scholarly journals Mastering the digital transformation through organizational capabilities: A conceptual framework

2021 ◽  
pp. 100019
Author(s):  
Jens Konopik ◽  
Christoph Jahn ◽  
Tassilo Schuster ◽  
Nadja Hoßbach ◽  
Alexander Pflaum
Keyword(s):  
Conceptual Framework ◽  
Digital Transformation ◽  
Organizational Capabilities

Digital Leadership

2020 ◽  
Vol 2 (1) ◽  
pp. 55-69
Author(s):  
Simon Hensellek
Keyword(s):  
Conceptual Framework ◽  
Digital Technologies ◽  
Technical Skills ◽  
Digital Transformation ◽  
Decision Makers ◽  
Future Research ◽  
Strategic Vision

Advances in digitalization place completely new demands on both political and economic leaders as well as on society as a whole. In addition to technical skills as a basis for dealing with and understanding digital technologies, digitalization demands that relevant decision-makers have a digital mindset so that they can recognize and correctly assess the opportunities and challenges associated with digitalization. Against this backdrop, this article presents a conceptual framework for digital leadership and explains the motives as well as the opportunities and challenges associated with it. It also shows how the critical capabilities of a digital leader contributes to the realization of their strategic vision of successful digitalization. The article concludes by discussing whether and how digital leadership can support successful digital transformation in the economy and society, and it points out possible fields for future research.

Digital transformation of regional industries through asset modification

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arne Isaksen ◽  
Michaela Trippl ◽  
Nina Kyllingstad ◽  
Jan Ole Rypestøl
Keyword(s):  
Conceptual Framework ◽  
Theoretical Work ◽  
Innovation Systems ◽  
Digital Transformation ◽  
Regional Innovation Systems ◽  
Regional Innovation ◽  
Digital Products ◽  
Content Type ◽  
Scientific Principles ◽  
Transformation Processes

Purpose This paper aims to develop a conceptual framework for analysing wide-ranging digital transformation processes of industries in regional contexts. Design/methodology/approach The paper includes theoretical work to create a conceptual framework. The paper illustrates and advances the framework by analysing examples from two clusters, one focused on the production of digital products and services and one centred on applying digital tools to make firms’ existing activities more efficient. Findings The paper distinguishes between three main and interlinked categories of digitalisation; development of scientific principles that form the basis for developing digital technologies; making of digital products and services; and application of these in production and work processes. Digital transformation of industries located in particular regions relate to changes of (regional) innovation systems. The authors interpret this as processes of asset modification, distinguishing between re-use of existing assets, creation of new assets and (strategic) destruction of outdated assets. Digital transformation may lead to various forms of innovation and path development activities in regional economies. Practical implications The paper highlights the importance of modification of assets in organisations and at the level of regional innovation systems to support digitalisation. Organisations need to build absorptive capacity for digitalisation. Regional innovation systems face the challenge to build relevant common assets. Originality/value The paper advocates a comprehensive framework to better understand how digital transformation unfolds. It challenges established economic geography approaches, which propagate firm-based views and centre stage skill and technological relatedness. An alternative conceptual framework for scrutinising digital transformation processes in industries in regional contexts is presented.

A Conceptual Framework in Building Dynamic Capabilities in Highly Competitive Industry

2015 ◽  
Vol 21 (4) ◽  
pp. 800-804
Author(s):  
Hardijanto Saroso
Keyword(s):  
Conceptual Framework ◽  
Dynamic Capabilities ◽  
Organizational Capabilities ◽  
Television Industry ◽  
Time Dynamic ◽  
External Resources ◽  
Internal Resources ◽  
Competitive Industry ◽  
New Concepts ◽  
Entrepreneurial Leader

