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This paper develops and deploys a theoretical framework for assessing the prospects of a cluster of technologies driving what is often called the digital transformation. There is considerable uncertainty regarding this transformation’s future trajectory, and to understand and bound that uncertainty, we build on Schumpeter’s macro-level theory of ec...
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Citations
... Conflict management, individual goal-setting, and collective decision-making all revolve on the concept of resolution. This is an oath to triumph over adversity and bring forth concrete, beneficial outcomes for everybody (Bodrožić & Adler, 2022). ...
An Ideal Solution for Every Problem with Operating Management delves into the core challenges and stumbling blocks that companies face when attempting to successfully manage their operations. The success of every business depends on its operational management, which ensures that goods and services are delivered efficiently and effectively in accordance with strategic goals. A few examples of what falls under this category include process optimisation, resource allocation, quality control, and production supervision. The research here lays out a comprehensive strategy for tackling operational problems using state-of-the-art technology, data-driven decision-making, and lean management principles. Organisations may streamline their processes, save money, and boost performance by putting the client first, aiming for continuous improvement, and encouraging innovation. Also emphasised as vital tools for tackling production line and supply chain inefficiencies and bottlenecks are smart analytics and automation. According to the poll, in order to achieve operational excellence, establish a responsible culture, and ensure that everyone is aligned with the company's objectives, strong leadership is essential. With todays complicated and ever-changing market circumstances, this book offers a powerful and adaptable solution to the many operational management difficulties that come up. It will help organisations navigate these situations. Companies may increase their competitiveness and reach their long-term objectives with the support of an effective operations management plan that streamlines procedures and eliminates waste. Any competent operations manager worth their salt would know that the fulfilment of corporate goals is their duty. Operating efficiently is crucial for many companies, particularly those in the healthcare, technology, and industrial fields, who want to stay ahead of the competition.
... Digital transformation has an embedded nature, empowering actors to achieve their goals and visions [55]. The failure of traditional medical services to integrate digital healthcare may impede the value creation of digital healthcare [56]. ...
Objectives
This study aims to identify the dimensions and evolutionary pathways of China’s high-performing national healthcare system, as well as the interaction mechanisms between the digital and traditional healthcare dimensions.
Methods
This study first constructs a high-performing healthcare evaluation index comprising four dimensions: digital healthcare, healthcare resource allocation, healthcare output, and healthcare effectiveness. It next presents a multilevel structural dynamic factor model to examine the evolutionary pathway of China’s national healthcare system. It then analyses the interaction mechanism of each healthcare dimension based on the impulse response function.
Results
First, the upward trend in the overall performance of China’s high-performing national healthcare system demonstrates that it is significantly improving. Second, the overall performance of China’s high-performing national healthcare system has been most impacted by healthcare effectiveness and least impacted by healthcare output. The performance is trending upward for digital healthcare and healthcare resource allocation but downward for healthcare output and effectiveness. Third, increasing healthcare resource allocation and output promotes digital healthcare. The improvement in digital healthcare performance significantly and positively impacts healthcare effectiveness, while having weaker effects on healthcare resource allocation and healthcare output.
Conclusions
The performance of China’s high-performing national healthcare system is improving. However, healthcare resource allocation and health outcomes require further optimisation, and the integration capacity of traditional healthcare with digital healthcare must be strengthened.
... While extensive research has explored the macro-level impacts of digital transformation on business models and societal structures (Appio et al. 2021;Bodrožić and Adler 2022;Hanelt et al. 2021;Kassem and Ahmed 2022), limited attention has been given to its micro-level effects, particularly in relation to firm sustainability, green product innovation, and buyer engagement in sustainability-driven technological transformations (Chatterjee et al. 2023;Callari et al. 2024;Kim and Lee 2025). Green innovation, a key component of corporate sustainability, requires strong leadership support, as it is influenced by both internal and external stakeholders. ...
This study examines the crucial role of digital leadership in advancing sustainable development by fostering green innovation and enhancing firm sustainability. Building on Organizational Learning Theory (OLT) and Dynamic Capabilities Theory (DCT), this research fills a key gap by examining how digital leadership integrates digitalization with sustainable development, particularly within the Chinese information technology sector. The study investigates the impact of digital leadership on green innovation and sustainable performance, moderated by top management innovativeness. To enhance analytical robustness and minimize bias, a three‐phase time‐lagged data collection approach was employed to mitigate common method bias and ensure robust analysis, with responses from 413 employees representing diverse roles. The results indicate that digital leadership positively influences the green innovation process, which partially mediates the relationship between digital leadership and firm sustainability. Furthermore, the findings reveal that top management innovativeness amplifies the positive effects of digital leadership on green innovation, reinforcing the importance of leadership‐driven sustainability strategies. These insights contribute to the expanding discourse on corporate digital sustainability, demonstrating that digital transformation not only enhances operational efficiency but also serves as a catalyst for long‐term sustainable development. The study offers valuable implications for policymakers, business leaders, and researchers committed to leveraging digital leadership for corporate sustainability and the achievement of Sustainable Development Goals (SDGs).
