Factors influencing Digital Innovation Strategy in Organizations - An Empirical Analysis

2022 ◽  
Vol 35 (1) ◽  
pp. 0-0
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Innovation Strategy ◽  
Digital Innovation ◽  
Factors Influencing ◽  
Variable Contribution ◽  
It Application

Prior research has shown that digitalization is found to deliver a source of investigation for presenting organizations to redesign their business model in order to align their strategy towards digital transformation. This study examines the factors influencing digital innovation strategy in organizations and a model for digital innovation strategy in organizations is also developed . Specifically, drawing on data from 450 respondents, the researchers propose that the following variables: organizational IT application portfolio, organizational culture, organizational structure, organizational dynamic capabilities, leadership and ethics predict innovation and strategy in organizations. The researchers found that organizational culture variable contribution was the highest by collectively predicting 78.1% for digital innovation & strategy in organizations. Overall, this study contributes to the literature by providing a model for developing digital innovation strategy in organizations.

scholarly journals A Quality Innovation Strategy for an Inter-regional Digital Innovation Hub

2020 ◽  
Vol 9 (4) ◽  
pp. 31-45
Author(s):  
Jonas Queiroz ◽  
Paulo Leitão ◽  
Joseane Pontes ◽  
André Chaves ◽  
Javier Parra ◽  
...  
Keyword(s):  
Industry 4.0 ◽  
Northern Region ◽  
Digital Transformation ◽  
Innovation Strategy ◽  
Crucial Importance ◽  
Economic Sectors ◽  
Digital Innovation ◽  
The Individual ◽  
Individual Strategies

Industry 4.0 is reshaping the way all the economic sectors are working. The complete adoption and understanding by the companies, large or small, of the digital transformation opportunities and benefits, requires the existence of effective instruments. The Digital Innovation Hubs (DIHs) are an important instrument, strongly promoted by the European Commission, to help companies to take advantage of digital opportunities. Aiming to boost and create synergies between several DIHs and research centers located in the northern region of Portugal and Spain, and considering the disruptive ICT technologies, the establishment of an inter-regional DIH that results from the cooperation between these entities assumes a crucial importance to transform this region into an innovative pole of reference. This paper aims to describe the strategy for the management and improvement of the quality of the innovation being developed by this inter-regional DIH under the scope of the DISRUPTIVE project. Besides considering the individual strategies of the associated members, it includes cooperative aspects, regarding the sharing of knowledge, technology, and skills, aiming to improve the quality of innovation, as well as the adoption of digitization by the companies in this region. 

scholarly journals Architecting and Developing Big Data-Driven Innovation (DDI) in the Digital Economy

2021 ◽  
Vol 29 (3) ◽  
pp. 165-187
Author(s):  
Saida Sultana ◽  
Shahriar Akter ◽  
Elias Kyriazis ◽  
Samuel Fosso Wamba
Keyword(s):  
Data Storage ◽  
Thematic Analysis ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Data Driven ◽  
Business Growth ◽  
Sustainable Business ◽  
Digital Innovation ◽  
Storage And Retrieval ◽  
Market Feedback

To revamp with new creative age characterized by ongoing digital transformation, more and more industries are capitalizing on digital innovation for their sustainable business growth. Drawing on a systematic literature review, thematic analysis, and using the theories of dynamic capabilities and market orientation, this research scrutinizes a systematic process for developing analytics-based data-driven innovation (DDI). Findings suggest a standardized seven-step process for DDI, including product conceptualization, data acquisition, data refinement, data storage and retrieval, distribution, presentation, and market feedback.

scholarly journals Sustainable Growth Variables by Industry Sectors and Their Influence on Changes in Business Models of SMEs in the Era of Digital Transformation

2021 ◽  
Vol 13 (13) ◽  
pp. 7114
Author(s):  
Seok-Soo KIM
Keyword(s):  
Business Model ◽  
Business Models ◽  
Group Analysis ◽  
Industrial Sector ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Sustainable Growth ◽  
Mediating Effect ◽  
Innovation Strategy ◽  
Least Squares Regression

SMEs around the world are constantly under threats to their survival and sustainable growth. This study evaluated the variables influencing the sustainable growth of SMEs in the technological evolution of digital transformation. I propose a business model innovation strategy for the sustainable growth of SMEs. Furthermore, I evaluated the variables influencing growth by industry sector and present strategies for innovation in the business model. Data were collected from 205 CEOs in six sector industries in Korea, and I investigated the effect of variables that affected the company’s sustainability when introducing digital transformation. A partial least-squares regression was used for the statistical analysis and was performed using a data group analysis. I found that the SME performance varied by industry and that technological competency had a mediating effect. The variables that most affected the SME performance were management, technology, and technical competence in marketing and innovation. This research went beyond the limitations of studying only the effects of each of the previous literature variables through causal studies linking these variables. The variables affecting the performance of the industries were found to be different. By comparing the variables that led to a difference in performance in the industrial sector, I developed a business model innovation strategy that can affect the sustainable performance of SMEs.

Struktur Organisasi, Desain Kerja, Budaya Organisasi Dan Pengaruhnya Terhadap Produktivitas Karyawan Studi Kasus Pada PT. XX Di Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yanti Budiasih
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Structure ◽  
Research Method ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Job Design ◽  
Employee Productivity ◽  
Dominant Influence

The objectives of this study are to analyze changes in organizational structure, job design, organizational culture and its influence on employee productivity at PT. XX in Jakarta and to identify variables that have a dominant influence on the productivity of employees. The research method used is using multiple linear regression analysis. The results show that the all variables simultaneously and partially change the organizational structure, job design, and organizational culture has a significant impact on employee productivity at PT. XXin Jakarta.

