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Digitale Wertschöpfungspotenziale in Ökosystemen am Beispiel Pay-per-Part
Abstract
Durch den Austausch von Daten aus verschiedenen Objekten ermöglicht das Internet der Dinge (Internet of Things/IoT) neue Formen der Zusammenarbeit zwischen Unternehmen aus verschiedenen Bereichen. Diese Kooperationen von Unternehmen werden als IoT-Ökosysteme (Wertschöpfungsnetzwerke) bezeichnet. Durch die Wechselbeziehungen zwischen den Partnern innerhalb des IoT-Ökosystems können diese Unternehmen zusätzliche Geschäftspotenziale realisieren. In unserem Artikel identifizieren wir Geschäftspotenziale und Ökosystemanforderungen basierend auf den Wechselbeziehungen zwischen den Partnern in einem IoT-Ökosystem. Grundlage unseres Beitrags ist eine Fallstudie mit verschiedenen Unternehmen, welche unter realen Bedingungen durchgeführte wurde. Im Rahmen der Fallstudie wurde ein neues Wertschöpfungssystem geschaffen, das auf Basis je gefertigtem Gutteil vergütet wird (Pay-per-Part) und der bisherige Produzent nicht mehr Eigentümer des realen Objekts ist.
Germany has a tradition of out-of-home catering in companies, education, and public administration. In 2021 the German Federal Ministry of Food and Agriculture passed a law to increase the proportion of organic food in out-of-home catering up to 20 percent until 2025 (Federal Ministry of Food and Agriculture 2021). The southwestern state Baden-Württemberg wants to increase the share of regionally organic food in their state canteens up to 40 percent until 2030. The proportion of regional food will increase up to 75 percent (State of Baden-Württemberg 2024). The current out-of-home catering process involves the kitchen management to compose a menu as well as the shopping list and send the list to one or more wholesalers. Depending on the size of the kitchen the last step is executed with an enterprise resource planning software via interfaces to several wholesalers. However, smaller kitchens still place their order via fax device or phone. The wholesaler processes the order by purchasing all goods with the highest margin from (non-)regional agricultural producers or other wholesalers. In most cases, the wholesaler purchases organic products on explicit request by the kitchen. This request highly depends on the financial or management situation. The wholesaler receives products and refines them kitchen ready. In some cases, a specialized refinement company is involved or farmers clean and peel the vegetables on site. Ideally, the kitchen only gets one delivery. In this current situation, barely any kitchen interacts with a regional producer of agricultural products. The supply process highly depends on the basis of information by the wholesaler. Hence, our research question is: How does the role of wholesale in the digital transformation of German out-of-home catering change?
Wholesale in Germany is characterized by a high degree of diversity with traditional business models. In almost every branch of industry or trade a wholesaler supplies and distributes all necessary products to manufacturers and retailers. During the last few decades, the core business model in wholesale – cost-efficient purchasing and selling products in large numbers – has been amended with product specific services (Samadi, 2009, Weber et. al 2019).
Currently, we scientifically accompany an out-of-home catering project subsidized by the EU to answer this question. The single case study includes the whole chain: agriculturists, wholesalers, and kitchens. According to Yin (2018) we gather data by conducting participant observation (Kawulich 2005) and problem-centered interviews (Witzel 2000). In almost two years the group creates together with IT developers a digital solution. The goal of this project is to digitally transform the process of menu composition in catering kitchens. In this research digital transformation is regarded as an improvement of value adding processes enabled by digital technologies (Fitzgerald et al. 2014; Liere-Netheler et al. 2018). In addition, digital transformation refers to the networking of any objects using Internet technology on digital platforms through which data, products and services can be shared. This means that digital technologies enable partner ecosystems (Werth et al. 2021, Uckelmann et al. 2011). On this basis, companies from different disciplines, areas and industries can work together in appropriate ecosystems. In our case, the transformation is that kitchens will create their menus with digitally compositions of menu suggestions. These suggestions are generated through the combination of at least two data bases: the first data base consists of agricultural producers, their products, and addresses. The other data base consists of recipes, the recipes of the kitchen or shared by the community. The kitchen sets its preferences, such as regionality, organic, or food preferences by the consumer. The suggested menu shows full transparency on what is possible to serve regionally and organic to their guests.
