=Paper=
{{Paper
|id=Vol-3031/paper4
|storemode=property
|title=Towards Strategic Support and Guidance of the Digital Transformation: A Conceptual Model
|pdfUrl=https://ceur-ws.org/Vol-3031/paper_4.pdf
|volume=Vol-3031
|authors=Ghazaleh Aghakhani, Yves Wautelet, Manuel Kolp
|dblpUrl=https://dblp.org/rec/conf/ifip8-1/AghakhaniWK21
}}
==Towards Strategic Support and Guidance of the Digital Transformation: A Conceptual Model==
https://ceur-ws.org/Vol-3031/paper_4.pdf
Towards Strategic Support and Guidance of the
Digital Transformation: A Conceptual Model
Ghazaleh Aghakhani1 , Yves Wautelet2 , and Manuel Kolp1
1
UCLouvain LouRIM-CEMIS, Belgium
{ghazaleh.aghakhani, manuel.kolp}@uclouvain.be
2
KULeuven, Leuven, Belgium
yves.wautelet@kuleuven.be
Abstract. Progress in digital technology has led to new business op-
portunity and changed the way in which organizations create, deliver,
and capture value. Traditional companies could fail in operationalizing
their digital transformation approach because they believe that they can
pursue digitalization simply by applying new IT technologies. Having a
profound impact on the way business is conducted, the digital transfor-
mation needs to be understood by the C-level executives of an organi-
zation. For this purpose, this research aims to identify and depict the
core digital transformation concepts using conceptual modelling. The
latter provides a common understanding for all stakeholders of an orga-
nization especially the board of directors from whom a clear vision and
transformation support is required. The proposed framework provides
a high-level overview of the custom digital transformation context that
would help an organization in its digitalization journey and supports it to
shift from an ad-hoc technology-driven approach to a rather systematic
integrated approach to digital transformation.
Keywords: Digital Transformation · Conceptual modelling · Business model ·
Strategic support · Governance level
1 Introduction
Digitally enabled organizations are supported by emerging digital technologies,
which increasingly promise great opportunities for growth [27]. These digital
technologies embrace ICT systems such as mobility, analytical systems, and vir-
tualization and are integrated with back-office ICT in order to provide a holistic
view of the digital organization [27]. Such initiatives are known as being part
of the Digital Transformation (DT) of organizations and require them and their
respective management to reflect on the process of implementation.
With the shift to digitalization, organizations cannot focus their behaviour
and reflection only on the physical/traditional world [11]. Managers in any or-
ganization must be able to recognize and anticipate technology-enabled change,
Copyright © 2021 for this paper by its authors. Use permitted under Creative Com-
mons License Attribution 4.0 International (CC BY 4.0).
42
assess its potential and impact, and understand how to leverage digital technol-
ogy in order to capture and create value for their organizations [11]. Successful
management of an organization in a digital era requires rethinking the organi-
aztional strategy, business model, and key business drivers [11].
Studies show that implementing large-scale ICT-enabled change initiatives
does not have a great rate of success across organizations [27, 1, 23]. The extensive
and diverse literature on DT suffers from a missing common agreement on the
exact definition of DT [47] and what it encompasses [51]. In order to address
this gap, this paper aims to address key DT concepts and provide a high-level
overview of the custom DT context which will help organizations succeed in
their DT journey. For that, we will present a framework that helps organizations
recognise DT concepts and then instantiate this framework to the case of a
digitally-enabled hospital to better understand its applicability.
The rest of this paper is structured as follows. Section 2 focuses on the
research approach followed to carry out this research. Section 3 provides some
background information about DT and the existing research on DT conceptual
models. A running example is then provided in Section 4. Section 5 depicts the
proposed DT framework. Finally, Section 6 and 7 provide a discussion and the
resulting conclusion respectively.
2 Research Positioning and Objectives
Research Question Being in the paradigm of Design Science Research (DSR)
[22], this research has the aim to propose a solution to the problem of recogniz-
ing the necessary DT concepts in order to provide a high level view that helps
executives, at the strategic level of any organization in different industries, trans-
form their business with a minimum rate of failure. For that, this paper aims
to address the following research question (RQ): How can we represent through
conceptual modelling the key DT-related concepts/elements that can be used at
the governance-level to drive a successful DT?
