How Big Old Companies Navigate Digital Transformation

By Ina M. Sebastian, J. Ross, C. Beath, Martin Mocker, Kate Moloney, Nils O. Fonstad. MIS Q. Executive, 2020

903 citations recorded by the source corpus.

Elements of Successful Digital Transformation12 New digital technologies, particularly what we refer to as SMACIT3 (social, mobile, analytics, cloud and Internet of things [IoT]) technologies, present both game-changing opportunities and existential threats to big old companies. GE’s “industrial internet” and Philips’ digital platform for personalized healthcare information represent bets made by big old companies attempting to cash

Subfields: Management Information Systems, Marketing, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d3e66de0dda39be875d40e8751eb82a7babdb215

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Citations in the corpus

Digital transforming capability and performance: a microfoundational perspective (2020, background): “These new digital technologies include, for instance, social, mobile, analytics, cloud and Internet of Things (IoT) technologies (Sebastian et al., 2017).”
Digital human resource management: A conceptual clarification (2020, background): “For instance, a “digitized solution strategy” aims at reformulating the value proposition of a production company by integrating a combination of products and related digital services based on data (see examples given in Sebastian et al., 2017).”
Digital transformation and the new logics of business process management (2020, neutral): “For example, Sebastian and Ross (2016) presented an account of how Schindler ’ s business process had to undergo constant changes as the company tried to leverage the a ﬀ ordance of a new internet of things (IoT) platform (Sebastian et al., 2017).”
Identifying Digital Transformation Paths in the Business Model of SMEs during the COVID-19 Pandemic (2020, methodology): “The characteristics of the digital business models differ from the characteristics of the traditional model in that many of the activities can be replicated at almost negligible costs [25].”
Transforming business using digital innovations: the application of AI, blockchain, cloud and data analytics (2020, neutral): “Sebastian et al. (2017) identiﬁed social, mobile, analytics, cloud and Internet of things (SMACIT) as fundamental driving forces of DBT.”
Unpacking the Difference Between Digital Transformation and IT-Enabled Organizational Transformation (2021, background): “This puts into perspective the literature that considers DT as radical change (Matt et al., 2015; Sebastian et al., 2017; Westerman, 2016) but does not address the longitudinal dynamics or challenges occurring during the transformation journey.”
Exploring Human Resource Management Digital Transformation in the Digital Age (2023, background): “Due to the implementation of digital technologies, digital transformation is intrinsically linked to strategic changes in business models (Sebastian et al., 2020).”
Digital transformation in business and management research: An overview of the current status quo (2022, neutral): “…et al. (2016), McGrath and McMa-nus (2020), Rane, Narvel, and Bhandarkar (2019), Schallmo et al. (2019); Schallmo, Williams, Boardman et al. (2019), Sebastian et al. (2017), and Teubner and Stockhinger (2020) developed integrated approaches for digital strategies, while Wang, Mahmood, Sismeiro,…”
The influence of a digital strategy on the digitalization of new ventures: The mediating effect of digital capabilities and a digital culture (2021, background): “In the corporate literature, a digital strategy has been found to derive benefits in terms of the development of digital products/ services and processes (Bharadwaj et al., 2013; Sebastian et al., 2017).”
Digital transformation: A multidisciplinary reflection and research agenda (2021, positive): “Therefore, digital transformation is inherently linked to strategic changes in the business model as a result of the implementation of digital technologies (Sebastian et al., 2017).”