... Critical studies effectively highlight biassed and discriminatory outcomes of technology design, deployment, and use, but they often view such technology-induced harms as inescapable and unavoidable and therefore, often, inadvertently reinforce the perception of algorithmic decision-making as all-powerful and inscrutable (Rahman, 2021;Trittin-Ulbrich et al., 2021;Zuboff, 2019). Although recent studies have outlined 'escape' visions (Bodrožić & Adler, 2022) and acknowledged individual agency within 'dehumanizing technological regimes' (Scherer et al., 2023;Weiskopf & Hansen, 2023), identified 'algoactivism' as a form of individual and collective resistance to putatively inscrutable algorithmic control (Kellogg et al., 2020), and observed 'digital disobedience' in everyday and workplace acts of refusal to automation and incessant monitoring (Harcourt, 2015), these studies rarely unpack the dominant technological imaginaries and counter-imaginaries that significantly shape technological values, norms, and expectations. Indeed, such scholarship neither typically converses with scholarship that has emphasized 'the organizational turn of the arts' (Alacovska et al., 2023;Holm & Beyes, 2021), nor engages with the argument that artivism has the capacity to counteract deeply ingrained constraints on our collective imagination and thus help actors to reimagine, revitalize and reinvigorate hope, care and resistance in the face of putatively unavoidable and inescapable, yet biassed and discriminatory, technological outcomes (Dey & Mason, 2018;Dinerstein, 2015;Hjorth, 2017;Serafini, 2022). ...
Focussing on anti-surveillance art, this article makes the case that the arts have the unique capacity to induce and energize hope and caring in the otherwise hopeless context of a technologically disenchanted world of surveillance capitalism, characterised by a wholesale loss of privacy due to ubiquitous data capture, and an algorithmically powered exacerbation of social inequalities and discrimination. Drawing on theories of enchantment from literary studies, art history, philosophy and political thought, I theorize anti-surveillance art as an art-full means of enchantment generating an ‘ethical energetics’ that is capable, however momentarily or imperfectly, of dissolving the constraints of our imagination and moving people to act hopefully and caringly in spite of technology-induced malaise. Through an affirmative critique of anti-surveillance art practices, I illustrate the processual mechanisms and dynamics of activist art (artivism), showing how these art forms not only critique and subvert entrenched imaginaries of surveillance capitalism but also enact the ethical imperative of re-imagining better future worlds even in the face of present technological toxicity and breakdown. This article contributes knowledge on the ethico-political import of the arts in troubled social, business and organisational contexts.
... The trajectories of the technological revolutions of the past 200 years have been shaped by public policy, and to some extent vice versa too (Bodrožić and Adler, 2022;Perez, 2010). The nature of this influence varied over the course of the revolutions, as public policy regimes have moved dialectically between two poles: laissez-faire, relying on the primacy of private value creation and on the market as the primary (ex post) coordinating mechanism, or relying on the state to play a more proactive role in ex ante coordination and to invest in public value creation. ...
... Here, the pace and direction of innovation and investment are emergent results of monopolistic or oligopolistic market competition in certain sectors, which often creates a 'winnertakes-all' dynamic in those sectors. This economic concentration affords the leading firms great political power (Zingales, 2017): these large firms and their major investors used their power to lobby for legislative and regulatory changes that further reinforce their advantages (Bodrožić and Adler, 2022). Historically, Oligarchy (corresponding to what Nyberg et al. (2022) and Davis (2021) call 'corporate capitalism') has been the dominant path of the leading countries (most notably in the USA) in the early phases of each technological revolution: railway and steel firms dominated the economy in the 19 th century; automobile and oil firms in the 20 th century; 'big tech' firms in the 21 st century. ...
The climate crisis challenges management scholars to address the system‐level factors that constrain and enable firms' climate action. We argue that to meet this challenge, we need to study the climate action capacity of alternative systems of political‐economic power. We proceed in three steps. First, we develop a historically grounded map of four main types of power systems: ‘Oligarchy’, ‘Localism’, ‘Authoritarianism’, and ‘Democratization’. These types represent analytical categories – not clichéd labels – to examine alternative responses to the climate crisis. Second, we use this map to compare four cases in the taxi transportation sector, a sector which exemplifies the confluence of the digital and green revolutions in today's political‐economic landscape. Our analysis of these cases suggests that Oligarchy's climate action capacity is weak because its climate action is limited to what is profitable for the dominant firms. Oligarchy has been challenged by Authoritarianism, whereas Localism and Democratization have yet to yield stable alternatives. Building on these insights, in the third step we identify three priorities for strengthening our field's capacity for relevant climate action research: (a) a focus on the systems within which firms are embedded, (b) a focus on political‐economic power, and (c) a programme of international comparative research.