The artefact built through the DSR approach is a metamodel and is, once in-
stantiated onto an organization, aimed to support strategic reasoning into orga-
nizations willing to have a structured DT approach.
Research Methodology The metamodel is based on a literature review lead-
ing to a careful reading and examination of the identified sources and was vali-
dated on the basis of an internal discussion. The literature review indeed allowed
us to identify the key contributions in the field of the DT. This was then followed
by the overall study of the identified resources which led to the extraction of the
key concepts. Each of the identified concepts were then discussed and validated
based on the basis of a discussion among the authors of the paper. The meta-
model is presented in Section 5. The latter provides an explanation of each of
the identified concepts as well as the resources they were extracted from. The
metamodel is then instantiated on a case (see Subsection 5.2) to better show the
applicability of each of the identified concepts in the metamodel.
43
3 Related Work
3.1 The concept of DT
DT has become a buzzword in contemporary academic and practitioner con-
versations [17]. Furthermore, as to its strategic importance [43], DT is affecting
and challenging managers and C-level executives across industries and contexts
(eg. [53, 1, 8, 3]). Moreover, the emergence of the Covid-19 pandemic have further
urged organizations into action by increasing awareness regarding the need to
accelerate DT [14].
According to the European Commission forecasts, one of the leading global
trends to 2030 will be a transformative industrial and technological revolution.
There are many definitions provided by business experts, academicians and gov-
ernment authorities. For example OECD [34] states that “digital transformation
refers to the economic and societal effects of digitization and digitalization. Dig-
itization is the conversion of analog data and processes into a machine-readable
format. Digitalization is the use of digital technologies and data as well as their
interconnection which results in new or changes to existing activities”. On the
other hand, Bloomberg [6] explains that “Digital transformation requires the or-
ganization to deal better with change overall, essentially making change a core
competency as the enterprise becomes customer-driven end-to-end. Such agility
will facilitate ongoing digitalization initiatives but should not be confused with
them”. For Verhoef et al. [45], DT is the way in which “a firm employs digital
technologies, to develop a new digital business model that helps to create and ap-
propriate more value for the firm”. Last but not least, according to Lucas et al.
[28], changes driven by DT relate to changes in the relationship between the or-
ganization and employees and customers, adjustment to the business processes,
and market condition. DT and the following business model innovations have
basically changed customer needs and behaviour, disrupted many markets, and
suppressed traditional firms [45]. Continuous changes in customer expectations
and behaviour are forcing organizations to take the lead in the DT [33].
3.2 DT challenges and conceptual solution
To appropriately incorporate disruptive technologies, organizations must include
the DT within their core strategy [18]. Westerman et al. [53] note that “exec-
utives are digitally transforming three key areas of their enterprises: customer
experience, operational processes and business models”. According to Heavin and
Power [18], there are major challenges of DT facing managers such as priorities
(i.e. does increasing the efficiency of existing operations have more priority than
focusing on the customer and their needs?) and security vs accessibility (i.e.
managers must balance the sensitivity and importance of data with accessibility
concerns).
Different opinions do exist among researchers about how DT should be sup-
ported [54]. Some studies emphasize the importance of focusing mainly on cus-
tomers and their needs [42, 9]. Likewise, Bloomberg [6] states that “digitization
44
and digitalization are essentially about technology, but the digital transformation
is not. Digital transformation is about the customer”. Some other studies insist
on importance of the fact that executives should support and initiate the incor-
poration of digital culture as well as the processes of organizationl change [42,
15, 19]. In their studey, Verina and Titoko [46] propose a conceptual framework
to provide a deep understanding of DT concepts. Their framework is based on
three categories of DT in business, namely technologies, people, and processes
and management. In another study, Chernbumroong et al. [7] propose a con-
ceptual model of DT by focusing to deliver greater business outcomes for Thai
SMEs. They also emphasize the three elements of people, process, and technol-
ogy, and they consider the “people” element to have the most important role in
DT process. Other studies have been addressing DT by focusing on the Covid-19
pandemic issues. For example, Muditomo and Wahyudi [31] present a conceptual
model for small and medium-sized enterprises. In their study, they focus on DT
drivers as well as strategic imperatives and DT milestones. They emphasize that
external DT drivers such as digital competition, digital technology, and digital
customer behaviour are the main triggers for DT.
