Key Characteristics of Organizational Structure that Supports Digital Transformation

2019 ◽  
Author(s):  
Vladimir Mirković ◽  
Jelena Lukić ◽  
Snežana Lazarević ◽  
Željko Vojinović
Keyword(s):  
Organizational Structure ◽  
Digital Transformation ◽  
Key Characteristics

scholarly journals Pathways to Developing Digital Capabilities within Entrepreneurial Initiatives in Pre-Digital Organizations

2022 ◽  
Author(s):  
Robert Keller ◽  
Philipp Ollig ◽  
Patrick Rövekamp
Keyword(s):  
Business Models ◽  
Single Case ◽  
Digital Transformation ◽  
Single Case Study ◽  
Capability Development ◽  
Dynamic Nature ◽  
Digital Business Models ◽  
Key Characteristics ◽  
Set Up

AbstractTo enable new digital business models, pre-digital organizations launch entrepreneurial initiatives. However, in developing the required digital capabilities, pre-digital organizations often face challenges as they are marked by the ways they have historically established their organizational identity. Research on how pre-digital organizations can develop digital capabilities remains scarce. This study draws on a single case study to illustrate potential pathways for the development of digital capabilities. Two key characteristics are identified: the source of digital capability development and the set-up of the actors involved. The authors synthesize four possible pathway manifestations, discuss the dynamic nature of pathway combinations, and suggest that managing a portfolio of pathways may be crucial for pre-digital organizations. Therefore, the study contributes to a better understanding of digital transformation in pre-digital organizations. Furthermore, it provides guidance for practitioners to reflect on when deciding which pathways to follow.

scholarly journals A framework of digitalization: Insights based on resource orchestration theory for digital transformation of traditional retailers

2020 ◽  
Vol 16 (1) ◽  
pp. 2260-2271
Author(s):  
Huang Qiu Bo ◽  
Dong Zi Guang ◽  
Jiang Yun Feng
Keyword(s):  
Organizational Structure ◽  
Human Resource ◽  
Digital Transformation ◽  
Store Brand ◽  
Resource Orchestration ◽  
Ecological Relationship ◽  
Home Appliance ◽  
Procedural Strategy ◽  
Retail Enterprise

The purpose of this article is to explore how traditional retailers implement overall organization digitalization. A cross-case study based on grounded theory was conducted across four traditional retail enterprise cases, respectively from comprehensive supermarket, department store, brand exclusive chain and home appliance chain. Four digitalization tactics dimensions were obtained: physical resource orchestration, human resource orchestration, organizational structure orchestration and ecological relationship orchestration; two digital competition strategies were distinguished: conservative and offensive strategy. Thereby, based on the resource orchestration theory, a procedural strategy framework was developed, which can be used to guide the implementation of digitalization.

scholarly journals Digital transformation of marketing strategies of the construction small and medium-sized enterprises

2021 ◽  
pp. 30-45
Author(s):  
Kseniya Alekseevna Rayter
Keyword(s):  
Digital Literacy ◽  
Development Strategies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Marketing Strategies ◽  
Strategy Formulation ◽  
Key Characteristics ◽  
Digital Development ◽  
Socioeconomic Crisis ◽  
The Impact