... In other words, digital service transformation involves complex interactions and interdependencies amongst all components: service, technology, and actors. Consequently, future research on digital service transformation has much to benefit from theories that adopt a macro-perspective (e.g., Bodrožić and Adler, 2022), deemphasise the importance of technology as an artefact (e.g., Poole and DeSanctis, 2004), and adopt a holistic service system lens instead (Lusch and Nambisan, 2015). Possible candidates include macro-perspectives such as the ecosystem lens (Adner and Kapoor, 2010) or the classic resource-based view (Barney, 1991). ...
The interdisciplinary nature of digital transformation requires a shift from theorizing within disciplinary silos to leveraging theory in a way that helps bridge disciplinary boundaries. This study seeks to contribute to this objective by demonstrating that service-dominant logic (S-D logic) as a meta-theory has strong potential to connect IS, service, innovation, and marketing scholars as well as practitioners in understanding and shaping digital transformation. For this purpose, we conduct a computational literature review and create a map of the S-D logic research landscape. Based on this map, we assess how the S-D logic can help address some of the key gaps in our understanding of digital transformation leading to a cross-disciplinary agenda for future research. We argue that an S-D logic perspective on digital transformation can also be informative for practitioners involved in digital transformation activities, whom we equip with an actionable roadmap for implementation.
... It is this part of Schumpeter's work that "macro-level" neo-Schumpeterian scholars (Freeman & Louçã, 2001;Perez, 2002Perez, , 2009Bodrožić & Adler, 2018) build on while also diverging from it. Neo-Schumpeterian scholarship views technological revolutions as driven by multiple, relatively autonomous yet interdependent and interacting "spheres" or "systems" (Freeman & Louçã, 2001;Perez, 2002;Bodrožić & Adler, 2018), most notably the technology, organization, and public policy spheres (Bodrožić & Adler, 2022). ...
... The US has been one of the leading countries during the subsequent three revolutions: the steel-and-electricity revolution (1870s-1920s), the automobile-and-oil revolution (1900s-1980s), and most recently the digital revolution (also known as the ICT revolution), which is ongoing. Each revolution has lasted from fifty to eighty years (Perez, 2010; see also Bodrožić & Adler, 2022). ...
Entrepreneurship is frequently linked to desirable societal development while its associated social dysfunctions are ignored. This view is at the core of the ideology of entrepreneurialism. The standard explanation for entrepreneurialism's origin and evolution suggests that it is primarily driven by ideational forces and has expanded monotonically since the 1970s. In contrast, we argue that entrepreneurialism is shaped to a considerable extent by material forces and its long-term evolution is characterized by a combination of cyclical and dialectical processes. Our argument is based on neo-Schumpeterian theory and an analysis of the cultural representation of entrepreneurs and entrepreneurship in the US over the past 150 years. Over this time period, recurrent technological revolutions triggered successive waves of entrepreneurs, entrepreneurship, and entrepreneurialism. Each wave can be divided into two different periods. The first period coincides with a revolutionizing dynamic, a celebratory representation of entrepreneurs, and the ascendance of entrepreneurialism-but also with increasing inequality and other social and economic problems. The subsequent period of crisis triggers a balancing dynamic, a more critical representation of entrepreneurs, and the relative decline of entrepreneurialism. Our findings suggests that entrepreneurialism's post-1970 ascendance might be coming to an end and that we might witness its decline soon.
... Digitalization: SOEs' Response to the State's National Strategy Digitalization of enterprises refers to the process of enabling production, management, marketing, and other corporate functions through digital technologies, including artificial intelligence, big data, cloud computing, and blockchain. The goal of digitalization is to help firms improve efficiency as well as transform and upgrade manufacturing (Bharadwaj, Sawy, Pavlou, & Venkatraman, 2013;Bodrožić & Adler, 2021;Hanelt, Bohnsack, Marz, & Antunes, 2020). In many countries, the digitalization of manufacturing firms is regarded as an important national strategy, such as 'Industry 4.0' in Germany and the 'National Strategy for Advanced Manufacturing' of the United States. ...
... Lastly, our study also contributes to research on corporate digitalization. Most of this literature has focused on the market and the internal characteristics of organizations that facilitate or impede this strategic change (Bharadwaj et al., 2013;Bodrožić & Adler, 2021;Hanelt et al., 2020). However, given the high-risk and long-term nature of digital projects in manufacturing, other driving forces, such as the state, may be critical. ...