4 Running Example: Digital transformation in Healthcare
As with many other industries, Healthcare has seen major benefits from DT with
the adoption of new digital technologies helping to deliver high-quality, secure pa-
tient care and drive greater business efficiency. Electronic Health Records (EHR),
Enterprise Resource Planning systems (ERP), digital imaging, e-prescription,
are all among the digital technologies that have been integrated into the IT sys-
tems of many healthcare organizations [16]. Adopting technological innovations
has primarily had an impact on the positioning of the patients and the internal
processes within the healthcare system [25].
The rising relevance of the DT in healthcare became evident to both prac-
titioners and scholars [40]. One of the DT services popular in the healthcare
industry is Telemedicine. The latter traces back to the 19th century [2] and
refers to “the delivery of [HC] services, where distance is a critical factor, by
[. . . ] using [ICT] for [. . . ] treatment and prevention of disease and injuries, re-
search and evaluation, and for continuing education of [HC] providers, all in the
interests of advancing the health of individuals and their communities” [35].
To illustrate and understand different DT concepts within the healthcare
industry, we take into account an evolution of the Saint-Romain hospital which
is a fictive example but partially based on previously collected data presented in
[49] and [48]. Let’s consider that due to the Covid-19 pandemic, the governance
board decides to adopt a telemedicine service. Being able to identify the related
DT concepts especially at the strategic level, Saint-Romain not only accelerates
the adoption of telemedicine but also avoids possible adoption challenges. As
such, the more guided and supported the hospital boards and executives become
regarding the adoption of telemedicine, the more effectively they can survive in
the digital world.
45
5 The proposed DT Conceptual Model
This section presents the identified DT concepts in the form of a metamodel. The
main goal is to be able to recognise DT concepts especially at strategic level. As
previously mentioned in Section 2, the metamodel is built on the identification
of the key contributions in the field of DT. Table 1 shows each of the identified
concepts as well as the sources from which these concepts were retrieved.
Concepts Sources
Matarazzo et al. (2021) [29], Fitzgerald et al. (2014) [13],
Customer
Berman (2012) [4], Lemon et al. (2016) [26]
Matarazzo et al. (2021) [29], Berman (2012) [4],
Customer Value
Pereira (2017) [38]
DT Service Wautelet (2019) [48]
Ferreira et al. (2020) [11], Andriole (2017) [1],
Technology Asset
Sahu et al. (2018) [41], Henriette et al. (2015) [20]
Market Demand Ebert and Duarte (2018) [10], Bharadwaj et al. (2013) [5]
Correani et al. (2020) [8], Kane et al. [24], Bharadwaj et al. (2013) [5],
DT strategy
Morakanyane et al. (2020) [30], Hess et al. (2016) [21]
DT Objective Wautelet (2019) [48]
Zott and Amit [55], Osterwalder and Pigneur [36],
Business Model Weill and Vitale [50], Loonam et al. [27],
Technique Westerman, Bonnet, and McAfee [52], Myrthianos et al. (2014) [32],
Parry et al. (2014) [37]
Table 1. DT concepts and the associated literature sources
5.1 DT Metamodel
Based on the literature study, some of the important DT concepts are identified
and described below. Each concept is illustrated on the case described in Section
5.2. The resulting metamodel is represented in Figure 1.
1. Digital Service
Description: A digital service is a coarse-grained functional element. It
refers to the adoption of new digital technologies in order to sustain DT
objectives and bring value [49, 48].
Illustration: In Fig. 1, a digital service will be an instance of the Digital Service
class.
Example: Adoption of telemedicine is an example of a digital service in
Saint-Romain.
2. Customer
Description: One of the most important motivations for organizations to
go through their DT, is improving customer experience [13]. “The customer
dimension concerns about the entire customer interaction journey with the
organization through digital transformation” [4, 26]. According to surveys,
improving customer relationships is the area where organizations have the
most success with digital technologies. Improving customer experience fol-
lowed closely by customer-friendly ways of enhancing products and services,
is one of the most prominent examples [13].
46
Visual Paradigm Online Free Edition
impacts 0..n Digital_Service 0..n sustains 0..n DT_objective
0..1 0..1
n
sustains n
Actor Task DT_Strategy
n sustains
Resource
1..n Customer 0..n Technology_Asset Market_Demand Business_Model_Technique
supported by 0..n 0..n 0..n 1..n
is assigned to
defines
Customer_Value
0..n 0..n triggers
Fig. 1. Digital Transformation Metamodel
Illustration: In Fig. 1, a customer will be an instance of the Customer class.
