Paper Number
1282
Paper Type
Completed
Description
In today’s data-centric era, organizations increasingly aim to operate more data-driven and therefore engage in digital transformations toward becoming a data-driven organization (DDO). To govern such transformations, top managers develop digital transformation strategies (DTS) characterized by different organizational ambidexterity approaches. This study analyzes how such DTS influence the process and (intermediate) outcomes of organizations’ digital transformations toward becoming a DDO by studying two organizations undertaking such DDO transformations using the concept of organizational ambidexterity as a theoretical lens. On this empirical basis, we find that DTS characterized by different organizational ambidexterity approaches lead to different transformation processes and (intermediate) outcomes. Thereby, this study contributes to existing academic literature in the field of DDOs and DTS, as such transformation journeys toward becoming a DDO have not been studied in its entirety yet. Furthermore, our paper offers practical guidance for top managers to develop and implement a DTS suitable for their organization.
Recommended Citation
Fischer, Hannes, "Becoming a Data-Driven Organization: A Comparative Case Study on Digital Transformation Strategies" (2023). ICIS 2023 Proceedings. 5.
https://aisel.aisnet.org/icis2023/practitioner/practitioner/5
Becoming a Data-Driven Organization: A Comparative Case Study on Digital Transformation Strategies
In today’s data-centric era, organizations increasingly aim to operate more data-driven and therefore engage in digital transformations toward becoming a data-driven organization (DDO). To govern such transformations, top managers develop digital transformation strategies (DTS) characterized by different organizational ambidexterity approaches. This study analyzes how such DTS influence the process and (intermediate) outcomes of organizations’ digital transformations toward becoming a DDO by studying two organizations undertaking such DDO transformations using the concept of organizational ambidexterity as a theoretical lens. On this empirical basis, we find that DTS characterized by different organizational ambidexterity approaches lead to different transformation processes and (intermediate) outcomes. Thereby, this study contributes to existing academic literature in the field of DDOs and DTS, as such transformation journeys toward becoming a DDO have not been studied in its entirety yet. Furthermore, our paper offers practical guidance for top managers to develop and implement a DTS suitable for their organization.
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Comments
23-Practitioner