The wholesaler is now confronted by a market dynamic change. We assume the transparency on products and prices lead to an adjustment in market behavior by wholesalers. New information about supply and demand in out-of-home kitchens will change the way of interactions in the supply chain. Farmers, aware of the demand, will change their cropping plan. The kitchens on the other side of the chain will increase the regional and organic supply to do justice to the political motivation. We see different outcomes for wholesales and their role in the chain: wholesalers will still be necessary for the distribution and the refinement of the supplies. Kitchens have no interest in receiving individual deliveries with the high amount of different food items they need. Neither will kitchen refine the products as they used to in the past. Not every farmer will integrate a refinement in their process since the acquisition costs for the necessary machines are unaffordable. The role of wholesale will, however, change in creating new supply chains based on the farmer data base provided by the digital service. A decentralization of their logistics and refinement will do justice to the regionality in the political motivation.
Industry 4.0 provides significant potentials for companies. Despite the promising opportunities, companies, especially SME, are still hesitant to implement new technologies. The main reasons are far-reaching changes with respect to the so-cio-technical dimensions causing risks that are difficult to assess. This research pro-vides a methodology to identify these socio-technical changes for Industry 4.0 use cases.
There is certainly a lot of discussion about digital technologies, their transformative nature, and their potentially disruptive impact on business and society. The number of publications on digital technologies and their impact on business and management have risen dramatically. This paper's main objective is to draw attention to practical and research‐related views on what we know and what we still need to learn about business and management in the digital era. We do so by combining the insights obtained from interviews with senior managers in charge of their firm's digital transformation activities in 2017 with the results of a systematic literature review covering a decade of practice‐oriented, academic literature on the impact of digital technologies. We identify the challenges that firms face at the beginning of their digital transformation efforts and summarize the managerial guidance offered by 242 publications over the years, 133 of which have been published since 2017. Based on the analysis conducted, we discuss the emerging solutions for a number of the key challenges identified in 2017, flag the remaining ones, and identify new themes that require attention. This leads us to propose an agenda for future, practice‐oriented research on digital transformation.
Despite the high relevance of digital leadership (DL) in practitioner outlets, its definition and determinants remain fuzzy, resulting in impeded DL theory development. Based on a structured literature review grounded in 96 publications, we developed a new definition of DL and a nomological determinant network. First, we provide conceptual clarity by differentiating DL from E-leadership with a definition of the former. Second, we present an inductively developed nomological network that specifies 13 DL determinants structured per the categories organizational level, individual level, and digital leader. Based on this network, we propose six future research areas, which are (1) theoretical clarity of DL as a concept, (2) measurement systems, (3) DL's impact on output variables, (4) empirical evidence about determinants of the nomological network, (5) research design extensions through further perspectives and instruments, and (6) approaches to adopt DL.
This paper introduces the construct of "data-dominant logic". The findings of a multi-step exploratory study indicate that SME have an established mindset (dominant logic) that often hinders these firms from turning data in innovative products, services, and business models. The availability of large amounts of data and the use of this data through data science-driven practices has reached a stage when it now enables new and promising possibilities for firms to innovate. However, the actual use of data and data science insights has proven to be difficult for many companies. The firms under consideration in this paper recognize that the availability of data fundamentally changes their businesses. But also, they lack the appropriate culture, mindset, and business repertoire that would enable them to act by turning data into innovation. The paper concludes that firms first need to establish a new mindset in which data plays a central role. Here I term this mindset "data-dominant logic" (DDL). Future research is required to further concretize the construct beyond this introduction.
Digital platforms have been reshaping the structure of whole industries. Whereas previous developments mainly have taken place within the business-to-consumer (B2C) or consumer-to-consumer (C2C) market, the business-to-business (B2B) market is at the edge of the so-called platform economy. Leading companies step out of their core business and develop their own platforms. The paper at hand presents a methodology to master the challenges of developing digital platforms by using patterns, which represent proven principles of already established platforms. The methodology is based on a holistic pattern catalogue that can be used independently from the task at hand. We show in detail how we derived a catalogue with 37 platform patterns and how the catalogue can be applied to the development of digital platforms. The corresponding methodology contains three phases. Within the first phase, a specific platform idea is being developed. The second phase addresses the collaboration of an abstract platform concept. Finally, a specific digital platform concept is worked out.