Example: In the context of Saint-Romain, patients are referred to as pa-
tients cared by the hospital. For that, to successfully transform, Saint-Romain
executives must focus on improving patient experience.
3. Customer value
Description: To improve customer experience, a successful DT requires to
take into account various business factors, among them value proposition [4].
The latter measures the value customers realize from consuming products
and services of an organization. Moreover, it captures the total benefit the
customer achieves through the consumption of the product or service, which
satisfies their latent demand [38].
Illustration: In Fig. 1, a customer value will be an instance of the Visua
Customer Value class.
Example: As explained previously, In Saint -Romain, customers are patients
and the value brought to them through telemedicine includes “healthcare ac-
cess from home”, “prescription delivery”, “rapid care”, “quality care”, etc.
4. Technology Asset
Description: Most transformational leverage are driven from tried-and-true
strategic technology (e.g., customer relationship management software, ERP,
etc.) and operational technology (such as networking and databases) [1].
Usually there are five aspects, namely (i) platforms, (ii) functions, (iii) in-
frastructure, (iv) applications, and (v) channels that have to be considered
[41]. Technology assets are digital resources with the purpose to optimize
and transform business activities [20].
Illustration: In the metamodel, a technology asset will be an instance of
the Technology Asset class.
Example: An example of the telemedicine-related technologies used by Saint-
Romain include a platform for enhancing communication between healthcare
providers, which increases diagnostic accuracy of some difficult cases as well
as improving the treatment results of critical or severe Covid patients with
47
limited medical resources. A remote-monitoring tool - to better perceive the
evolution of Covid disease - is another example of telemedicine-related tech-
nologies.
5. Market Demand
Description: Another business factor that can impact the success of DT is
market analysis [5]. According to Ebert and Duarte [10] “Disruptive compa-
nies explore the occupation gaps left by the market leaders”.
Illustration: In the metamodel, a market demand will be an instance of the
Market Demand class.
Example: With the raise in the number of people infected with Covid, Saint-
Romain executives sensed the acceleration in the use of telemedicine plat-
forms among healthcare organizations. To successfully transform, Saint-Romain
must analyze the current and the future of the telemedicine market. As an ex-
ample, knowing that patients need to buy their medicine after every televisit,
it will be profitable for Saint-Romain executives (and more convenient for its
patients) to integrate online pharmacy apps into the telemedicine service.
6. Business Model Technique
Description: There is no widely accepted definition of the business model
concept. According to Zott and Amit [55] business model is a “system of
interdependent activities that transcend the focal firm and spans its bound-
aries”. On the other hand, Osterwalder and Pigneur [36] view this concept
as a support “in articulating how the firm creates and captures value”. Fi-
nally, Weill and Vitale [50] describe it as a set of “roles and relationships
among firm consumers, customers, allies, and suppliers”. Despite the differ-
ing views, there is a consensus amongst practitioners and scholars alike that
a business model is an important tool in supporting the strategic choices of
an organization [32, 37].
According to Loonam et al. [27], organizations seeking to deploy digital tech-
nologies in order to gain greater competitive advantages must also ensure
that their business models are aligned respectively. In their study, Wester-
man, Bonnet, and McAfee [52] state that digital technology can drive five
archetypes of business model reinvention, namely (i) substituting products
and services, (ii) rethinking value propositions, (iii) re-configuring value de-
livery models, (iv) creating new digital businesses based on new products
and services, and finally (v) reinventing the entire industry. In this study we
will use the word business model technique to refer to these five archetypes.
Illustration: In the metamodel, a business model technique will be an in-
stance of the Business Model Technique class.
Example: As Saint-Romain is only willing to expand the use of technology
in its business model, it will focus on reconfiguring its value delivery models
so that it can provide online services during pandemic
7. DT Objective
Description: A DT strategy is composed of fine-grained DT objectives [48].
Illustration: In the metamodel, a DT objective is represented as a class
DT Objective. As DT objectives are refinements of DT strategy, we used
the aggregation link to model this in the metamodel.
