Student or educator? Sign up with your school email and get 6 months of Pro free.
CoChat
Sign Up
Cited by 3,445

The DOI matches its Crossref record; 16 of the 16 references it cites were found in a registry or an index.

Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal

Open access
Warner, Karl S.R., Wäger, Maximilian·2019·Long Range Planning
DOI 10.1016/j.lrp.2018.12.001
Open this paper in CoChat — free account

Abstract

Abstract In this qualitative study, we explore how incumbent firms in traditional industries build dynamic capabilities for digital transformation. Digital transformation has been defined as the use of new digital technologies, such as mobile, artificial intelligence, cloud, blockchain, and the Internet of things (IoT) technologies, to enable major business improvements to augment customer experience, streamline operations, or create new business models. In making sense of digital transformation, we discovered that leaders in various industry circles use the term inconsistently to describe various strategizing and organizing activities; in addition, the term has gained limited scholarly attention as a context for study of strategic change. Drawing on senior executives' experiences with leading digitalization projects at incumbent firms, we propose a process model comprising of nine microfoundations to reveal the generic contingency factors that trigger, enable, and hinder the building of dynamic capabilities for digital transformation. Our findings reveal that digital transformation is an ongoing process of using new digital technologies in everyday organizational life, which recognizes agility as the core mechanism for the strategic renewal of an organization's (1) business model, (2) collaborative approach, and eventually the (3) culture.

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1016/j.lrp.2018.12.001

Cites

16 of 16 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Show all 16 references