Scientific research on digitalization and its impact on business models has been growing exponentially in recent years. This has been particularly evident from 2010 onwards, following a landmark special issue published in Long Range Planning. This article offers an overview of the development of academic literature published between 2010 and 2019 with regards to the relationship between digitalization and business models in 198 peer-reviewed articles. By applying a novel methodological approach to compare results from different bibliometric analyses, such as the analysis of citations, co-citations, bibliographic coupling, and co-occurrences of keywords, we have identified the most influential journals, authors, and articles, as well as three thematic clusters (technological innovation, strategic management, and digital transformation). For each cluster, the most relevant contributions are presented. Promising research areas and future research directions are identified to address the existing gaps in knowledge.
Industry 4.0 lead to major challenges concerning the development of digital solutions. In particular, SMEs seem to struggle with the selection and development of them. While technical solutions are already tangible, the risks and their effects on and interaction with other aspects of value creation are not clear. Industry 4.0 requires not only a technical view, rather a socio-technical perspective with the consideration of the dimensions technology, organization and human. To support the risk-optimized development process, we developed app. 40 so called solution patterns. These provide generalized information from Best Practices of Industry 4.0 in the socio-technical dimensions. To determine consistent and risk-optimized pattern implementation paths, the relationships between the different patterns must be taken into account. In this submission, we therefore present a methodology to illustrate the pattern relationships and put them in a consistent order. It includes tools such as so-called pattern systems or a roadmap template as well as a procedure model for the use of the patterns and pattern systems. By using the methodology, we ensure that the transfer of the generalized pattern information into the individual implementation paths is risk-optimized and takes into account all three dimensions of technology, human and organization.
Researching business models (BM) and in specific business model innovation recently received growing attention by academics and practitioners due to increasing global competition and the constant need for adjustment to changing environments among others. Therefore, the main objective of our study is to provide an overview of the state-of-the-art of research on business model innovation by conducting a systematic literature review (SLR). Our review provides a deeper understanding and breakdown of key components of BMI. Likewise, our study identifies organizational, environmental, and societal factors influencing BMI and proposes avenues for future research.
Digitalization plays a major role in contributing towards the United Nations Sustainable Development Goals. Without transformation of existing businesses, both economic and environmental challenges of the future cannot be solved sustainably. However, there is much confusion on interrelationships and terms dealing with digitization or digitalization: Digital business model, digital transformation, digital entrepreneurship. How do these terms interrelate with and to digitalization, and how do they support firms to grow sustainably? To answer this question, we identified seven core digital-related terms based on a structured literature search within the management and economics domain, namely: Digital, Business Model, Digital Business Model, Digital Technology, Digital Innovation, Digital Transformation, and Digital Entrepreneurship. Thereafter, we analyzed prior literature for deriving a common understanding and definition as a basis for interrelations within a conceptual framework. Definitions were presented in a case study setup with twelve innovation and research and development (R&D) managers from various business units of a German high-tech company. Based on these insights, we propose a conceptual framework on how Digital Readiness, Digital Technology, and Digital Business Models might sustainably relate to Innovation, moderated by a Digital Transformation Process. With this approach, we aim to equip practitioners and researchers alike in handling and addressing change through digitalization sustainably.
The emerging digital transformation in the twenty‐first century is rapidly and significantly changing the business landscape. The fast‐changing activities, expectations and new modes of collaboration suggest it is time to review the current theoretical insights from strategic alliance (SA) research, which are based on assumptions from a different era. We therefore aim to stimulate multidisciplinary debate and theoretical reflections to better understand emerging paradoxes and challenges that contemporary firms face in the formation, evolution and dissolution of strategic alliances. Specifically, we offer alternative visions of SA research and suggest fresh applications or supplements of existing theoretical perspectives and research methods that can better address the research questions emerging from an era of digital transformation.
Small- and medium-sized enterprises (SMEs) have been leading innovation processes, where the upsurge of digital technology has overpowering implications on competitive positioning, firm’s value chains and overall business model. Value creation facilitated by emerging digital technologies alters costs, as well as process performance. Due to field research and in-depth interviews with owners and managers of SMEs in North-East Italy area, we combine and analyze evidence of the contingent challenges companies face while trying to redesign their business model. Our results point out that being able to accumulate and put into action external ideas can be vital in supplementing internal knowledge base and therefore crucial in escaping technological lock-ins; thus, imposing efforts toward digital transformation offers favorable outcoes.
