Buyer behavior · Qualitative field study drawing on senior executives' experiences with digitalization projects; inductive process-model development.
Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal
Long Range Planning · 2019
Summary
The process model identifies nine microfoundations; digital sensing, seizing, and transforming capabilities support ongoing transformation, with agility central to renewal of business model, collaboration, and culture.
For your marketing
Possible founder application
Build sensing, rapid experimentation, portfolio choices, and transformation routines into the company-s operating model rather than treating digital transformation as a one-off project.
Reported result
What the study found
The process model identifies nine microfoundations; digital sensing, seizing, and transforming capabilities support ongoing transformation, with agility central to renewal of business model, collaboration, and culture.
Research question
What the authors investigated
How do incumbent firms build dynamic capabilities that enable digital transformation and strategic renewal?
Design
Qualitative field study drawing on senior executives' experiences with digitalization projects; inductive process-model development.
Sample and setting
Senior executives leading digitalization projects in incumbent firms in traditional industries; the fetched abstract does not report a numeric sample.
Scope and transfer
Limitations to keep in view
The qualitative incumbent-firm setting is not a representative sample of startups or SaaS firms, and the process model does not by itself identify causal effect sizes.
Research sources
Fetched ScienceDirect publisher page establishes metadata, DOI, abstract, qualitative executive design and findings; fetched university repository page provides the author-manuscript record and DOI. Firecrawl research job 01a1436c-f86b-77df-af1c-9a2f87e3535e returned this citation and metadata.