Digital transformation as a springboard for product, process and business model innovation

By Stefano Bresciani, K. Huarng, Arvind Malhotra, Alberto Ferraris. Journal of business research, 2021

365 citations recorded by the source corpus.

Digital transformation has affected people, businesses and systems greatly in recent years (Del Giudice et al., 2020; Galindo-Martín, Castaño-Martínez, & Méndez-Picazo, 2019; Huarng, Yu, & Lai, 2015). This revolution is changing the way companies run businesses, and develop relationships within and across ecosystems (e.g. with consumers, suppliers, universities), posing new managerial opportunities and challenges (Bresciani, Ferraris, & Del Giudice, 2018; Verma, Gustafsson, Kristensson, & Witell, 2012). It is now evident that innovative companies (such as Uber, Airbnb and Spotify) have revolutionised industries, such as transport, accommodation and music, through innovative business models that leverage advanced technologies. Digital transformation is not limited to particularly innovative businesses, digital start-ups and high-tech giants, however, but is rather a process that embraces companies of all sizes, operating in the most diverse industries (Ferraris, Mazzoleni, Devalle, & Couturier, 2019; Warner & Wäger, 2019). On the one hand, the literature has emphasised the various technological tools and paradigms that are revolutionising the way companies do business, such as big data, artificial intelligence, 4.0 machines, 3d printers and social media networks (e.g. Gunawan & Huarng, 2015; Rothberg & Erickson, 2017; Swani, Milne, Brown, Assaf, & Donthu, 2017). On the other hand, a stream of studies has tried to explore the impact of digital transformation on different business areas (Erevelles, Fukawa, & Swayne, 2016), business models (Alberti-Alhtaybat, Al-Htaybat, & Hutaibat, 2019; Loebbecke & Picot, 2015), business performances (Ferraris et al., 2019; Ferreira, Fernandes, & Ferreira, 2019) and required capabilities (Muninger, Hammedi, & Mahr, 2019; Warner & Wäger, 2019). For example, Erevelles et al. (2016) explored the impact of big data on various marketing activities. Ghezzi and Cavallo (2020) recently proposed a framework describing the relationship between business model innovation, lean start-up approaches and agile development in the context of digital entrepreneurship. Ferraris et al. (2019) showed that firms which developed greater big data analytics capabilities increased their performance, and that knowledge management capability plays a significant and positive moderator role. The interplay between information technology systems and knowledge management processes and tools can therefore speed up the digitalisation journey (Del Giudice & Della Peruta, 2016; Scuotto, Santoro, Bresciani, & Del Giudice, 2017). Muninger et al. (2019) explored the specific organisational capabilities that allow firms to gain advantages from social media through the innovation process. Despite this, we still know very little about how business can implement digital innovative strategies for growth and scale quickly and efficiently. 2. Statistics of the submissions

Subfields: Industrial and Manufacturing Engineering, Management Information Systems, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/81311568431b0b14c05cb14404b82c0ed7f9890e

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In Industrial and Manufacturing Engineering

  1. B. K. AlNuaimi
  2. S. Kumar Singh

In Management Information Systems

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In Management of Technology and Innovation

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  2. S. Kumar Singh

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