The digital revolution is fundamentally reshaping the business landscape by generating abundant new opportunities and novel business models. As a new source of value creation, a startup’s business model is critical for its survival and growth. How, then, should a digital startup design its business model? The present study departs from existing viewpoints on the topic and proposes a strategic orientation view. By integrating the resource‐based view and the demand‐side perspective, we examine the impact of strategic orientation in business model design on the performance of startups in the digital economy. Using a data set of digital startups, our empirical results show that both technology and consumer orientations are beneficial to the performance of startups. However, it would be counterproductive for a digital startup to seek a balance between both strategic orientations in business model design. Furthermore, the positive relationship between consumer orientation and firm performance becomes more prominent in a highly open technological environment, but is weakened in environments characterized by high user interactivity. This study advances business model design research by proposing a strategic orientation view, and contributes to business model theory building by offering an integrated view that embraces the resource‐based view and the demand‐side perspective.
In the last years, scholarly attention was on a steady rise leading to a significant increase in the number of papers addressing different technological and organizational aspects of digital transformation. In this paper, we consolidate existing findings which mainly stem from the literature of information systems, map the territory by sharing important macro- and micro-level observations, and propose future research opportunities for this pervasive field. The paper systematically reviews 58 peer-reviewed studies published between 2001 and 2019, dealing with different aspects of digital transformation. Emerging from our review, we develop inductive thematic maps which identify technology and actor as the two aggregate dimensions of digital transformation. For each dimension, we derive further units of analysis (nine core themes in total) which help to disentangle the particularities of digital transformation processes and thereby emphasize the most influential and unique antecedents and consequences. In a second step, in order to assist in breaking down disciplinary silos and strengthen the management perspective, we supplement the resulting state-of-the-art of digital transformation by integrating cross-disciplinary contributions from reviewing 28 papers on technological disruption and 32 papers on corporate entrepreneurship. The review reveals that certain aspects, such as the pace of transformation, the culture and work environment, or the middle management perspective are significantly underdeveloped.
Incumbent firms’ competitiveness largely depends on the ability to develop digital innovation as novel combination of digital and physical components. This paper provides a better understanding of value creation through digital innovation, focussing on market offerings from incumbent firms. Based on the insights of an exploratory multiple case study with seven cases from the automotive, machine engineering, and consumer goods industries in Germany, we explain the multi-sided changes required for the development and management of digital innovations. Afterwards, we contribute to the further theorization of digital innovation. According to our empirical findings, we decided to discuss the applicability of the resource-based and competence-based approach.
Industry 4.0 has had a strong influence on the debate on the digitalization of industrial processes, despite being criticized for lacking a proper definition. However, Industry 4.0 might offer a huge chance to align the goals of a sustainable development with the ongoing digital transformation in industrial development. The main contribution of this paper is therefore twofold. We provide a de-facto definition of the concept “Industry 4.0” from a sociotechnical perspective based on its most often cited key features, as well as a thorough review of how far the concept of sustainability is incorporated in it.
Digital technologies are bringing a wide spectrum of business opportunities as well as significant organizational challenges for incumbent companies operating in traditional industries such as the energy one. The diffusion of new technologies is changing the way energy solutions are consumed and experienced, while consumers increasingly take ownership of their consumption, acting as “prosumers”. In this evolving scenario, incumbents are urged to reshape their business models, explore new opportunities and change their organizational structures accordingly. Still, the required organizational re-design process that enables companies to undergo business model innovation (BMI) while exploiting digital technologies is partially neglected in literature. Hence, this study explores how established companies embrace organizational re-design process to innovate their business model. To this end, we leverage a single case study methodology focused on an incumbent energy company. Our findings show how the establishment of a business unit dedicated to digital technologies exploitation has enabled the company’s BMI. More specifically, we point at the critical role played by the know-how and the industrial capabilities to sustain not only the innovation activities of the new business unit, but also the overall company performance and the shift towards a renewed business model.