48
8. DT Strategy
Description: According to Kane et al. [24], “what separates digital leaders
from the rest is a clear digital strategy combined with a culture and leader-
ship poised to drive the transformation”. Digital strategy refers to an orga-
nizational strategy formulated and executed through the leverage of digital
resources to create differential value [5].
Illustration: In the metamodel, a DT strategy is represented as an abstract
class DT Strategy. The latter is an aggregation of DT objectives.
Example: In the case of the Saint-Romain, their DT strategy is an aggrega-
tion of the following DT objectives: “increased value for patients”, “provide
healthier future for individuals by providing access to mobile healthcare”,
“improve employee and patient experience by removing paperwork, save time
and cost”, “access to real-time patient information”, and “reach to remote
areas and provide personalized healthcare with use of technology”.
5.2 Model-based Representation of DT concepts
To better understand the DT concepts already presented in the metamodel (see
Fig. 1), in this section we provide a respective instantiation, called “DT Strategic
Diagram”, by considering the case of a digitally enabled Saint-Romain. The re-
sulting representation is depicted in Fig. 2. Following the DT strategic diagram,
we can see the important role of patient (customers of healthcare) and their as-
sociated values. For example, for patients, it is important to have low care costs
or to be able to easily communicate with their physicians. Saint-Romain can pro-
vide value to the patients by adopting a new digital service, here telemedicine.
The latter is operationalized through the deployment of a number of technology
assets, namely Real-time audio/video communication, store-and-forward, and re-
mote patient monitoring. While real-time audio/video communication provides
patients with better communication and receiving customized treatment plans,
remote patient monitoring supports patient values such as good patient experi-
ence and reduction of time and cost in patient flow. The telemedicine adoption
is mainly defined by the analysis of the market and triggers Saint-Romain to
come up with new techniques regarding its business models. For example, be-
cause of the Covid-19 pandemic, the healthcare market is pushing the healthcare
industry towards more virtual ways of working. Based on such market demand,
Saint-Romain decides to adopt telemedicine which triggers the hospital to recon-
figure its value delivery models in order to provide online services to the patients
especially during Covid-19 pandemic. Subsequently, the adoption of the new dig-
ital service will have an impact on the strategic objectives of the Saint-Romain,
here, using telemedicine helps the hospital to expand the use of technology to
deliver services to patients as well as in remote locations.
49
support
Store-and-forward
Access to relevant tools
and resources
Provide rapid
response to
help
covid crisis
Better
communication support define Empower patients &
healthcare workers
Real-time audio/video Telemedicine
support help help
patient communication adoption
Receive customised help Expand the use of technology to
treatment plans deliver services to patients in
help hospitals as well as in remote
locations
help trigger
Good patient Facilitate meaningful
support
experience communication & information
exchange across care
Remote patient boundaries
monitoring
support Reconfigure
value delivery
models
to provide online
Reduction of time and services
cost in patient flow
Legend
help/hurt Contribution link Assignment link Customer value
Business model
trigger/support/define Connection link Market demand technique
DT
Technology asset Customer
objective
Digital Service
Fig. 2. Instantiation of Figure 1 - DT Strategic Diagram - case of a Digitally enabled
Saint-Romain
6 Discussion and comparison with other methods
With the provided metamodel our research allows executives to recognize im-
portant DT concepts as well as to see the impact of each of these concepts at
the strategic level board decisions when it comes to the DT. On the other hand,
instantiating the metamodel into a case study enables first, to represent each of
the DT elements to emphasize its significant role when applied to an organiza-
tion (here a healthcare) when it seeks to achieve DT, and second, to depict the
possible impact each of these elements can have on each other. Finally, we can
see how the adoption of new technologies affect the strategic objectives of an
organization.
As previously mentioned in Subsection 3.2, similar studies exist with the
focus on conceptual modelling. Some of these methods are listed below:
– Muditomo & Wahyudi (2020) [31]. Their conceptual support provides
SMEs with a flow model that can describe decision-making steps in deter-
mining strategic imperatives and measurable DT milestones;
– Verina & Titko (2019) [46]. Their model focuses attention on factors
enabling DT processes as well as on potential outcomes for business and
society;
50
– Udovita (2020) [44]. Their method consists pf identifying different dimen-
sions of digital transformation that a firm can adopt in its DT process;
– Heavin & Power (2018) [18]. They provide a conceptual decision support
guide for managers;
– Rautenbach et al. (2019) [39]. Their model aims to provide a diversi-
fied assessment toolset which helps organizations in enabling value-adding
digital transformation by providing them a value equation for each digital
dimension;
– Chernbumroong et al. (2021) [7]. Their model defines the states that
enable digital transformation processes as well as the role and interaction of
people.
