Hummel's Digital Transformation Toward Omnichannel Retailing: Key Lessons Learned

By Rina Hansen, S. Kien. MIS Q. Executive, 2015

298 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/c9dfdb8d47324864bc47f0780724e7004cd53efa

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Citations in the corpus

Strategy archetypes for digital transformation: Defining meta objectives using business process management (2020, background): “…things, and locations to generate and analyze large amounts of data, digitization and digitalization merge to become digital transformation [13], which alters communication and interactions between all stakeholders and reshapes the current economic, social, and political landscape [2, 19, 20]. p”
The Effects of Digital Transformation on Firm Performance: Evidence from China’s Manufacturing Sector (2021, background): “Many studies show that DT helps improve specific business processes, such as services [33], sales [34,35], and supply chains [36].”
Digital transformation: A multidisciplinary reflection and research agenda (2021, unknown): “…Westergren, & Blomquist, 2017; Sebastian et al., 2017) (cid:129) Generate new knowledge and business opportunities (Dougherty & Dunne, 2012; Hansen & Sia, 2015) (cid:129) Restructure business with digital technology to attain competitive advantage (Berman, 2012; Iansiti & Lakhani, 2014;…”
Channel integration quality, perceived fluency and omnichannel service usage: The moderating roles of internal and external usage experience (2018, background): “Some recent research on omnichannel in information systems and marketing domains largely focuses on proposing research agenda [1,6–8], and addressing the challenges and opportunities in omnichannel practices from a firm-level perspective [9,10], rarely exploring the role of customers in omnichannel ”
Tackling the digitalization challenge: how to benefit from digitalization in practice (2022, background): “, [17],[18]) incorporating concepts, such as innovation capacity, capability frameworks, organizational ambidexterity, and digital maturity models, which link business processes and organizational cultures to exploitation of digital technologies (e.”
A Complex View of Industry 4.0 (2016, background): “Some firms responsible for the implementation of digitization already have managerial positions (chief digital officer); the background of these managers is more in business than IT (Hansen & Sia, 2015).”
Digital transformation in business and management research: An overview of the current status quo (2022, background): “Hansen and Sia (2015) researched how a European sports fashion company overcame the challenges posted by DT and successfully transitioned toward omnichannel retailing.”