Additive Manufacturing allows the production of parts based on layer by layer, three-dimensional printing. With a unique set of characteristics, Additive Manufacturing is an important technology regarding the digital transformation and digital value creation of the manufacturing domain. Particularly small and medium sized enterprises are challenged by digital transformation processes and decisions on where to invest their limited resources. This paper identifies business potentials of Additive Manufacturing based on a recent case study conducted during collaborative workshops with five small and medium sized enterprises. Considering the special capabilities of Additive Manufacturing technology, business potentials are examined alongside the entire product lifecycle. It was found that these potentials appear primarily on a digital level and are therefore not limited to the physical domain. The potentials may channel enterprise transformation and enable the purposive generation of digital value.
Purpose:
The purpose of this paper is to capture the collective understanding of digital transformation (DT) across Swiss businesses and establish a reference framework based on the strategic action field (SAF) theory.
Design/methodology/approach:
A number of Swiss associations provided their databases for an online survey. The large sample includes 2,590 participants from 1,854 organisations and delivered over 4,200 descriptions of DT, categorised into seven SAFs. A cross tabulation of SAF combinations by firm size identified 127 possible SAF combinations which constitute the common understanding of DT.
Findings:
The data set allowed the identification of SAFs and the conceptualisation of DT based on a shared understanding. Drivers of digital transformation are: process engineering, new technologies and digital business development, supported by digital leadership and culture, the cloud and data, customer centricity and digital marketing.
Research limitations/implications:
For practitioners, the study provides the SAFs that should be considered for DT strategies. For academic scholars, a unique data set has allowed the study of DT by analysing action field combinations, revealing a nuanced constellation of SAFs. Limitations are the focus on Swiss organisations and a convenience sample for collecting the analysed data.
Originality/value:
For the first time, the shared understanding of DT in Swiss businesses – based on SAFs – has allowed a conceptualisation of DT in order to provide guidance to businesses managers and employees.
The notion of digital transformation encompasses the adoption and integration of a variety of new information and communication technologies for the development of more efficient, flexible, agile, and sustainable solutions for industrial systems. Besides technology, this process also involves new organizational forms and leads to new business models. As such, this work addresses the contribution of collaborative networks to such a transformation. An analysis of the collaborative aspects required in the various dimensions of the 4th industrial revolution is conducted based on a literature survey and experiences gained from several research projects. A mapping between the identified collaboration needs and research results that can be adopted from the collaborative networks area is presented. Furthermore, several new research challenges are identified and briefly characterized.
Purpose
Digital transformations are changing society, and they force industries to react to the market more frequently. Managers are aware of new technical demands, which increase the pressure of meeting those demands. To meet technical demands, radical innovations are one way to stay competitive. However, it is more complex to make them a part of the business. The purpose of this study was to create a framework for small and medium-sized enterprises to become more efficient by starting to digitalise their business processes with the expertise of an external innovation partner.
Design/methodology/approach
The study was performed at a case company with an abductive approach where both deduction and induction were used to study the empirical findings and formulate new theories in relation to recognised theory. Qualitative methods have been used in the empirical study due to their flexibility and the fact that the focus of the information gathering was to create a context.
Findings
The analysis indicates that a certain level of process maturity can be put in relation to a certain innovation level and a certain level of digital change. According to a process maturity model, an adaptable process could respond to changes in customer demands better, which can be related to changes in the business domain and the society. The research resulted in a conceptual cooperative model based on the three domains of the study. The model has been validated using design reviews with the case company, a consultancy firm and together with an innovation partner.
Practical implications
The model will be a practical template for Small and Medium Enterprises to follow when digitalising business processes and how to prioritise them.
Originality/value
The proposed framework of how to digitalise at different innovation levels coupled to process maturity levels is a novel idea that could be used for further research.
The purpose of this paper is to develop an integrated approach for a digital strategy including generic options. Our research is based on our previous contribution in which we have analysed and compared existing approaches on digital strategy. We expanded this research by conducting 13 semi-structured interviews to gain insights from experts on digital strategy (researchers and consultants). We also analysed 10 case studies collected using semi-structured interviews with company representatives. Our findings show that digital strategy, although still in its infancy, is currently a significant topic across several industries. The paper offers an integrated approach for the development of a digital strategy which consists of six phases: external strategic analysis, strategic forecasting, internal strategic analysis, strategic principle, strategic options and strategy formulation. Within the integrated approach we also deliver four generic digital strategies: product provider, service provider, product platform operator and service platform operator.
