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Full coverage of the course Digital Transformation Strategy in
Alle lecture notes to be used next to the slides and summaries of all the required articles.
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Voorbeeld 4 van de 68 pagina's
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Voorbeeld van de inhoud
Digital Transformation Strategy(EBM212A05)
Table of contents
Week 1...................................................................................................................................................2
Lecture 1: Introduction.......................................................................................................................2
Week 2...................................................................................................................................................2
Dong – Moving a mountain with a teaspoon......................................................................................2
Huang, Henfridsson, Liu and Newell – Growing on Steroids...............................................................5
Verhoef et al. Digital transformation..................................................................................................9
Lecture 2: A Connected Strategy for Digital Transformation............................................................13
Week 3.................................................................................................................................................16
Shipilov – Gawer - INTEGRATING RESEARCH ON INTERORGANIZATIONAL NETWORKS AND
ECOSYSTEMS....................................................................................................................................16
Zhu – Iansiti – Entry into platform-based markets............................................................................21
Cennamo & Santalo: Platform competition: Strategic trade-offs in platform markets.....................23
Lecture 3: Strategies for platforms and ecosystems.........................................................................29
Week 4.................................................................................................................................................33
Chen - Chiang - Storey - Business intelligence and analytics From big date to big impact................33
Davenport – Competing on Analytics...............................................................................................36
Gomez & Hunt – The Netflix Recommender System (see paper self)...............................................39
McAfee & Brynjolfsson – Big Data: The Management Revolution....................................................39
Lecture 4: Big Data and Business Analytics.......................................................................................41
Week 5.................................................................................................................................................47
Lumineau, Wang & Schilke – Blockchain governance.......................................................................47
Murray, Kuban, Josefy & Anderson: Contracting in the smart era...................................................52
Lecture 5: The Blockchain revolution................................................................................................54
Week 6.................................................................................................................................................59
Dahlander & O’Mahony: Progressing to the center: Coordinating Project Work.............................59
Schaarschmidt, Walsh, von Kortzfleish – How do firms influence open source software
communities?...................................................................................................................................61
Lerner & Tirole: The simple economics of open source....................................................................63
Lecture 6: Strategies for managing digital communities...................................................................66
,Week 1
Lecture 1: Introduction
To understand what a digital transformation is, think of cars. Compare cars in the 60’s and Tesla now.
How everything has been digitalized.
Digitization = The process of making information available and accessible in a digital format.
Digitalization = The process of considering how best to apply digitized information to simplify specific
operations.
Digital transformation = The process of devising new business applications that integrate all the
digitized data and digitalized applications.
Definition Digital transformation: “as a change in how a firm employs digital technologies, to develop
a new digital business model that helps to create and appropriate more value for the firm” (Verhoef
et al., 2019)
Digital transformation strategy is more than just a business strategy. It covers the whole company.
Week 2
Dong – Moving a mountain with a teaspoon
The paper of Dong is about digital start-ups in a regulatory environment.
Dynamic capabilities refer to the firm's ability to integrate, build and reconfigure internal and
external competences to address rapidly changing environments, the organizational routines that
change existing routines, the capacity of a firm to purposefully create, extend, or modify its resource
base, and the organizational activities that sense opportunities, seize opportunities, and maintain
competitive advantage through reconfiguration.
The dynamic capabilities literature has suggested that organizational capabilities to innovate
constantly in a fast-changing market is critical for generating sustainable competitive advantage.
key to sustain competitive advantage is the ability to reconfigure assets and organizational structures
as the firm grows and as the markets or technologies change.
2
,Digital technologies lead to disruption, offer flexibility, and afford repurposed use, in order to
understand the mechanisms through which a digital start-up is likely to sense and seize the
opportunities in a regulatory environment. Specifically, digital technologies enable cross-boundary
disruptions that trigger new dynamic cycles of value creation opportunities, which allows creative
solutions to overcome the inhibitors and barriers of business in the regulatory environment if
combined with the attention to market demand.
Furthermore, digital technologies constitute an infrastructure or platform to which new
functionalities can be added without a complete overhaul of the existing design. The digital options
can therefore contribute to organizational agility when taking entrepreneurial actions to quickly
respond to market demand.
Finally, digital technologies provide affordances or constraints a relation between digital technologies
with certain features and — human agents' intent or purpose to which the technologies are to be
Used.
Demand-driven digital disruption – defined as the disruptive entrepreneurial opportunities of using
a digital platform to address regulations to meet market demand.
The notion of fast digital adaption refers to the ability to quickly change the digital features of a
digital platform in response to customer needs. IT platform offers digital options that enable agility;
new functionalities can be added to a digital infrastructure without a complete overhaul of the
existing design.
To keep a high innovation speed with the digital platform, the results reveal the concept of
problemistic search a problem-focused, — goal-oriented search process toward finding solutions to
a focused problem.
Continuous digital transplantation, namely repurposing or reconfiguring a digital platform for
capturing new entrepreneurial opportunities beyond its initial intents.
Thanks to the generality of digital infrastructure, Duobus was able to generalize its digital platform
for
education purposes.
3
, Fast digital adaption theorizes a digital startup's ability to quickly change the digital features of a
digital platform in response to customer needs. Continuous digital transplantation denotes
repurposing or reconfiguring the digital platform for capturing entrepreneurial opportunities beyond
its initial intents.
These mechanisms are sequential events in a process model. Demand-driven digital disruption
provides entrepreneurial opportunities in the regulatory environment, which need to be captured
through fast digital adaptation. Fast digital adaptation captures entrepreneurial opportunities in the
regulatory environment, which could be repurposed in another environment through continuous
digital transplantation. In particular, fast digital adaptation if found to play a key role in generating
revenue growth and user satisfaction. It also contributes to the theory of dynamic capabilities by
identifying the micro-foundations of dynamic capabilities (Teece, 2007) in the context of digital
entrepreneurship, and offers systematic and detailed guidance for digital startups to take
entrepreneurial actions in the regulatory environment.
4
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