Research works printed but not linked: 109

  1. Achtenhagen, 2013, Dynamics of business models–strategizing, critical capabilities and activities for sustained value creation, Long. Range Plan., 46, 427, 10.1016/j.lrp.2013.04.002 · DOI · Paper page
  2. Agarwal, 2009, Strategic renewal of organizations, Organ. Sci., 20, 281, 10.1287/orsc.1090.0423 · DOI · Paper page
  3. Agrawal, 2017, What to expect from artificial intelligence, MIT Sloan Manag. Rev., 58, 23
  4. Alvesson, 2003, Beyond neopositivists, romantics, and localists: a reflexive approach to interviews in organizational research, Acad. Manag. Rev., 28, 13, 10.5465/amr.2003.8925191 · doi:10.5465/amr.2003.8925191 · Paper page
  5. Ambrosini, 2009, What are dynamic capabilities and are they a useful construct in strategic management?, Int. J. Manag. Rev., 11, 29, 10.1111/j.1468-2370.2008.00251.x · DOI · Paper page
  6. Amit, 2001, Value creation in e‐business, Strat. Manag. J., 22, 493, 10.1002/smj.187 · DOI · Paper page
  7. Amit, 2012, Creating value through business model innovation, MIT Sloan Manag. Rev., 53, 41
  8. Aspara, 2013, Corporate business model transformation and inter-organizational cognition: the case of Nokia, Long. Range Plan., 46, 459, 10.1016/j.lrp.2011.06.001 · DOI · Paper page
  9. Autio, 2018, Digital affordances, spatial affordances, and the genesis of entrepreneurial ecosystems, Strat. Entrepreneur. J., 12, 72, 10.1002/sej.1266 · DOI · Paper page
  10. Aversa, 2017, Building a winning business model portfolio, MIT Sloan Manag. Rev., 58, 49
  11. Baden-Fuller, 2013, Business models and technological innovation, Long. Range Plan., 46, 419, 10.1016/j.lrp.2013.08.023 · DOI · Paper page
  12. Baden-Fuller, 2010, Business models as models, Long. Range Plan., 43, 156, 10.1016/j.lrp.2010.02.005 · DOI · Paper page
  13. Bendig, 2018, On micro-foundations of dynamic capabilities: a multi-level perspective based on CEO personality and knowledge-based capital, Long. Range Plan., 51, 797, 10.1016/j.lrp.2017.08.002 · DOI
  14. Berman, 2012, Digital transformation: opportunities to create new business models, Strat. Leader., 40, 16, 10.1108/10878571211209314 · DOI · Paper page
  15. Bharadwaj, 2013, Digital business strategy: toward a next generation of insights, MIS Q., 37, 471, 10.25300/MISQ/2013/37:2.3 · DOI · Paper page
  16. Birkinshaw, 2018, What to expect from agile, MIT Sloan Manag. Rev., 59, 39
  17. Birkinshaw, 2016, How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives, Calif. Manag. Rev., 58, 36, 10.1525/cmr.2016.58.4.36 · DOI · Paper page
  18. Bouchikhi, 2003, Escaping the identity trap, MIT Sloan Manag. Rev., 44, 20
  19. Calia, 2007, Innovation networks: from technological development to business model reconfiguration, Technovation, 27, 426, 10.1016/j.technovation.2006.08.003 · DOI · Paper page
  20. Casadesus-Masanell, 2010, From strategy to business models and onto tactics, Long. Range Plan., 43, 195, 10.1016/j.lrp.2010.01.004 · DOI · Paper page
  21. Cavalcante, 2011, Business model dynamics and innovation: (re)establishing the missing linkages, Manag. Decis., 49, 1327, 10.1108/00251741111163142 · DOI · Paper page
  22. Chia, 2007, Post-processual challenges for the emerging strategy-as-practice perspective: discovering strategy in the logic of practice, Hum. Relat., 60, 217, 10.1177/0018726707075291 · DOI · Paper page
  23. DaSilva, 2014, Business model: what it is and what it is not, Long. Range Plan., 47, 379, 10.1016/j.lrp.2013.08.004 · DOI · Paper page
  24. Dattée, 2018, Maneuvering in poor visibility: how firms play the ecosystem game when uncertainty is high, Acad. Manag. J., 61, 466, 10.5465/amj.2015.0869 · DOI · Paper page
  25. Day, 2016, Adapting to fast-changing markets and technologies, Calif. Manag. Rev., 58, 59, 10.1525/cmr.2016.58.4.59 · DOI · Paper page
  26. Demil, 2010, Business model evolution: in search of dynamic consistency, Long. Range Plan., 43, 227, 10.1016/j.lrp.2010.02.004 · DOI · Paper page
  27. Di Stefano, 2014, The organizational drivetrain: a road to integration of dynamic capabilities research, Acad. Manag. Perspect., 28, 307, 10.5465/amp.2013.0100 · DOI · Paper page
  28. Dixon, 2014, Building dynamic capabilities of adaptation and innovation: a study of micro-foundations in a transition economy, Long. Range Plan., 47, 186, 10.1016/j.lrp.2013.08.011 · DOI · Paper page
