TY - JOUR
T1 - Digital transformation, for better or worse
T2 - a critical multi-level research agenda
AU - Dąbrowska, Justyna
AU - Almpanopoulou, Argyro
AU - Brem, Alexander
AU - Chesbrough, Henry
AU - Cucino, Valentina
AU - Di Minin, Alberto
AU - Giones, Ferran
AU - Hakala, Henri
AU - Marullo, Cristina
AU - Mention, Anne Laure
AU - Mortara, Letizia
AU - Nørskov, Sladjana
AU - Nylund, Petra A.
AU - Oddo, Calogero Maria
AU - Radziwon, Agnieszka
AU - Ritala, Paavo
N1 - Publisher Copyright:
© 2022 The Authors. R&D Management published by RADMA and John Wiley & Sons Ltd.
PY - 2022/11
Y1 - 2022/11
N2 - For better or worse, digital technologies are reshaping everything, from customer behaviors and expectations to organizational and manufacturing systems, business models, markets, and ultimately society. To understand this overarching transformation, this paper extends the previous literature which has focused mostly on the organizational level by developing a multi-level research agenda for digital transformation (DT). In this regard, we propose an extended definition of DT as “a socioeconomic change across individuals, organizations, ecosystems, and societies that are shaped by the adoption and utilization of digital technologies.” We suggest four lenses to interpret the DT phenomenon: individuals (utilizing and adopting digital technologies), organizations (strategizing and coordinating both internal and external transformation), ecosystems (harnessing digital technologies in governance and co-producing value propositions), and geopolitical frameworks (regulating the environments in which individuals and organizations are embedded). Based on these lenses, we build a multi-level research agenda at the intersection between the bright and dark sides of DT and introduce the PIAI framework, which captures a process of perception, interpretation, and action that ultimately leads to possible impact. The PIAI framework identifies a critical research agenda consisting of a non-exhaustive list of topics that can assist researchers to deepen their understanding of the DT phenomenon and provide guidance to managers and policymakers when making strategic decisions that seek to shape and guide the DT.
AB - For better or worse, digital technologies are reshaping everything, from customer behaviors and expectations to organizational and manufacturing systems, business models, markets, and ultimately society. To understand this overarching transformation, this paper extends the previous literature which has focused mostly on the organizational level by developing a multi-level research agenda for digital transformation (DT). In this regard, we propose an extended definition of DT as “a socioeconomic change across individuals, organizations, ecosystems, and societies that are shaped by the adoption and utilization of digital technologies.” We suggest four lenses to interpret the DT phenomenon: individuals (utilizing and adopting digital technologies), organizations (strategizing and coordinating both internal and external transformation), ecosystems (harnessing digital technologies in governance and co-producing value propositions), and geopolitical frameworks (regulating the environments in which individuals and organizations are embedded). Based on these lenses, we build a multi-level research agenda at the intersection between the bright and dark sides of DT and introduce the PIAI framework, which captures a process of perception, interpretation, and action that ultimately leads to possible impact. The PIAI framework identifies a critical research agenda consisting of a non-exhaustive list of topics that can assist researchers to deepen their understanding of the DT phenomenon and provide guidance to managers and policymakers when making strategic decisions that seek to shape and guide the DT.
UR - http://www.scopus.com/inward/record.url?scp=85126360201&partnerID=8YFLogxK
U2 - 10.1111/radm.12531
DO - 10.1111/radm.12531
M3 - Article
AN - SCOPUS:85126360201
SN - 0033-6807
VL - 52
SP - 930
EP - 954
JO - R and D Management
JF - R and D Management
IS - 5
ER -