In highly competitive industry, as such in Indonesian Television Industry, the companies should have the ability to respond the competition, in a very narrow window time. Dynamic Capability concept from David Teece, Gary Pisano, and Amy Shuen is in an excellent concept in addressing this situation and became the central of thought in building organization capability to face the competition. Dynamic capabilities took a significant attention from researcher and continue to draw more new concepts and theories. However based on Jeffrey T Macher and David C Mowery, only few researchers focused to the organizational process in developing this capability inside the organizations. Organizational capabilities are built from organizational routines, structures, and processes. It also requires resources, which are available through internal development or acquisition, and lead by a manager or entrepreneurial leader that improve existing routine or create the new ones. The dynamic market forces the organization to explore and exploit the internal and external resources to reach a level of innovation and win the competition. An entrepreneur leader has a high potential to initiate exploitation of internal resources and exploration of external resources, as well as proactively initiate strategic and innovative steps, manage risk, in order to optimize the organization capability and gain competitive advantage. This paper intended to explore a conceptual framework to develop dynamic capabilities in the organization and bring Indonesian Television Industry into the discussion of industrial dynamic competition.

scholarly journals Structural Capability of an Organization toward Innovation Capability

2016 ◽  
Vol 8 (2) ◽  
pp. 86
Author(s):  
Susanne Balslev Nielsen ◽  
Mostafa Momeni
Keyword(s):  
Competitive Advantage ◽  
Conceptual Framework ◽  
Delphi Method ◽  
Structural Aspect ◽  
Organizational Capabilities ◽  
Innovation Capability ◽  
Academic Literature ◽  
Internal Capabilities ◽  
The Relationship ◽  
Better Than

<p>The scholars in the field of strategic management have developed two major approaches for attainment of competitive advantage: an approach based on environmental opportunities, and another one based on internal capabilities of an organization. Some investigations in the last two decades have indicated that the advantages relying on the internal capabilities of organizations may determine the competitive position of organizations better than environmental opportunities do. Characteristics of firms shows that one of the most internal capabilities that lead the organizations to the strongest competitive advantage in the organizations is the innovation capability. The innovation capability is associated with other organizational capabilities, and many organizations have focused on the need to identify innovation capabilities. </p><p>This research focuses on recognition of the structural aspect of innovation capability and proposes a conceptual framework based on a Qualitative Meta Synthesis of academic literature on organizations innovation capability. This is proposed for the development of the concept of innovation capability in the organizations and this paper includes an expert based validation in three rounds of the Delphi method. And for the purpose of a better appreciation of the relationship dominating the factors of the conceptual framework, it has distributed the questionnaire in Iranian companies of the Food industry. At last, this research proposed a direct relationship between Innovation Capability and Structural Capability. Also, it offers the most important components and indices which directly influence and are related to the structural capability of innovation capability.</p>

scholarly journals Digital Transformation and Environmental Sustainability: A Review and Research Agenda

2021 ◽  
Vol 13 (3) ◽  
pp. 1530
Author(s):  
Abdul Karim Feroz ◽  
Hangjung Zo ◽  
Ananth Chiravuri
Keyword(s):  
Pollution Control ◽  
Environmental Sustainability ◽  
Research Agenda ◽  
Data Analytics ◽  
Big Data Analytics ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Organizational Capabilities ◽  
Future Research ◽  
The Internet Of Things

Digital transformation refers to the unprecedented disruptions in society, industry, and organizations stimulated by advances in digital technologies such as artificial intelligence, big data analytics, cloud computing, and the Internet of Things (IoT). Presently, there is a lack of studies to map digital transformation in the environmental sustainability domain. This paper identifies the disruptions driven by digital transformation in the environmental sustainability domain through a systematic literature review. The results present a framework that outlines the transformations in four key areas: pollution control, waste management, sustainable production, and urban sustainability. The transformations in each key area are divided into further sub-categories. This study proposes an agenda for future research in terms of organizational capabilities, performance, and digital transformation strategy regarding environmental sustainability.

scholarly journals A Conceptual Framework to Support Digital Transformation in Manufacturing Using an Integrated Business Process Management Approach