Today’s key challenge for firm growth relies in the integration of digital technologies and their use in new business models. Thus, firms increasingly engage in a digital transformation and in digitalizing their business model. Firms can apply digital technologies for improved or novel internal and external processes and integrate them in new business models. The digital transformation itself demands diverse knowledge from diverse origins in the firm. We examine the key concepts related to business model digitalization. We develop a conceptual matrix for portfolio considerations of firm business model digitalization. We introduce the seven contributions in this special issue on knowledge and innovation related to business and offer some recommendations for future research on the new working conditions and digital identities of firms.
In this introduction, the editors position the volume in the resurgent debate around the relationship between digitalization in industry and emancipation/domination. They argue that much of that debate suffers from three problems. First, it subscribes to a techno-deterministic logic of a string of technological revolutions and direct social consequences. Second, many of the most notable accounts operate on a binary logic which depicts the current wave of digitalization as either the technical realization of emancipation or as the final victory of domination. Third, critical social scientific analysis is hampered by the vague and indiscriminate use of central terms such as emancipation/domination, industry, and digitalization. The authors begin from tackling the latter issue by exploring these concepts and suggesting frameworks for reclaiming them as analytical categories. Finally, they introduce the contributions to the volume and sketch out, how these collectively address the remaining two problems by intervening into debates around digitalization in the workplace, the promises of digital fabrication, and the producing, configuring, and infrastructuring of users.
Dieses Buch liefert wichtige Guidelines für die Digitale Transformation und zeigt auf, wie insbesondere etablierte Unternehmen sich abzeichnende Chancen und Risiken nicht nur frühzeitig erkennen, sondern auch systematisch für ihre strategische Weiterentwicklung nutzen können. Neue Technologien, neue Projektmanagement-Werkzeuge, neue Führungsideen, neue Geschäftsmodelle, neue Organisationskonzepte etc. stehen zur Verfügung, die von den Start-ups ganz natürlich von Beginn an genutzt werden. In den etablierten Unternehmen bedarf es dagegen eines umfassenden Change-Managements, um diese neuen Möglichkeiten möglichst früh und häufig auch sehr umfassend zu erschließen. Die Toolbox für Digital Business hilft Ihnen, zum aktiven Gestalter der Veränderungen zu werden.
(Fast) alles, was ein erfolgreicher CEO und CDO für eine erfolgreiche digitale Transformation benötigt: Inspiration, Best Cases, Tools und dazu noch Lesespaß!
Franz-Helmut Gerhards, CDO der DAK-Gesundheit, Hamburg
In unserer Bitkom-Studie „Last Call Germany“ haben wir Visionen präsentiert, wie sich Deutschland in Europa positionieren könnte, wenn wir konsequent handeln. In diesem Werk finden Sie wertvolle Impulse und Instrumente, um eine überzeugende Positionierung – vor allem durch unternehmerisches Handeln – zu erreichen!
Anja Olsok, Geschäftsführung Bitkom, Berlin
Der Weg zur digitalen Excellence führt nicht nur über neue Technologien, sondern erfordert visionäres Denken und eine fundierte, auf die Unternehmensphilosophie ausgerichtete Auseinandersetzung mit Kernthemen wie Leadership, Change-Management und digitalen Geschäftsmodellen. Dieses Buch bietet allen, die sich mit digitalen Transformationsprozessen in Unternehmen und Organisationen beschäftigen, praxisnah wichtige Impulse und unverzichtbare Tools und Konzepte für eine erfolgreiche Umsetzung – die Basis für nachhaltigen Unternehmenserfolg im digitalen Zeitalter.
Nicola Oudejans, Lehrgangsleitung Chief Digital Officer, MSc, Donau-Universität Krems
Der Inhalt
• Die Welt im Umbruch
• Analyse und Ausgestaltung einer Digital-Business-Performance
• Acht Handlungsfelder zum Aufbau einer Digital Excellence
• Change-Management – Veränderungsprozesse erfolgreich gestalten
Der Autor
Prof. Dr. Ralf T. Kreutzer ist Professor für Marketing an der Hochschule für Wirtschaft und Recht in Berlin sowie Marketing und Management Consultant, Trainer und Coach. Er war 15 Jahre in verschiedenen Führungspositionen bei Bertelsmann, Volkswagen und der Deutschen Post tätig, bevor er 2005 zum Professor für Marketing berufen wurde.
