Understanding digital transformation
Abstract
Extant literature has increased our understanding of specific aspects of digital transformation; however, we lack a comprehensive portrait of its nature and implications. Through a review of 282 works, we inductively build a framework of digital transformation articulated across eight building blocks. Our framework foregrounds digital transformation as a process where digital technologies create disruptions triggering strategic responses from organizations that seek to alter their value creation paths while managing the structural changes and organizational barriers that affect the positive and negative outcomes of this process. Building on this framework, we elaborate a research agenda that proposes (1) examining the role of dynamic capabilities, and (2) accounting for ethical issues as important avenues for future strategic IS research on digital transformation.
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Digital capabilities enable organizations to harness technologies towards improved operations, decision-making, service delivery, and strategic objectives.
“Digital capabilities enable organizations to harness technologies towards improved operations, decision-making, service delivery, and strategic objectives (Vial 2021).”
From How Do Digital Capabilities Affect Organizational Performance in the Public Sector? The Mediating Role of the Organizational Agility (2024) · cites this paper as Vial 2021
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Digital Learning and Digital Institution in Higher Education
Alenezi, M. (2023) · Education Sciences · doi:10.3390/educsci13010088 · Cited by 376 · see citing works
“This approach, which provides a crucial framework, is structured into six steps: identification, definition, design, development, evaluation, and communication [23].”
Saeedikiya, M., Salunke, S., & Kowalkiewicz, M. (2024) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2024.140718 · Cited by 116 · see citing works
Atobishi, T., Moh’d Abu Bakir, S., & Nosratabadi, S. (2024) · Administrative Sciences · doi:10.3390/admsci14020037 · Cited by 94 · see citing works
Alshdaifat, S. M., Aziz, N. H. A., Alhasnawi, M. Y., Alharasis, E. E., Al Qadi, F., & Al Amosh, H. (2024) · Journal of Risk and Financial Management · doi:10.3390/jrfm17110509 · Cited by 68 · see citing works
Codepori: Large-Scale System for Autonomous Software Development Using Multi-Agent Technology
Rasheed, Z., Malik, S., Kemell, K.-K., Muhammad, W., Saari, M., Systä, K., & Abrahamsson, P. (2024) · doi:10.2139/ssrn.4979510 · Cited by 27 · see citing works
Unpacking leverage and lagged effects: do digitally mature and complex firms outpace their rivals?
Daruwala, Z., Khan, F., & Ullah Jan, S. (2025) · Cogent Economics & Finance · doi:10.1080/23322039.2025.2577909 · Cited by 1 · see citing works
- Authors
- Vial, G.
- Venue
- Managing Digital Transformation
- Publisher
- Routledge
- Published
- 2021-04-25
- Pages
- 13-66
- OpenAlex
- W3156793003
- Cited by
- 896
- References
- 0
- Citations by year
- 2026: 301 · 2025: 298 · 2024: 172 · 2023: 73 · 2022: 51 · 2021: 1
- FWCI
- 258.99
- Type
- book chapter
- Language
- en
- Open access
- closed
- Locations
- Routledge eBooks (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Digital Innovation in Industries
- Social Sciences › Business, Management and Accounting › Management Information Systems › Information Technology Governance and Strategy
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Management and Leadership
- Keywords
- digital transformation, digital technologies, organizational disruption, strategic responses, value creation, organizational barriers, structural change, dynamic capabilities, digital transformation framework
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