Digital transformation, for better or worse: a critical multi‐level research agenda
-
- Justyna Dąbrowska
- School of Management, College of Business and Law RMIT University 445 Swanston Street Melbourne Victoria 3000 Australia
-
- Argyro Almpanopoulou
- School of Business and Management, LUT University P.O. Box 20 Lappeenranta FI‐53851 Finland
-
- Alexander Brem
- Institute of Entrepreneurship and Innovation Science, University of Stuttgart Stuttgart 70569 Germany
-
- Henry Chesbrough
- Haas School of Business University of California Berkeley California 94720 USA
-
- Valentina Cucino
- Institute of Management and EMBEDS Department Sant’Anna School of Advanced Studies Pisa 56127 Italy
-
- Alberto Di Minin
- Institute of Management and EMBEDS Department Sant’Anna School of Advanced Studies Pisa 56127 Italy
-
- Ferran Giones
- Institute of Entrepreneurship and Innovation Science, University of Stuttgart Stuttgart 70569 Germany
-
- Henri Hakala
- School of Business and Management, LUT University P.O. Box 20 Lappeenranta FI‐53851 Finland
-
- Cristina Marullo
- Institute of Management and EMBEDS Department Sant’Anna School of Advanced Studies Pisa 56127 Italy
-
- Anne‐Laure Mention
- College of Business RMIT University Melbourne 3000 Australia
-
- Letizia Mortara
- Centre for Technology Management, Institute for Manufacturing University of Cambridge Cambridge CB3 0FS UK
-
- Sladjana Nørskov
- Business Development and Technology, Aarhus BSS Aarhus University Herning 7400 Denmark
-
- Petra A. Nylund
- Institute of Entrepreneurship and Innovation Science, University of Stuttgart Stuttgart 70569 Germany
-
- Calogero Maria Oddo
- BioRobotics Institute, Sant’Anna School of Advanced Studies, Pontedera Pisa 56025 Italy
-
- Agnieszka Radziwon
- Haas School of Business University of California Berkeley California 94720 USA
-
- Paavo Ritala
- School of Business and Management, LUT University P.O. Box 20 Lappeenranta FI‐53851 Finland
説明
<jats:p>For better or worse, digital technologies are reshaping everything, from customer behaviors and expectations to organizational and manufacturing systems, business models, markets, and ultimately society. To understand this overarching transformation, this paper extends the previous literature which has focused mostly on the organizational level by developing a multi‐level research agenda for digital transformation (DT). In this regard, we propose an extended definition of DT as “a socioeconomic change across individuals, organizations, ecosystems, and societies that are shaped by the adoption and utilization of digital technologies.” We suggest four lenses to interpret the DT phenomenon: individuals (utilizing and adopting digital technologies), organizations (strategizing and coordinating both internal and external transformation), ecosystems (harnessing digital technologies in governance and co‐producing value propositions), and geopolitical frameworks (regulating the environments in which individuals and organizations are embedded). Based on these lenses, we build a multi‐level research agenda at the intersection between the bright and dark sides of DT and introduce the PIAI framework, which captures a process of<jats:italic>perception</jats:italic>,<jats:italic>interpretation</jats:italic>, and<jats:italic>action</jats:italic>that ultimately leads to possible<jats:italic>impact</jats:italic>. The PIAI framework identifies a critical research agenda consisting of a non‐exhaustive list of topics that can assist researchers to deepen their understanding of the DT phenomenon and provide guidance to managers and policymakers when making strategic decisions that seek to shape and guide the DT.</jats:p>
収録刊行物
-
- R&D Management
-
R&D Management 52 (5), 930-954, 2022-03-17
Wiley