Das Internet der Dinge wird in vielen Branchen wettbewerbsentscheidend. „Das ist ein Kampf um Leben und Tod, um relevant für unsere Kunden zu bleiben“ beschreibt Jeffrey Immelt, Ex-CEO seine Wirkung auf General Electrics (GE).
Der vorliegende Beitrag adressiert den Fortschritt der Forschung auf dem Gebiet der digitalen Innovationen, insbesondere mit Fokus auf die Wertschöpfung etablierter Unternehmen. Auf Basis einer explorativen Fallstudienerhebung wird deutlich, dass Kunden – im gewählten Untersuchungsgegenstand der Connected-Car-Services – eine vorgefertigte Erwartungshaltung hinsichtlich Umsetzung, Funktionsweise und Qualität eines digitalen Dienstes haben. Infolgedessen spezifiziert dieser Artikel das Digitale Dominante Servicedesign. Dessen Besonderheit gegenüber dem Ausgangskonzept von Abernathy und Utterback (1978) liegt in der branchenübergreifenden Wirkung. Die etablierte Idealvorstellung eines digitalen Servicedesigns geht nicht auf die etablierten Automobilhersteller zu-rück, sondern wird von einflussreichen Akteuren aus der CE-Industrie (Consumer Electronics) geprägt. Deshalb finden die Fahrzeugfirmen in Folge der Branchenkonvergenz einen zu erfüllenden de-facto Standard vor, der zuerst erfasst und anschließend in den Wertschöpfungsprozessen berücksichtigt werden muss. Das widerspricht der bekannten Denkweise der OEMs, die es aus ihrem Kerngeschäft gewohnt sind, selbst die Maßstäbe mit ihren Innovationen setzen.
Digital Transformation (DT) has become an imperative for most organizations in our world of emergent and continuous changes. The term DT has been so broadly used (and misused) that it becomes very confusing. Consequently, the need to provide some conceptual rigor to DT is urgently needed. The purpose of this article is to develop a unified definition of “digital transformation” based on a vastly rigorous/scientific review and analysis of 134 well-received, published definitions of DT that significantly differentiates from other related terms in the literature. The proposed unified definition will help researchers and practitioners to “advance the theory and practice” of the discipline.
This book brings together the essential methodologies required to understand the advancement of digital technologies into digital transformation, as well as to protect them against cyber threat vulnerabilities (in this context cybersecurity attack ontology is included, modeling different types of adversary knowledge). It covers such essential methodologies as CIA Triad, Security Risk, Likelihood, and Consequence Level, Threat Attack Profiling, Threat Intelligence, Threat Lifecycle and more.
The idea behind digital transformation is to use digital technologies not only to replicate an existing process in a digital form, but to use digital technology to transform that process into something intelligent (where anything is connected with everything at any time and accessible and controlled and designed advanced). Against this background, cyber threat attacks become reality, using advanced digital technologies with their extreme interconnected capability which call for sophisticated cybersecurity protecting digital technologies of digital transformation.
Scientists, advanced-level students and researchers working in computer science, electrical engineering and applied mathematics will find this book useful as a reference guide. Professionals working in the field of big data analytics or digital/intelligent manufacturing will also find this book to be a valuable tool.
The advent and development of digital technologies have brought about a proliferation of online consumer reviews (OCRs), i.e., real-time customers’ evaluations of products, services, and brands. Increasingly, e-commerce platforms are using them to gain insights from customer feedback. Meanwhile, a new generation of big data analytics (BDA) companies are crowdsourcing large volumes of OCRs by means of controlled ad hoc online experiments and advanced machine learning (ML) techniques to forecast demand and determine the market potential for new products in several industries. We illustrate how this process is taking place for consumer goods companies by exploring the case of UK digital BDA company, SoundOut. Based on an in-depth qualitative analysis, we develop the consumer goods company innovation (CGCI) conceptual framework, which illustrates how digital BDA firms help consumer goods companies to test new products before they are launched on the market, and innovate. Theoretical and managerial implications are discussed.