The subject of this research is the digital transformation of marketing strategies and development strategies of the construction small and medium-sized enterprises. The object of this research is the construction small and medium-sized enterprises in the conditions of modern digital economy and the global socioeconomic crisis caused by the COVID-19 pandemic. The goal of this article consists in the analysis of peculiarities of digital transformation of marketing strategies and development strategies of the construction small and medium-sized enterprises. The research data was collected via he method of in-depth interviews with the representatives of Russian construction small and medium-sized enterprises, and analyzed using the method of thematic analysis. The hypotheses were advanced and proved on the the impact of digital transformation of marketing strategies of the construction small and medium-sized enterprises upon their competitiveness in the conditions of modern digital economy. The article indicates the growing role of digital transformation of the construction small and medium-sized enterprises in the conditions of modern digital economy and global socioeconomic crisis caused by the COVID-19 pandemic. As a result of research, the author obtained the key characteristics of digital transformation of the construction small and medium-sized enterprises, including the questions of awareness of the informants about digitalization, digital transformation marketing strategies and development strategies of the informant companies, level of digital literacy of the employees of the construction small and medium-sized enterprises, barriers and changes in the process of digitalization, forecasts for the future digital development of the construction small and medium-sized enterprises, and personal perception of digital transformation by the informants. The acquired data can be used by the construction small and medium-sized enterprises in development of the technology for creating digital strategy, formulation of the corresponding scientific-methodological and practical recommendations in the area of their innovation development.

scholarly journals Organized Futures. On the Ambiguity of the Digital Absorption of Uncertainty

2021 ◽  
Vol 6 ◽  
Author(s):  
Thomas Wendt
Keyword(s):  
Organizational Structure ◽  
Digital Age ◽  
Digital Transformation ◽  
Classical Form ◽  
Digital Revolution ◽  
Structure Building ◽  
Central Task ◽  
Management And Leadership

Digitalization primarily takes place in and through organizations. Despite this prominent role, however, the importance of organizational structure-building processes in the digital transformation is still underexposed in discourse. The fact that ongoing digitalization is linked to an established phenomenon and its own logic, is regularly not addressed due to the attraction potential of the semantics of the digital revolution. Digital revolution and the reordering of societal relationships, though, manifest themselves primarily in processes of reorganization. Structural automation processes in the ongoing digital transformation are limiting the scope for action, necessitating forms of structural structurelessness in organizations that cultivate opportunities for chance. Since organizations realize their operations as a dual of structure and individual, and the principle of organization is therefore based on the complementarity of structural formality and unpredictable informality. The paper discusses the topicality of the classical form of modern organization in the digital age and reflects on approaches to a contemporary design of spaces of opportunity. The reflexive handling of future openness is the central task of management and leadership in order to enable variation and innovation in organizations.

scholarly journals FEATURES OF STRATEGIC MANAGEMENT IN THE DIGITAL ECONOMY

2021 ◽  
Vol IV (4) ◽  
pp. 75-82
Author(s):  
Olga Kryzhanovskaya ◽  
◽  
Vladimir Plotnikov ◽  
Yulia Vertakova ◽  
◽  
...  
Keyword(s):  
Strategic Management ◽  
Communication Technologies ◽  
Digital Economy ◽  
Digital Transformation ◽  
Key Characteristics ◽  
The World ◽  
Strategic Balance

The article substantiates the relevance of strategic management of organizations in the digital economy, taking into account the specifics of the industry. The development of info communication technologies is currently one of the strategic directions for modernizing the economy not only in Russia, but also in all countries of the world in the context of digital transformation. In connection with the above, the ranking of countries by the Digitalization Index in 2020 has been studied, and the leading countries / markets of the world by the number of smartphone users in 2021 are presented. To improve the strategic management of organizations in the context of digitalization of economies, the key characteristics of internal and external strategic balance are shown, a model of strategic management of organizations - telecom operators is built

The Logic of Interactive Structure

2020 ◽  
pp. 221-251
Author(s):  
Rodrigo Magalhães
Keyword(s):  
Organizational Structure ◽  
Full Advantage ◽  
Social Theory ◽  
Organization Design ◽  
Organizational Capital ◽  
Informal Organization ◽  
Traditional Notion ◽  
Key Characteristics ◽  
Human Actors

This chapter builds on the discussions in Chapter 4 about the bridging between organization design (design as a noun) and organization designing (design as a verb). Based on the key precepts of Giddens’ (1984) social theory, it is argued that the traditional notion of organizational structure can be split into the concepts of structure and structuration and that while ‘structure’ is relatively stable, ‘structuration’ is ever changing. This allows us to talk of ‘interactive structure’ as a type of structure that changes with interaction and where the emphasis is on the monitoring of interactions between human and non-human actors, by means of multiple types of traces. Thus, rather than controlling people, with interactive structure, organizations are better able to deal with the disconnect between the formal and the informal sides of organization and take full advantage of the organizational capital to be found in one of the key characteristics of informal organization, i.e. improvisation.