  29. Dong, 2016, Generative sensing: a design perspective on the microfoundations of sensing capabilities, Calif. Manag. Rev., 58, 97, 10.1525/cmr.2016.58.4.97 · DOI
  30. Doz, 2010, Embedding strategic agility, Long. Range Plan., 43, 370, 10.1016/j.lrp.2009.07.006 · DOI · Paper page
  31. Eisenhardt, 2007, Theory building from cases: opportunities and challenges, Acad. Manag. J., 50, 25, 10.5465/amj.2007.24160888 · DOI · Paper page
  32. Eisenhardt, 2000, Dynamic capabilities: what are they?, Strat. Manag. J., 21, 1105, 10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E · doi:10.1002/1097-0266(200010/11)21:10/11<1105::aid-smj133>3.0.co;2-e
  33. El Sawy, 2016, How LEGO built the foundations and enterprise capabilities for digital leadership, MIS Q. Exec., 15
  34. Fitzgerald, 2014, Embracing digital technology: a new strategic imperative, MIT Sloan Manag. Rev., 55, 1
  35. Foss, 2017, Fifteen years of research on business model innovation: how far have we come, and where should we go?, J. Manag., 43, 200
  36. Foss, 2018, Business models and business model innovation: between wicked and paradigmatic problems, Long. Range Plan., 51, 9, 10.1016/j.lrp.2017.07.006 · DOI · Paper page
  37. Gavetti, 2000, Looking forward and looking backward: cognitive and experiential search, Adm. Sci. Q., 45, 113, 10.2307/2666981 · DOI · Paper page
  38. George, 2014, Big data and management, Acad. Manag. J., 57, 321, 10.5465/amj.2014.4002 · DOI · Paper page
  39. Gioia, 2013, Seeking qualitative rigor in inductive research, Organ. Res. Methods, 16, 15, 10.1177/1094428112452151 · DOI · Paper page
  40. Giudici, 2018, Open-system orchestration as a relational source of sensing capabilities: evidence from a venture association, Acad. Manag. J., 61, 1369, 10.5465/amj.2015.0573 · DOI · Paper page
  41. Gray, 2013, Realizing strategic value through center-edge digital transformation in consumer-centric industries, MIS Q. Exec., 12
  42. Hansen, 2015, Hummel's digital transformation toward omnichannel retailing: key lessons learned, MIS Q. Exec., 14
  43. Helfat, 2018, Dynamic and integrative capabilities for profiting from innovation in digital platform-based ecosystems, Res. Pol., 47, 1391, 10.1016/j.respol.2018.01.019 · DOI · Paper page
  44. Helfat, 2011, Untangling dynamic and operational capabilities: strategy for the (N) ever‐changing world, Strat. Manag. J., 32, 1243, 10.1002/smj.955 · DOI · Paper page
  45. Helfat, 2015, Managerial cognitive capabilities and the microfoundations of dynamic capabilities, Strat. Manag. J., 36, 831, 10.1002/smj.2247 · DOI · Paper page
  46. Henfridsson, 2014, Managing technological change in the digital age: the role of architectural frames, J. Inf. Technol., 29, 27, 10.1057/jit.2013.30 · DOI · Paper page
  47. Henfridsson, 2013, The liminality of trajectory shifts in institutional entrepreneurship, Organ. Sci., 25, 932, 10.1287/orsc.2013.0883 · DOI
  48. Huang, 2017, Growing on steroids: rapidly scaling the user base of digital ventures through digital innovation, MIS Q., 41, 10.25300/MISQ/2017/41.1.16 · DOI · Paper page
  49. Iansiti, 2017, The truth about blockchain, Harv. Bus. Rev., 95, 118
  50. Itami, 2010, Killing two birds with one stone: profit for now and learning for the future, Long. Range Plan., 43, 364, 10.1016/j.lrp.2009.07.007 · doi:10.1016/j.lrp.2009.07.007
  51. Jarzabkowski, 2004, Strategy as practice: recursiveness, adaptation, and practices-in-use, Organ. Stud., 25, 529, 10.1177/0170840604040675 · DOI · Paper page
  52. Johnson, 2008, Reinventing your business model, Harv. Bus. Rev., 86, 57
  53. Kane, 2017, Winning the digital war for talent, MIT Sloan Manag. Rev., 58, 16
  54. Karimi, 2015, The role of dynamic capabilities in responding to digital disruption: a factor-based study of the newspaper industry, J. Manag. Inf. Syst., 32, 39, 10.1080/07421222.2015.1029380 · DOI · Paper page
  55. Karimi, 2016, Corporate entrepreneurship, disruptive business model innovation adoption, and its performance: the case of the newspaper industry, Long. Range Plan., 49, 342, 10.1016/j.lrp.2015.09.004 · DOI · Paper page
  56. Khanagha, 2014, Business model renewal and ambidexterity: structural alteration and strategy formation process during transition to a Cloud business model, R D Manag., 44, 322, 10.1111/radm.12070 · DOI · Paper page