Cars are developing into networked systems and digital entities. In order to improve service quality, enable new value propositions, and achieve a better driving experience, connected cars increasingly utilise the data and devices of their occupants. This situation is completely new for consumers, as cars have not been viewed as data collecting devices of highly personal information so far. These novel developments raise the question whether consumers realise and are concerned about the disclosure of sensitive personal data while using connected cars. Research in the field of privacy indicates that consumers value their privacy and that privacy concerns induce privacy behaviour. Therefore, this study aims to empirically validate a research model which considers privacy concerns as a crucial construct in predicting the intention to use connected cars. The results of our investigation enhance the understanding of consumers' privacy concerns in connected cars and will help car manufacturers to adequately address these issues within their market strategy.
Over the past two decades, digitalization has revolutionized not only consumer marketing but also industrial marketing. Both industrial marketing scholars and industrial marketers seek insights to understand how our knowledge and practice of digital marketing has been structured and configured. To address this gap, we adopt the resource-based perspective as an organizing framework and systematically review 129 articles spanning two decades of research to identify different digital marketing capabilities in industrial firms. From this analysis, we identify four themes: channels, social media, digital relationships, and digital technologies. We then stress-test this knowledge with managerial practices by conducting an online survey of 169 managers, designed to establish the repertoire of current and future marketing capability needs of industrial firms. Herein, we identify two marketing capabilities gaps: the practice gap—which identifies the deficit between managers' ‘current’ practices and their ‘ideal’ digital marketing capabilities; and, the knowledge gap—which demonstrates a significant divide between the digital marketing transformations in industrial firms and the extant scholarly knowledge that underpins this. Based on these results, we build an agenda for future research on digital marketing capabilities.
Purpose
This article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.
Design/methodology/approach
A two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.
Findings
This study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.
Research limitations/implications
This study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.
Practical implications
Network SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.
Originality/value
The study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.
In industry after industry, data, analytics, and AI-driven processes are transforming the nature of work. While we often still treat AI as the domain of a specific skill, business function, or sector, we have entered a new era in which AI is challenging the very concept of the firm. AI-centric organizations exhibit a new operating architecture, redefining how they create, capture, share, and deliver value.
Marco Iansiti and Karim R. Lakhani show how reinventing the firm around data, analytics, and AI removes traditional constraints on scale, scope, and learning that have constrained business growth for hundreds of years. From Airbnb to Ant Financial, Microsoft to Amazon, research shows how AI-driven processes are vastly more scalable than traditional processes, drive massive scope increase, enabling companies to straddle industry boundaries, and enable powerful opportunities for learning—to drive ever more accurate, complex, and sophisticated predictions.
Digital transformation (DT) is a strategic imperative for governments that aim to improve their services and efficiency. Despite high expectations regarding DT practices, there is limited empirical evidence on how governments are approaching DT in a hierarchical bureaucracy context and how flexibility is created to enable progression. In this research, we employed a case study approach to investigate and analyze DT based on relevant events occurring in a five-year period. A conceptual model was created by combining the diamond framework , the technology enactment framework, and enterprise architecture scope to facilitate the chronological analysis of these events and reflect upon the creation of flexibility. The findings indicate that DT in government spreads in waves with adaptations in different organizational elements, impacting the whole administrative system from the provincial level to the country level and including both radical and incremental changes. Flexibility increases alongside progress in DT and can be technology-enabled or policy-enabled. The creation of flexibility also depends on organizational elements and bureaucratic levels. This study advocates a cross-level view to comprehensively understand DT and offers insights to help other governments craft DT agenda.
Standardization alliances evolve through collaborations among firms for developing and implementing industry technical standards. Cooperative standard setting can help allied firms to gain access to external knowledge and technologies, but it is unclear how the configuration of a standardization alliance can result in improving a firm’s performance in new product development. This study examines how standardization alliance network‐based resource advantages vary across a firm’s network position and the firm’s ability to influence industry standard setting and new product outcomes. Empirical analyses, based on archival data from 170 Chinese automobile manufacturers from 1999 to 2013, indicate that firms that span structural holes in standardization alliance networks gain an advantage when focusing on early new product introductions but suffer a disadvantage when aiming at more innovative products. In contrast, taking a central position in standardization alliance networks is negatively related to a firm’s speed in bringing new products to market but positively related to the firm’s new product introduction rate. Further, standard‐setting influence significantly mediates the effect of network position on a firm’s new product speed to market. Increasing centrality and structural holes can lead to the improvement of a firm’s standard‐setting influence, and this, in turn, positively affects speed to market.