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 All Customers are Equal, but Some are More Equal Should Firms Prioritize their Customers ?

2010 ◽  
Vol 2 (1) ◽  
pp. 16-25 ◽  
Author(s):  
Christian Homburg ◽  
Dirk Totzek ◽  
Mathias Droll
Keyword(s):  
Organizational Structure ◽  
Negative Reaction ◽  
Equal Treatment ◽  
Sales And Marketing ◽  
Key Characteristics ◽  
Marketing Costs ◽  
Return On Sales ◽  
Positive Effect

Abstract Focusing marketing efforts on the most valuable customers so as to increase company profits is not as straightforward as it seems. There is a downside to customer prioritization such as negative reaction from low priority customers. Taking this into account we still show that prioritizing customers does lead to higher profitability and more return on sales. There are two reasons for this. Firstly, it has a positive effect on the key characteristics of a firm’s relationship with its elite customers while not affecting the lower level. Secondly, it reduces sales and marketing costs. Customer prioritization is more effective and efficient than equal treatment. We also show that firms can rely on six key levers relating to a company’s organizational structure and processes, enabling proper implementation of customer prioritization.

The impact of digital transformation on formal and informal organizational structures of large architecture and engineering firms

2019 ◽  
Vol 27 (4) ◽  
pp. 872-892 ◽  
Author(s):  
Marcella M. Bonanomi ◽  
Daniel M. Hall ◽  
Sheryl Staub-French ◽  
Aubrey Tucker ◽  
Cinzia Maria Luisa Talamo
Keyword(s):  
Social Network ◽  
Organizational Structure ◽  
Network Theory ◽  
Organizational Design ◽  
Digital Technologies ◽  
Organizational Structures ◽  
Digital Transformation ◽  
Content Type ◽  
Organizational Roles ◽  
The Impact

Purpose The purpose of this paper is to understand the impact of digital technologies adoption on the forms of organization of large architecture and engineering (A/E) firms. Network theory has attracted scholarly and managerial attention, particularly from the perspective of the changes of project organization. However, little research focuses on network theory as a lens for understanding and managing the new forms of firms’ organization. Additionally, conventional organizational analyses are hampered by the lack of methods for understanding the changes in roles and relationships due to the adoption of digital technologies and examining their impact on organizational structures. Design/methodology/approach To address this gap, this research adopted a mixed-method case-study approach. This approach combined interviews, regular check-ins, and document analysis with data mining and social network analysis (SNA) to capture the changes of intra-organizational roles and relationships and for understanding their impact on the firm’s organizational structure. Using the data gathered, the authors created a dendrogram that shows the formal organizational structure, a sociogram that displays the informal organizational structure and a network map that visualizes the interplay between the two structures. Findings From this analysis, the authors identified four main findings: informal roles – as go-to people for advice and information about digital technologies – play within A/E firms facing digital transformation; such go-to people operate through informal networked relationships and beyond their formal roles; most of these relationships do not overlap with the formal reporting relationships; the combination of both these roles and relationships create an informal social network. The authors also show how managers can use SNA to understand the changes in roles and relationships due to the adoption of digital technologies and to diagnose their impact on organizational structures. Originality/value This research contributes to the literature of organizational design and change management from a network perspective in the context of the digital transformation of large A/E firms. It provides a systematic data-driven approach to understanding the changes of intra-organizational roles and relationships within A/E firms facing digital transformation and to diagnosing the impact of these changes on firms’ organizational structures.

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