  57. Klarner, 2013, Disentangling the effects of team competences, team adaptability, and client communication on the performance of management consulting teams, Long. Range Plan., 46, 258, 10.1016/j.lrp.2013.03.001 · DOI · Paper page
  58. Kim, 2015, Business model innovation performance: when does adding a new business model benefit an incumbent?, Strat. Entrepren. J., 9, 34, 10.1002/sej.1193 · DOI · Paper page
  59. Laudien, 2016, The influence of the industrial internet of things on business model design: a qualitative-empirical analysis, Int. J. Innovat. Manag., 20, 1640014, 10.1142/S1363919616400144 · DOI
  60. Liu, 2011, Resource fit in digital transformation, Manag. Decis., 49, 1728, 10.1108/00251741111183852 · DOI · Paper page
  61. Lyytinen, 2002, Research commentary: the next wave of nomadic computing, Inf. Syst. Res., 13, 377, 10.1287/isre.13.4.377.75 · DOI · Paper page
  62. Magretta, 2002, Why business models matter, Harv. Bus. Rev., 80, 86
  63. Markides, 2006, Disruptive innovation: in need of better theory, J. Prod. Innovat. Manag., 23, 19, 10.1111/j.1540-5885.2005.00177.x · DOI · Paper page
  64. Martinez, 2017, Exploring the journey to services, Int. J. Prod. Econ., 192, 66, 10.1016/j.ijpe.2016.12.030 · DOI
  65. Matt, 2015, Digital transformation strategies, Business Inf. Syst. Eng., 57, 339, 10.1007/s12599-015-0401-5 · DOI · Paper page
  66. McGrath, 2010, Business models: a discovery driven approach, Long. Range Plan., 43, 247, 10.1016/j.lrp.2009.07.005 · DOI · Paper page
  67. Mintzberg, 1994, The fall and rise of strategic planning, Harv. Bus. Rev., 72, 107
  68. Monaghan, 2018, Becoming a multinational enterprise: using industry recipes to achieve rapid multinationalization, J. Int. Bus. Stud., 49, 473, 10.1057/s41267-017-0137-1 · DOI
  69. Monteiro, 2017, The external knowledge sourcing process in multinational corporations, Strat. Manag. J., 38, 342, 10.1002/smj.2487 · DOI · Paper page
  70. Nambisan, 2017, Digital entrepreneurship: toward a digital technology perspective of entrepreneurship, Enterpren. Theor. Pract., 41, 1029, 10.1111/etap.12254 · DOI · Paper page
  71. Nambisan, 2017, Digital innovation management: reinventing innovation management research in a digital world, MIS Q., 41, 223, 10.25300/MISQ/2017/41:1.03 · DOI · Paper page
  72. Nylén, 2015, Digital innovation strategy: a framework for diagnosing and improving digital product and service innovation, Bus. Horiz., 58, 57, 10.1016/j.bushor.2014.09.001 · DOI · Paper page
  73. Pavlou, 2011, Understanding the elusive black box of dynamic capabilities, Decis. Sci. J., 42, 239, 10.1111/j.1540-5915.2010.00287.x · DOI · Paper page
  74. Pavlou, 2006, From IT leveraging competence to competitive advantage in turbulent environments: the case of new product development, Inf. Syst. Res., 17, 198, 10.1287/isre.1060.0094 · DOI · Paper page
  75. Pavlou, 2010, The ‘third hand’: IT-enabled competitive advantage in turbulence through improvisational capabilities, Inf. Syst. Res., 21, 443, 10.1287/isre.1100.0280 · DOI · Paper page
  76. Peteraf, 2013, The elephant in the room of dynamic capabilities: bringing two diverging conversations together, Strat. Manag. J., 34, 1389, 10.1002/smj.2078 · DOI · Paper page
  77. Pettigrew, 1987, Context and action in the transformation of the firm, J. Manag. Stud., 24, 649, 10.1111/j.1467-6486.1987.tb00467.x · DOI · Paper page
  78. Regnér, 2008, Strategy-as-practice and dynamic capabilities: steps towards a dynamic view of strategy, Hum. Relat., 61, 565, 10.1177/0018726708091020 · DOI · Paper page
  79. Rigby, 2016, Embracing agile, Harv. Bus. Rev., 94, 40
  80. Ritter, 2018, The wider implications of business-model research, Long. Range Plan., 51, 1, 10.1016/j.lrp.2017.07.005 · DOI · Paper page
  81. Ross, 2017, How to develop a great digital strategy, MIT Sloan Manag. Rev., 58, 6
  82. Sambamurthy, 2003, Shaping agility through digital options: reconceptualizing the role of information technology in contemporary firms, MIS Q., 237, 10.2307/30036530 · DOI · Paper page
  83. Sebastian, 2017, How big old companies navigate digital transformation, MIS Q. Exec., 197
  84. Singh, 2017, How chief digital officers promote the digital transformation of their companies, MIS Q. Exec., 16
  85. Smith, 2010, Complex business models: managing strategic paradoxes simultaneously, Long. Range Plan., 43, 448, 10.1016/j.lrp.2009.12.003 · DOI · Paper page