Designs ◽  
2020 ◽  
Vol 4 (3) ◽  
pp. 17
Author(s):  
Javaid Butt
Keyword(s):  
Conceptual Framework ◽  
Business Process ◽  
Industry 4.0 ◽  
Business Process Management ◽  
Process Management ◽  
New Technologies ◽  
Manufacturing Sector ◽  
Digital Transformation ◽  
Management Approach ◽  
The Impact

Digital transformation is no longer a future trend, as it has become a necessity for businesses to grow and remain competitive in the market. The fourth industrial revolution, called Industry 4.0, is at the heart of this transformation, and is supporting organizations in achieving benefits that were unthinkable a few years ago. The impact of Industry 4.0 enabling technologies in the manufacturing sector is undeniable, and their correct use offers benefits such as improved productivity and asset performance, reduced inefficiencies, lower production and maintenance costs, while enhancing system agility and flexibility. However, organizations have found the move towards digital transformation extremely challenging for several reasons, including a lack of standardized implementation protocols, emphasis on the introduction of new technologies without assessing their role within the business, the compartmentalization of digital initiatives from the rest of the business, and the large-scale implementation of digitalization without a realistic view of return on investment. To instill confidence and reduce the anxiety surrounding Industry 4.0 implementation in the manufacturing sector, this paper presents a conceptual framework based on business process management (BPM). The framework is informed by a content-centric literature review of Industry 4.0 technologies, its design principles, and BPM method. This integrated framework incorporates the factors that are often overlooked during digital transformation and presents a structured methodology that can be employed by manufacturing organizations to facilitate their transition towards Industry 4.0.

Understanding organizational capabilities: towards a conceptual framework

2004 ◽  
Vol 8 (3) ◽  
pp. 31-43 ◽  
Author(s):  
Yiannis E. Spanos ◽  
Gregory Prastacos
Keyword(s):  
Conceptual Framework ◽  
Organizational Capabilities

scholarly journals The Role of Supply Chain Antecedents on Supply Chain Agility in SMEs: The Conceptual Framework

2013 ◽  
Vol 66 (1) ◽  
Author(s):  
Mahdi Mohammad Bagheri ◽  
Abu Bakar Abdul Hamid ◽  
Iraj Soltanic ◽  
Abbas Mardani ◽  
Ehsan Kish Hazrate Soltan
Keyword(s):  
Supply Chain ◽  
Firm Performance ◽  
Conceptual Framework ◽  
Operations Management ◽  
Global Economy ◽  
Organizational Capabilities ◽  
Future Research ◽  
Medium Size ◽  
Organizational Capability ◽  
Supply Chain Agility

Firms must be agile for the reason that being responsive is a crucial competency for them in present global economy. Organizations that are agile happen to be more successful. The agility of an organization is dependent on the agility of its supply chain. The main aim of this paper is to give a new dimension in explaining how Trust, Information Technology (IT) and agility can create sustained competitive advantage for firms and develop an integrated framework to facilitate this. For the literature review of the related academic articles for the previous studies has been taken by international journals in Logistics, Supply Chain Management and Operations Management. Achievement of supply chain agility (SCA) is linked to the other organization’s resources, namely trust, IT and firm performance that play mediator role between them. IT is considered as a competitive tool by researchers and practitioners. Therefore, it is crucial for managers to apply their firms' IT and trust as lower-order organizational capabilities to improve agility as a higher-order organizational capability. Hence, the current article gives a conceptual framework to ascertain factors which affect SCA and finally firm performance. The findings of this study will present interesting information and insight about how to improve agility in small and medium-size enterprises (SMEs). Moreover, the information presented in this study will be the foundation of future supply chain capability studies. To aid the study, this present study for develop the framework has been used the RBV theory. The paper also proposes the framework for future research in empirical investigation in companies. The study related the gap by developing a framework for measuring SCA, which enables any organization to identify critical success factors for sense and respond to market. 

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