the digital opportunities that create new value for stakeholders.

 

Big Data and Dynamic Capabilities

 

Highlighting new skills are required to take advantage of DT, companies frequently recognize their data is valuable, and firms frequently store the data in a “data lake”, but struggle to take advantage of that data so it is important firms glean insights from these valuable resources while still respecting data privacy laws (Pappas, Mikalef, Giannakos, Krogstie, & Lekakos, 2018). Pappas et al. (2018) outline the importance of better use of data to create shared network economy stakeholder value and state “In order to achieve digital transformation, we need to evolve and change the ways that public and private organizations in the ecosystem (as well as the rest of the actors) interact, cooperate, and collaborate” (Pappas, Mikalef, Giannakos, Krogstie, & Lekakos, 2018, p. 484). These “big data” opportunities form the basis of new business opportunities and improve the sensing and interpreting required for dynamic capabilities in the context of strategic management. Big data analytics will drive a lot of DT value if firms can get their people to learn how to leverage the company’s investments in data storage, collection and analytical systems.

 

I assert big data was hype five years ago but is now essential to continue to enhance a firm’s dynamic capabilities, especially in relation to digital strategy. Schoemaker et al. (2018) state “Strong dynamic capabilities lead to a coherent collection of knowledge and skills needed to address near-future market opportunities and development of a viable business model”

 

(Schoemaker, 2018, p. 18). Therefore, the largest part of strategic management work should be focused on identifying and governing the firm’s data, and figuring out how to leverage that data to create new value, constantly iterating and aligning the DT with data and new dynamic capabilities of the firm created by DT.

 

 

 

 

 

 

 

 

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Why is continuous alignment strategy and DT so important?

 

To preserve organizational performance, a continuous process of alignment of business and IT strategies is needed; and this alignment process connects to the core theory of environmental dynamism applied to a continuously changing business climate (Yeow, Soh, & Hansen, 2018). In the “exploratory phase” of digital strategy alignment, researchers found specific “aligning actions” representing three key activities “sensing” (scanning the environment), “transforming” (getting the right resources in place) and “seizing” (identifying the deciding which specific opportunities resources will be applied against) (Yeow, Soh, & Hansen, 2018, p. 51). During the construction of the digital strategy for Yeow’s case study at Hummel (a B2B digital retailer moving into B2C), researchers found that specific decisions were required to enable the digital strategy, specifically whether internally existing strategic resources and capabilities would be used to implement the new digital strategy (to thwart cannibalization of business), or alternatively to recommend a new organization be stood up (Yeow, Soh, & Hansen, 2018). Knight et al. (2020) recommended using design thinking as an organizational tool to enhance strategic management and implement digital transformation (Knight, Daymond, & Paroutis, 2020). Therefore, continuous alignment of strategy results in better performance and better decisions when firms have processes and capabilities to support a rational decision-making process for leaders, which the SMMDTA houses in quadrant three, the managerial leadership quadrant.

 

Digitally Competent Managerial Leadership

 

Strategy is about the detailed determination of ways that strategic opportunities can best be leveraged, given top management’s understanding about the behavior of rival firms (Schoemaker, 2018). Schoemaker et al. (2018) identified “six leadership disciplines needed for VUCA” (SLD), “anticipate”, “challenge”, “interpret”, “decide”, “align”, “learn”; and these disciplines move in a continuous circular pattern forcing the leader to constantly adapt the organization’s strategy and operations to meet VUCA conditions (Schoemaker, 2018, p. 28). Schoemaker et al. (2018) confirm the “special role” of the leadership to connect dynamic capabilities and the reinvention of the firm’s business model and state “dynamic capabilities in organizations, individual leadership skills and strategic reframing are all connected…

 

components should ideally be a tightly integrated system”; and “strategic reframing” utilizes the SLDs (Schoemaker, 2018, pp. 29-31). I believe to read, react and measure the success of adaptive digital strategies leaders will need to invoke this strategic reframing skill constantly.

 

Which leaders’ contributions matter most?

 

Taylor & Vithayathil (2018) found empirical evidence across twenty years of data that Chief Marketing Officer (CMO) budgets and spending continue to grow in digital expense categories, but there is no correlation to enhanced firm performance when a powerful CMO was present, whereas when a strong IT leader was present (CIO) their influence did result in enhanced firm performance (Taylor & Vithayathil, 2018).