  86. Sosna, 2010, Business model innovation through trial-and-error learning: the Naturhouse case, Long. Range Plan., 43, 383, 10.1016/j.lrp.2010.02.003 · DOI · Paper page
  87. Svahn, 2017, Embracing digital innovation in incumbent firms: how Volvo cars managed competing concerns, MIS Q., 41, 239, 10.25300/MISQ/2017/41.1.12 · DOI · Paper page
  88. Teece, 2007, Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance, Strat. Manag. J., 28, 1319, 10.1002/smj.640 · DOI · Paper page
  89. Teece, 2010, Business models, business strategy and innovation, Long. Range Plan., 43, 172, 10.1016/j.lrp.2009.07.003 · DOI · Paper page
  90. Teece, 2014, The foundations of enterprise performance: dynamic and ordinary capabilities in an (economic) theory of firms, Acad. Manag. Perspect., 28, 328, 10.5465/amp.2013.0116 · DOI · Paper page
  91. Teece, 2018, Business models and dynamic capabilities, Long. Range Plan., 51, 40, 10.1016/j.lrp.2017.06.007 · DOI · Paper page
  92. Teece, 1997, Dynamic capabilities and strategic management, Strat. Manag. J., 18, 509, 10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z · DOI · Paper page
  93. Teece, 2016, Uncertainty, innovation, and dynamic capabilities: an introduction, Calif. Manag. Rev., 58, 5, 10.1525/cmr.2016.58.4.5 · DOI · Paper page
  94. Teece, 2017, Business models, value capture, and the digital enterprise, J. Org. Des., 6, 1
  95. Tilson, 2010, Research commentary—digital infrastructures: the missing IS research agenda, Inf. Syst. Res., 21, 748, 10.1287/isre.1100.0318 · DOI · Paper page
  96. Timmers, 1998, Business models for electronic markets, Electron. Mark., 8, 3, 10.1080/10196789800000016 · DOI · Paper page
  97. Tippmann, 2012, Problem solving in MNCs: how local and global solutions are (and are not) created, J. Int. Bus. Stud., 43, 746, 10.1057/jibs.2012.25 · DOI
  98. Tsoukas, 2002, On organizational becoming: rethinking organizational change, Organ. Sci., 13, 567, 10.1287/orsc.13.5.567.7810 · DOI · Paper page
  99. Velu, 2017, A systems perspective on business model evolution: the case of an agricultural information service provider in India, Long. Range Plan., 50, 603, 10.1016/j.lrp.2016.10.003 · DOI
  100. Velu, 2013, Managing decision-making and cannibalization for parallel business models, Long. Range Plan., 46, 443, 10.1016/j.lrp.2013.08.003 · DOI · Paper page
  101. Weber, 2014, Strategic agility: a state of the art introduction to the special section on strategic agility, Calif. Manag. Rev., 56, 5, 10.1525/cmr.2014.56.3.5 · DOI · Paper page
  102. Weill, 2013, Optimizing your digital business model, MIT Sloan Manag. Rev., 54, 71
  103. Weill, 2015, Thriving in an increasingly digital ecosystem, MIT Sloan Manag. Rev., 56, 27
  104. Westerman, 2015, Revamping your business through digital transformation, MIT Sloan Manag. Rev., 56, 10
  105. Whittington, 2006, Completing the practice turn in strategy research, Organ. Stud., 27, 613, 10.1177/0170840606064101 · DOI · Paper page
  106. Wirtz, 2010, Strategic development of business models: implications of the Web 2.0 for creating value on the internet, Long. Range Plan., 43, 272, 10.1016/j.lrp.2010.01.005 · DOI · Paper page
  107. Yoo, 2010, Computing in everyday life: a call for research on experiential computing, MIS Q., 213, 10.2307/20721425 · DOI · Paper page
  108. Zahra, 2012, Entrepreneurship and strategic thinking in business ecosystems, Bus. Horiz., 55, 219, 10.1016/j.bushor.2011.12.004 · DOI · Paper page
  109. Zott, 2010, Business model design: an activity system perspective, Long. Range Plan., 43, 216, 10.1016/j.lrp.2009.07.004 · DOI · Paper page

Cited by

See all 3,445

Metadata

Authors
Warner, K. S. R., & Wäger, M.
Venue
Long Range Planning
Publisher
Elsevier BV
Published
2019-06
Volume
52
Issue
3
Pages
326-349
ISSN
0024-6301 (ISSN-L)
DOI
10.1016/j.lrp.2018.12.001
OpenAlex
W2904649625
Cited by
3,445
References
16
FWCI
138.27
Type
journal article
Language
en
Open access
green
Licence
www.elsevier.com/tdm/userlicense/1.0/ (tdm)

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

How to cite

Cite CoChat for the checks on this page, and the paper for its own findings.

This page
CoChat. (2026). Citation check: Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. https://app.cochat.ai/papers/10.1016/j.lrp.2018.12.001
The paper
Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning. https://doi.org/10.1016/j.lrp.2018.12.001

Data sources

Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.