Despite the important role of state-owned enterprises (SOEs) in government policy implementation, there is a lack of research on how SOEs owned by different government entities differ. We draw on an attention-based view (ABV) to understand how central government-owned (called central SOEs) and local government-owned enterprises (called local SOEs) differ in their response to digitalization, a major state objective in China in recent years. The two types of SOEs differ in the foundational feature of attention structure – the rules of the game (as embodied in their different goals, identities, and evaluation of top executives) – as well as important features such as governance structures and resources. These features can trigger more attention in central SOEs to digitalization. Given the interdependence of these features in shaping the structural distribution of attention, we further propose how governance structures and resources can influence strategic attention differently in SOEs with different rules of the game. The arguments are tested using data from all Chinese-listed manufacturing SOEs between 2009 and 2020. The study reveals different responses to national strategy between central and local SOEs due to their distinct attention structures designed by the state. It also extends the ABV and research on corporate digital transformation.
... The most relevant definition for the context of this study refers to the disruptive effect of digital technologies on the entire organization in terms of strategy and structure and describes the strategic responses triggered in the organization to manage the positive and negative outcomes of this disruption and continue to create value [10]. The term digital transformation highlights the profound changes expected by emerging technologies to bring about in the industry and society [11]. Verhoef et al. outline three distinct forms of digital transformation: digitization, digitalization, and digital transformation [12]. ...
Governments seek to implement digital transformation initiatives to improve the effectiveness of their public services. To achieve this, governments need to assess their IT environment and evaluate their digital maturity. The conventional digital maturity assessment frameworks, mainly constructed by consulting firms, often fail when applied to the public sector, due to the differences between the business and government sectors in terms of their operational missions, and activities. Therefore, a maturity assessment framework that accommodates the unique requirements of the governments and their operating environments is necessary. The novelty of this research lies in its contribution to digital transformation in the public sector by presenting a framework specifically designed to assess the digital transformation maturity of government organizations. This research is based on analyzing the factors of maturity assessment models developed by industry leaders from 3 leading global consulting firms. Insights from the academic literature on these factors were extracted, and a comprehensive survey was conducted with 88 IT experts from government institutes across 6 countries to ensure their relevance and applicability in real-world government settings. In this research, we tested our hypothesis on whether there is a significant relationship between the importance of digital transformation factors and their implementation. The analysis indicated that there is no strong statistical relationship between the importance of digital transformation maturity factors and their implementation. The framework helps assess digital maturity and supports the formulation of effective strategies to drive successful digital transformation initiatives in government.
... Our method of creating scenario frames addresses some of the issues inherent in the 2 × 2 model, while also complementing traditional approaches to scenario design. After briefly discussing the procedures and limitations of classical scenario design, we shall draw on the example of a standard 2 × 2 matrix, 'Four Scenarios for the Digital Transformation', developed by Bodrožić and Adler (2022) to illustrate these limitations and demonstrate the potential of a truly digital approach to scenario building. The results of this demonstration suggest that standard scenario planning is characterised by a systematic omission of potentially critical scenarios, which can be identified and charted by our proposed digital approach. ...
... If we contrast these considerations with the daily routine of scenario-making, however, it becomes evident that scenarios made of false distinctions are prevalent. Consider the four scenarios for the digital transformation identified by Bodrožić and Adler (2022) and depicted in Figure 3, for example. ...
... Considering this discussion, it is reasonable to infer that the scenarios identified by Bodrožić and Adler (2022) emerge through an architecture of distinctions that are neither mutually exclusive nor jointly exhaustive and, thus, false distinctions. This, in turn, suggests that the authors present a forced focus on a narrow quadrant rather than a full window to the futures of digital transformation, while the circumstance that they apply analogue, gradual thinking to their digital topic adds another layer of concern. ...
Scenarios are among the most popular techniques for managing the uncertainty and complexity of the future. Even the more sophisticated scenario designs, however, often reduce the future to a narrow set of typically only two key factors that are arranged into a four‐square matrix representing four distinct yet interrelated scenarios. Consequently, scenarios have been criticised for being simplistic or reductionist by design. In this article, we address these criticisms by proposing a basic design for n‐factorial scenarios. Following a short discussion of the procedures and limitations of classical scenario design, we draw on the example of a standard 2 × 2 matrix titled ‘Four Scenarios for the Digital Transformation’ to illustrate the limitations of the standard approach and demonstrate the potential of a digital approach to scenario building. We conclude that standard scenario planning is often characterised by a systematic omission of potentially critical scenarios, which our proposed digital approach can detect and map out.