 

 

 

 

 

 

 

 

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Entrepreneurial Orientation and Rational Decision-Making

 

DT programs are large, complex strategic maneuvers that require entrepreneurial orientation (EO) and rational decision-making. DT is new and requires domain specific knowledge using data driven assets and specialized capabilities from high tech entities. Related to the importance of EO Anonymous (2015) states:

 

“Entrepreneurial orientation (EO) is a key concept when executives are crafting strategies in the hopes of doing something new and exploiting opportunities that other organizations cannot exploit. EO refers to the processes, practices, and decision-making styles of organizations that act entrepreneurially (Lumpkin & Dess, 1996). Any organization’s level of EO can be understood by examining how it stacks up relative to five dimensions:

 

• autonomy, (2) competitive aggressiveness, (3) innovativeness, (4) proactiveness, (5) and risk taking. These dimensions are also relevant to individuals” (Anonymous, 2015, p. 62).

 

Since DT is fully integrated into business practices, processes and people-centered interactions, to reimagine key stakeholder interactions, leaders must have resources with EO to permeate innovation into the organization. While EO can be applied and seen at the organizational level, the more important aspects of EO are essential in the managerial leadership level in quadrant three. Leaders must demonstrate EO while sensing the quadrant one business climate, assembling vision, mission and SMART goals in quadrant two, and strategy constantly aligning digital strategy for DT programs.

 

Rational decision-making is essential to SMMDTA quadrant two activities and uses quadrant one information to meet the iterative nature of SMMDTA and DTA through an eight-step process. Anonymous (2015) outlines “The process of rational decision making involves problem identification, establishment and weighing of decision criteria, generation and evaluation of alternatives, selection of the best alternative, decision implementation, and decision evaluation” (Anonymous, 2015, p. 335). The idea behind the model and this eight-step process is a circular one, whereby after step eight, the leader starts again at step one. This directly applies to the iterative nature of aligning digital strategy and should be implemented by leaders.

 

Why is communication so important to digital transformation alignment?

 

Leadership needs to provide messages tailored to employees’ needs to understand the firm’s game changing ideas and plans so employees can effectively adapt their daily tasks and activities (Gudergan, Buschmeyer, Krechting, & Fei, 2015). This aspect of leadership communication and governance will be covered in the fourth quadrant of SMMDTA and builds upon my previous paper on the “Eleven Key Elements of the Ethical Organization”.

 

 

Eleven Elements of the Ethical Organization

 

Transparent communications empirically validated a demonstrable difference in mature digital organizations, executed by tech savvy executive leaders to set the transformation message on a

 

 

 

 

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strong cadence to reinforce behaviors of the organization (Mugge, Haroon, Michaelis, Kwiatkowski, & Gudergan, 2020). Gudergan et al. (2015) outlined the importance of a “Business Transformation Readiness Assessment” to include four components: “strategy” to advance the business vision, “design” to create awareness, knowledge of the end state, resource allocation, roles and responsibilities and a plan, “delivery” to manage the project and monitor deliverables and “leadership and communications” to create a cadence of persuasive messages to maintain organizational support for the transformation (Gudergan, Buschmeyer, Krechting, & Fei, 2015, p. 386).

 

In reference to investments in cultural change from a 2015 Deloitte/MIT study, Gobble (2018) states ” Technologies deliver the most value, the authors conclude, when they’re integrated and synthesized-and supported by a culture that fosters risk taking. Investment in technology must be matched by investment in cultural and organizational transformation” (Gobble, 2018, p. 67).

 

This type of transformational work requires a framework for aligned communications to enable a digital strategy. I provided this framework and the benefits in relation to ethics in another paper called “Eleven Key Elements of the Ethical Organization” and I believe the framework is applicable in the context of DT and digital strategy (see Figure 3). The EOF provides the essential foundational elements required to execute DT and given the importance of a firm’s social identity when executing the business model digitally, supports the firm’s stakeholders in a way that should lead to sustainable profits.