Based on the analysis of each of the aforementioned studies and their respec-
tive methods, our approach entails novelty in that it makes use of conceptual
modelling to help researchers and practitioners understand the many DT con-
cepts that are required to be identified and understood by the top-level gover-
nance board of an organization as well as how these concepts are interrelated.
We believe that to make DT operational, we should start from the governance
level. Our framework helps C-level executives understand the requirements of
DT and to identify its components.
7 Conclusion
In this paper we proposed a framework to model DT concepts and restitute a DT
situation into an organizational DT strategic diagram. For that we first built a
metamodel to introduce the new concepts and the way they are interrelated and
second, instantiated the metamodel into an illustrative example of a healthcare
instantiation (i.e. Saint-Romain hospital). With the constructed metamodel and
the DT Strategic Diagram, we answer the research question raised in Section 2.
As emphasized by Kane et al. [24], more than being a matter of technology, DT is
about adopting a consistent digital strategy. Therefore, to successfully transform,
organizations or more precisely executives, should be aware of important digi-
talization concepts beforehand. Having a clear vision and digital strategy helps
them achieve the required DT maturity. Moreover, based on our research, one of
the most important concepts is customer value as today customers are becoming
more than ever digital-savvy and organizations should create products and ser-
vices that meet customer value. To come up with such products and services and
be able to create value, organizations need to reconfigure or reinvent their busi-
ness models to define the required set of activities to create and capture value.
For that, we consider the business model as another important DT concept. As
of other important DT concepts, we can refer to technology asset and market
demand. The analysis of the latter helps organizations in their adoption choice
(i.e. which technology can help them survive in the market and avoid disruption)
and sustain their strategic objectives.
Despite the advantages of the presented framework in recognizing key DT
concepts, the framework has the limitations to not consider security and privacy
51
issues. Future work includes addressing the latter, which remain key factors (and
a real dilemma in the case of healthcare [12]) when adopting new technologies.
References
1. Andriole, S.J.: Five myths about digital transformation. MIT sloan management
review 58(3) (2017)
2. Arni, P., Laddha, S.: Adoption of digital marketing in health industry. SIES Journal
of Management 13(1) (2017)
3. Benner, M.J., Waldfogel, J.: Changing the channel: Digitization and the rise of
“middle tail” strategies. Strategic Management Journal (2020)
4. Berman, S.J.: Digital transformation: opportunities to create new business models.
Strategy & Leadership (2012)
5. Bharadwaj, A., El Sawy, O.A., Pavlou, P.A., Venkatraman, N.v.: Digital business
strategy: toward a next generation of insights. MIS quarterly pp. 471–482 (2013)
6. Bloomberg, J.: Digitization, digitalization, and digital transformation: confuse
them at your peril. Forbes. Retrieved on August 28, 2019 (2018)
7. Chernbumroong, S., Sureephong, P., Janchai, W.: The conceptual model of digital
transformation for small and medium enterprises in thailand. In: 2021 Joint Inter-
national Conference on Digital Arts, Media and Technology with ECTI Northern
Section Conference on Electrical, Electronics, Computer and Telecommunication
Engineering. pp. 336–339. IEEE (2021)
8. Correani, A., De Massis, A., Frattini, F., Petruzzelli, A.M., Natalicchio, A.: Imple-
menting a digital strategy: Learning from the experience of three digital transfor-
mation projects. California Management Review 62(4), 37–56 (2020)
9. Dahlström, P., Ericson, L., Khanna, S., Meffert, J.: From disrupted to disruptor:
Reinventing your business by transforming the core. Retrieved from McKinsey
Website: https://www. mckinsey. com/business-functions/digital-mckinsey/our-
insights/from-disrupted-to-disruptor-reinventing-your-business-by-transforming-
the-core (2017)
10. Ebert, C., Duarte, C.H.C.: Digital transformation. IEEE Softw. 35(4), 16–21
(2018)
11. Ferreira, M.J., Moreira, F., Pereira, C.S., Durão, N.: The digital transformation
at organizations–the case of retail sector. In: World Conference on Information
Systems and Technologies. pp. 560–567. Springer (2020)
12. Filkins, B.L., Kim, J.Y., Roberts, B., Armstrong, W., Miller, M.A., Hultner, M.L.,
Castillo, A.P., Ducom, J.C., Topol, E.J., Steinhubl, S.R.: Privacy and security in
the era of digital health: what should translational researchers know and do about
it? American journal of translational research 8(3), 1560 (2016)
13. Fitzgerald, M., Kruschwitz, N., Bonnet, D., Welch, M.: Embracing digital technol-
ogy: A new strategic imperative. MIT sloan management review 55(2), 1 (2014)
14. Fitzpatrick, M., Gill, I., Libarikian, A., Smaje, K., Zemmel, R.: The digital-led
recovery from covid-19: Five questions for ceos. McKinsey & Company (2020)
15. Gillin, P.: digital transformation strategies from ge, domino’s, scotiabank (2016)
16. Haggerty, E.: Healthcare and digital transformation. Network Security 2017(8),
7–11 (2017)
17. Hanelt, A., Bohnsack, R., Marz, D., Antunes Marante, C.: A systematic review of
the literature on digital transformation: insights and implications for strategy and
organizational change. Journal of Management Studies 58(5), 1159–1197 (2021)
52
18. Heavin, C., Power, D.J.: Challenges for digital transformation–towards a concep-
tual decision support guide for managers. Journal of Decision Systems 27(sup1),
38–45 (2018)
19. Hemerling, J., Kilmann, J., Danoesastro, M., Stutts, L., Ahern, C.: It’s not a digital
transformation without a digital culture. BCG, Boston, Massachusetts, USA (2018)
20. Henriette, E., Feki, M., Boughzala, I.: The shape of digital transformation: a sys-
tematic literature review. MCIS 2015 proceedings 10, 431–443 (2015)
21. Hess, T., Matt, C., Benlian, A., Wiesböck, F.: Options for formulating a digital
transformation strategy. MIS Quarterly Executive 15(2) (2016)
22. Hevner, A., Chatterjee, S.: Design science research in information systems. In:
Design research in information systems, pp. 9–22. Springer (2010)
23. Ili, S., Lichtenthaler, U.: FAQ Digital Transformation and Artificial Intelligence:
101 Questions-101 Answers. Ili Consulting AG (2017)
24. Kane, G.C., Palmer, D., Phillips, A.N., Kiron, D., Buckley, N., et al.: Strategy,
not technology, drives digital transformation. MIT Sloan Management Review and
Deloitte University Press 14(1-25) (2015)
25. Kraus, S., Schiavone, F., Pluzhnikova, A., Invernizzi, A.C.: Digital transformation
in healthcare: Analyzing the current state-of-research. Journal of Business Research
123, 557–567 (2021)
26. Lemon, K.N., Verhoef, P.C.: Understanding customer experience throughout the
customer journey. Journal of marketing 80(6), 69–96 (2016)
27. Loonam, J., Eaves, S., Kumar, V., Parry, G.: Towards digital transformation:
Lessons learned from traditional organizations. Strategic Change 27(2), 101–109
(2018)
28. Lucas Jr, H., Agarwal, R., Clemons, E.K., El Sawy, O.A., Weber, B.: Impactful
research on transformational information technology: An opportunity to inform
new audiences. Mis Quarterly pp. 371–382 (2013)
29. Matarazzo, M., Penco, L., Profumo, G., Quaglia, R.: Digital transformation and
customer value creation in made in italy smes: A dynamic capabilities perspective.
Journal of Business Research 123, 642–656 (2021)
30. Morakanyane, R., O’Reilly, P., McAvoy, J., Grace, A.: Determining digital transfor-
mation success factors. In: Proceedings of the 53rd Hawaii International Conference
on System Sciences (2020)
31. Muditomo, A., Wahyudi, I.: Conceptual model for sme digital transformation
during the covid-19 pandemic time in indonesia: R-digital transformation model.