About digital transformation of the transport industry in Russia

2020 ◽  
Vol 19 (3) ◽  
pp. 95-105
Author(s):  
Natalia V. Vysotskaya ◽  
T. V. Kyrbatskaya
Keyword(s):  
Artificial Intelligence ◽  
Business Model ◽  
Data Science ◽  
Digital Transformation ◽  
Digital Culture ◽  
Blockchain Technology ◽  
Community Approach ◽  
Non Linear ◽  
Transport Industry ◽  
Artificial Intelligence Systems

The article is devoted to the consideration of the main directions of digital transformation of the transport industry in Russia. It is proposed in the process of digital transformation to integrate the community approach into the company's business model using blockchain technology and methods and results of data science; complement the new digital culture with a digital team and new communities that help management solve business problems; focus the attention of the company's management on its employees and develop those competencies in them that robots and artificial intelligence systems cannot implement: develop algorithmic, computable and non-linear thinking in all employees of the company.

Pioneering the orchestra-owned label

2018 ◽  
Author(s):  
Ananay Aguilar
Keyword(s):  
Organizational Structure ◽  
Business Model ◽  
Classical Music ◽  
Symphony Orchestra ◽  
Industry Structure ◽  
Industry Data ◽  
Ethnographic Fieldwork ◽  
Managerial Culture ◽  
Production Of Culture ◽  
International Reputation

This chapter discusses the London Symphony Orchestra’s creation and development of the pioneering orchestra-owned label LSO Live as a response to a classical music industry in crisis. The investigation of the label’s business model is framed within a production of culture perspective that considers six categories: industry structure, organizational structure, occupational careers, law and regulation, technology, and market. Drawing on ethnographic fieldwork and industry data, this chapter demonstrates how the London Symphony Orchestra increased its artistic and managerial independence and, in doing so, effectively multiplied its local and international reputation. As an example of forward-looking managerial culture and leadership, the LSO Live initiative continues to be imitated around the globe.

Factors influencing the shaping of shared services business models

2014 ◽  
Vol 7 (1) ◽  
pp. 47-65 ◽  
Author(s):  
Anton Joha ◽  
Marijn Janssen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Customer Orientation ◽  
Governance Structure ◽  
Single Type ◽  
Shared Services ◽  
Unified Framework ◽  
Content Type ◽  
Factors Influencing ◽  
Governance Processes

Purpose – Shared services are often viewed as a single type of business model but in reality, shared services can be organized in different ways. The goal of this research is to understand the factors influencing the shaping of shared services business models. Design/methodology/approach – Inductive case oriented research is conducted by investigating three different types of shared services arrangements using Al-Debei and Avison's unified framework for business models. Findings – A total of 12 different factors were identified that influence the shape of shared services business models including the path dependency, legal/regulatory driver, customer orientation, target segment, strategic importance, ICT/business orientation, IT governance structure, change strategy, degree of outsourcing, integration potential, economic rationale and the business value. Research limitations/implications – The level of customization and standardization can influence the potential benefits that can be gained from bundling services and it is important to understand the factors that influence this dimension. Practical implications – The appropriate configuration of these factors can be helpful to design shared services arrangements with a balanced degree of standardization and customization. The choices regarding the configuration of these factors could result in a more or less effective functioning business model and could influence the governance processes and mechanisms that need to be put in place. Originality/value – There is no prior research that addresses the shared services business model from a holistic perspective and this research provides a first conceptual model for shared services business models.

The behavior of managers handling digital business transformations: theoretical issues and preliminary evidence from firms in the manufacturing industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Diego Matricano ◽  
Laura Castaldi ◽  
Mario Sorrentino ◽  
Elena Candelo
Keyword(s):  
Organizational Culture ◽  
Case Studies ◽  
Manufacturing Industry ◽  
Qualitative Content Analysis ◽  
Preliminary Evidence ◽  
Digital Innovation ◽  
Content Type ◽  
Textual Data ◽  
Before And After ◽  
Theoretical Issues

PurposeOrganizational culture plays a central role when dealing with the issue of digital business transformation (DBT). Managers handling a DBT and involved in digital strateging are expected to modify the organizational culture of firms to make it more fitting with the paradigm of digital economy and having more chance of success. Thus, it is noteworthy to inspect the role they can have over DBTs. Accordingly, the purpose of this paper is to investigate the behavior that managers assume when they approach DBTs by investigating whether they act as mentors/facilitators or entrepreneurs/innovators, as coordinators or decision makers.Design/methodology/approachTo achieve the above purpose, ten case studies about manufacturing firms have been selected. Case studies, retrieved by the Digital Innovation Observatories of the School of Management of the Politecnico di Milano, are studied and analyzed by means of a qualitative content analysis on textual data. This allows getting specific insights into organizational culture before and after DBT and about the role played by managers.FindingsAchieved results disclose that managers need to modify the organizational culture of their firms to handle a successful DBT. However, firms can assume different organizational culture and thus the role assumed by managers handling a DBT can change as well.Originality/valueTo the authors knowledge, this paper is among the first that aim to investigate the role that mangers assume when handling DBTs. In particular, originality lies in the fact that assumed roles are rebuilt in reference to their ability to modify organizational culture.

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