Digital Transformation Strategies

By C. Matt, Thomas Hess, Alexander Benlian. Business & Information Systems Engineering, 2015

2,439 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/721740d91cf716a179ec716ea241c48c8796f7f1

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In Management Information Systems

Citations in the corpus

Strategy archetypes for digital transformation: Defining meta objectives using business process management (2020, background): “- 2 However, most companies only have a diffuse understanding about the nature and impact of digital transformation [7].”
Developing a unified definition of digital transformation (2021, background): “…of lacking a universal and comprehensive understanding of this concept (Goerzig and Bauern-hansl, 2018; Gray and Rumpe, 2017; Haffke et al., 2016; Matt et al., 2015; Morakanyane, Grace, & O ’ Reilly, 2017; Van Veldhoven and Vanthienen, 2019), its implications at multiple levels of analysis…”
Digitalization: Opportunity and Challenge for the Business and Information Systems Engineering Community (2017, background): “BISE’s existing knowledge in these domains and its close proximity to these fields enables comprehensive assessments, which are essential for the organizational design of transformation processes and the definition of a digitization strategy (Matt et al. 2015).”
Digital transformation: Five recommendations for the digitally conscious firm (2020, neutral): “Many organizations are still slow to embrace new possibilities, and those that do are faced with a new set of challenges in handling this complex landscape deﬁned by both rapid technological development and slower organizational processes (Matt, Hess, & Benlian, 2015).”
Digital transformation in business and management research: An overview of the current status quo (2022, background): “Increases in sales and productivity, innovations in value creation, as well as novel forms of interaction with customers are examples of potential gains in a successful DT according to Matt et al. (2015).”
Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation (2021, background): “…of tasks (Clohessy, Acton, & Morgan, 2017; Horlach et al., 2017; Legner et al., 2017), transformation driven by IT (Hartl & Hess, 2017; Heilig, Schwarze, & Voss, 2017), or impacts of IT on organizational contexts (Haffke, Kalgovas, & Benlian, 2016; Hess et al., 2016; Matt, Hess, & Benlian, 2015).”
Digital transformation: A multidisciplinary reflection and research agenda (2021, positive): “Most of the literature subscribes that the ﬁ rst two more incremental phases are needed to attain the most pervasive phase of digital transformation (Loebbecke & Picot, 2015; Matt, Hess, & Benlian, 2015; Parviainen, Tihinen, Kääriäinen, & Teppola, 2017).”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “…research might be found in existing literature on digital transformation of established firms, for example, digital transformation strategies (eg, Matt, Hess, & Benlian, 2015), pricing of digital goods (eg, Bradley et al., 2012; Huang & Sundararajan, 2010), or configuration theories for digital…”