BASKARA: Journal of Business and Entrepreneurship 3(1), 13–23 (2020)
32. Myrthianos, V., Vendrell-Herrero, F., Parry, G., Bustinza, O.: Firm profitability
during the servitization process in the music industry. Strategic Change: Briefings
in Entrepreneurial Finance 23(5-6), 317–328 (2014)
33. Nachit, H., Belhcen, L.: Digital transformation in times of covid-19 pandemic: The
case of morocco. Available at SSRN 3645084 (2020)
34. OECD: Going digital in a multilateral world: An interim report to ministers (2018)
35. Organization, W.H., et al.: Telemedicine: opportunities and developments in mem-
ber states. Report on the second global survey on eHealth. World Health Organi-
zation (2010)
36. Osterwalder, A., Pigneur, Y.: Business model generation: a handbook for vision-
aries, game changers, and challengers, vol. 1. John Wiley & Sons (2010)
37. Parry, G., Vendrell-Herrero, F., Bustinza, O.F.: Using data in decision-making:
Analysis from the music industry. Strategic Change 23(3-4), 265–277 (2014)
38. Pereira, F.: Business models for telehealth in the us: analyses and insights. Smart
Homecare Technology and TeleHealth 4, 13–29 (2017)
53
39. Rautenbach, W.J., de Kock, I., Jooste, J.: The development of a conceptual model
for enabling a value-adding digital transformation: A conceptual model that aids
organisations in the digital transformation process. In: 2019 IEEE International
Conference on Engineering, Technology and Innovation (ICE/ITMC). pp. 1–10.
IEEE (2019)
40. Reis, J., Amorim, M., Melão, N., Matos, P.: Digital transformation: a literature
review and guidelines for future research. In: World conference on information
systems and technologies. pp. 411–421. Springer (2018)
41. Sahu, N., Deng, H., Mollah, A.: Investigating the critical success factors of digital
transformation for improving customer experience. In: International Conference on
Information Resources Management (CONF-IRM). Association For Information
Systems (2018)
42. Schwertner, K.: Digital transformation of business. Trakia Journal of Sciences
15(1), 388–393 (2017)
43. Singh, A., Klarner, P., Hess, T.: How do chief digital officers pursue digital transfor-
mation activities? the role of organization design parameters. Long Range Planning
53(3), 101890 (2020)
44. Udovita, P.: Conceptual review on dimensions of digital transformation in modern
era. International Journal of Scientific and Research Publications 10(2), 520–529
(2020)
45. Verhoef, P.C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J.Q., Fabian, N.,
Haenlein, M.: Digital transformation: A multidisciplinary reflection and research
agenda. Journal of Business Research 122, 889–901 (2021)
46. Verina, N., Titko, J.: Digital transformation: conceptual framework. In: Proc. of
the Int. Scientific Conference “Contemporary Issues in Business, Management and
Economics Engineering’2019”, Vilnius, Lithuania. pp. 9–10 (2019)
47. Warner, K.S., Wäger, M.: Building dynamic capabilities for digital transformation:
An ongoing process of strategic renewal. Long Range Planning 52(3), 326–349
(2019)
48. Wautelet, Y.: A model-driven it governance process based on the strategic impact
evaluation of services. Journal of Systems and Software 149, 462–475 (2019)
49. Wautelet, Y., Kolp, M., Heng, S., Poelmans, S.: Developing a multi-agent platform
supporting patient hospital stays following a socio-technical approach: Manage-
ment and governance benefits. Telematics and Informatics 35(4), 854–882 (2018)
50. Weill, P., Vitale, M.: What it infrastructure capabilities are needed to implement
e-business models? Mis Quarterly 1(1), 17 (2002)
51. Wessel, L., Baiyere, A., Ologeanu-Taddei, R., Cha, J., Blegind-Jensen, T.: Un-
packing the difference between digital transformation and it-enabled organizational
transformation. Journal of the Association for Information Systems 22(1), 102–129
(2021)
52. Westerman, G., Bonnet, D., McAfee, A.: Leading digital: Turning technology into
business transformation. Harvard Business Press (2014)
53. Westerman, G., Bonnet, D., McAfee, A.: The nine elements of digital transforma-
tion. MIT Sloan Management Review 55(3), 1–6 (2014)
54. Zaoui, F., Souissi, N.: Roadmap for digital transformation: A literature review.
Procedia Computer Science 175, 621–628 (2020)
55. Zott, C., Amit, R.: Business model design: An activity system perspective. Long
range planning 43(2-3), 216–226 (2010)
54