 

 

External Profile – external social identitiy of the firm based upon societal and industry norms

 

 

Adherence to

Societial

Norms

Internal Profile – internal social identity built upon the firm’s norms

 

 

Adherence to	Aligned Leadership	Aligned Strategy	Aligned Employees	Aligned Systems
Industry				and Processes
Norms

 

Ethical Organization Foundation (EOF)

 

• Organizational Governance

 

• Corporate Communications

 

• Standards of Conduct

 

• Organizational Mission

 

• Organizational Values

 

Figure 3- Eleven Elements of the Ethical Organization

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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Conclusion

 

Digital Transformation (DT) of global business is already underway and firms need to ensure they leverage new digital opportunities. In order to be successful, leaders (especially CEOs, CMOs and CIOs) must be able to create dynamic capabilities within their organizations to sense, interpret and align their business and IT strategies. These dynamic capabilities should take advantage of big data, digital platforms and strategic partnerships. The business climate is constantly changing at an accelerating pace. Organizations can use their data and systems to better understand customers’ and partners’ needs and the general environment. Senior leaders should implement a new integrated model of digital transformation alignment. A firm’s leaders must develop digital competence and maturity using entrepreneurial orientation and rational decision-making to thwart rivals who aim to gain a share of the value chain. This model needs to work in conjunction with existing strategic management and ethical communications practices to create focus and constant alignment of the firm’s strategic resources and capabilities using their digital strategy.

 

References

 

Anonymous. (2015). Mastering Strategic Management. Minneapolis: University of Minnesota Libraries.

 

Gobble, M. M. (2018). Digital Strategy and Digital Transformation. Research Technology Management,, 61(5), 64-70.

 

Gudergan, G., Buschmeyer, A., Krechting, D., & Fei. (2015). Evaluating the readiness to transform towards a product-service system provider by a capability maturity modelling approach. Procedia CIRP, 30, 384-389.

 

Gupta, S. (2018). Driving Digital Strategy A Guide to Reimagining Your Business. Boston, MA:

Harvard Business Review Press.

 

Knight, E., Daymond, J., & Paroutis, S. (2020). Design-Led Strategy: How To Bring Design Thinking Into The Art of Strategic Management. California Management Review, 62(2), 30-52. Mugge, P., Haroon, A., Michaelis, T. L., Kwiatkowski, A., & Gudergan, G. (2020). Patterns of Digitization: A Practical Guide to Digital Transformatio. Research-Technology Management, 63(2), 27-34.

 

Nadeem, A., Abedin, B., Cerpa, N., & Chew , E. (2018). Editorial: Digital transformation & digital business strategy in electronic commerce – the role of organizational capabilities. Journal of Theoretical and Applied Electronic Commerce Research, 13(2), I-VIII.

 

Orji, C. (2019). DIGITAL BUSINESS TRANSFORMATION: TOWARDS AN INTEGRATED CAPABILITY FRAMEWORK FOR DIGITIZATION AND BUSINESS VALUE GENERATION. Journal of Global Business and Technology, 15(1), 47-57.

 

Pappas, I. O., Mikalef, P., Giannakos, M., Krogstie, J., & Lekakos, G. (2018). Big data and business analytics ecosystems: Paving the way towards digital transformation and sustainable societies. Information Systems and eBusiness Management, 16(3), 479-491.

 

Porter, M. E. (2008). The Five Competitive Forces That Shape Strategy. Harvard Business Review,, 86(1), 78-93.

 

Ruiz-Ortega, M. J., & Parra-Rqueena, G. (2013). Environmental Dynamism and Entrepreneurial Orientation: The Moderating Role of Firm’s Capabilities. Journal of organizational change management, 26(3), 475-493.

 

 

 

 

 

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Safferstone, M., & Gupta, S. (2019). Driving digital strategy: a guide to reimagining your

 

business [Review of Gupta, Sunil. Driving digital strategy: a guide to reimagining your business]. American Library Association CHOICE, 56(6), 779-.

 

Sarkisyan, Z. (2019). Digital business of the industry 4.0 concept in international economic relations. Journal of Advanced Research in Law and Economics, 10(8), 2507-2514. Schoemaker, P. H. (2018). Innovation, Dynamic Capabilities, and Leadership. California Management Review, 61(1), 15-42.

 

Suseno, L., Laurell, C., & Sick, N. (2018). Assessing value creation in digital innovation ecosystems: A Social Media Analytics approach. The Journal of Strategic Information Systems, 27(4), 335-349.

 

Taylor, J., & Vithayathil, J. (2018). Who delivers the bigger bang for the buck: CMO or CIO? Journal of Strategic Information Systems, 2017-220.

 

Vial, G. (2019). Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118-144.

Westerman, G., & Bonnet, D. (2015). Revamping your business through digital transformation.

MIT Sloan Management Review, 56(3), 10-13.

 

Yeow, S., Soh, C., & Hansen, R. (2018). Aligning with new digital strategy: A dynamic capabilities approach. The Journal of Strategic Information Systems, 27(1), 43-58.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

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