Omerovic Smajlovic, Mirheta (2024)
Strategic Implications of Digital Transformation: Navigating the Evolution of Traditional Organisations Through Sustainable and Agile Practices.
Technische Universität Darmstadt
doi: 10.26083/tuprints-00028707
Dissertation, Erstveröffentlichung, Verlagsversion

Kurzbeschreibung (Abstract)

This doctoral dissertation investigates digital transformation (DT) within traditional organisational contexts, analyzing both managerial and technological dimensions. The research emphasizes how traditional organisations, faced with the imperative to adapt despite rapid digital disruptions, manage and implement DT strategies effectively to remain competitive in a digital landscape. The thesis first researches the organisational aspects of DT, focusing on the dynamics between management and technology. It scrutinizes the alignment process necessary for integrating advanced digital technologies with existing business strategies and resources. Special attention is given to managerial challenges such as adapting leadership, communication, and organisational culture to support a digitally-enabled workforce. This section of the research highlights the critical role of management in facilitating DT through strategic adaptations that enhance organisational flexibility and responsiveness. Secondly, the dissertation delves into the technological facets of DT, centering on how traditional organisations incorporate digital technologies like the Internet of Things (IoT) and Artificial Intelligence (AI) to transform their operational and BMs. It discusses the profound impact of these technologies on organisational structures and processes, illustrating how they lead to the blurring of traditional industry boundaries and create new competitive realities. This part of the study also explores how IoT and AI contribute to innovative BMs and value creation, emphasizing the need for organisations to evolve from conventional methods to integrated, technology-driven approaches. A significant aspect of the thesis is its focus on the catalytic role of the COVID-19 pandemic in accelerating DT. It assesses how the crisis has shifted organisational management and leadership, urging a reevaluation of digital strategies and an increased commitment to digital initiatives. The pandemic has underscored the necessity for organisations to be agile and proactive in their digital approaches, ensuring long-term sustainability in a rapidly changing environment. The research further identifies and addresses the gaps in existing DT literature, particularly the need for clear, actionable strategies that traditional organisations can employ to navigate their digital journeys. By integrating theoretical insights with practical applications, the dissertation offers a comprehensive framework for understanding and executing DT in traditional settings. In conclusion, this doctoral dissertation provides a nuanced understanding of the complex interplay between management and technology in the context of DT. It offers valuable insights for traditional organisations aiming to leverage digital technologies for enhanced competitiveness and efficiency, contributing to the broader discourse on digital innovation and organisational change.

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