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The Dynamics of Digital Transformation: the Role of Digital Innovation, Ecosystems and Logics in Fundamental Organizational Change
Umeå University, Faculty of Social Sciences, Department of Informatics.
2019 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

This dissertation investigates digital transformation, understood here as processes where organizational actors engage in digital innovation and transform their organizations in order to respond to change in their business and technology environments. Specifically, it examines the dynamics of digital transformation, seeking to understand the key sociotechnical elements and their relationships that drive digital transformation processes and influence how they unfold over time. To theorize the dynamics of digital transformation, I synthesize extant knowledge with contributions from four appended research papers.

The outset for theorizing in this dissertation is a body of literature that has begun to accumulate knowledge on digital transformation as a distinct phenomenon. Within this literature, I identify three main areas that are vital to understanding digital transformation processes, yet have so far not been sufficiently theorized. First, research on digital transformation often describe it as a complex and longitudinal process that involves several sequences of digital innovation, yet it has primarily been studied in the form of discrete instances of innovation decoupled in time and space. As a result, current knowledge on digital transformation as a longitudinal process is limited. Second, the literature on digital transformation emphasize that interactions between digital business and technology environments and organizations are crucial for explaining why and how digital transformation unfolds. At the same time, however, the literature has so far not been able to offer a conceptualization of these interactions in ways that make formative influence over time visible. Third, existing research on digital transformation has remained dominantly focused on the role of managers and paid limited attention to other organizational actors in digital transformation.

Addressing the limitations identified in existing digital transformation research, I draw upon established theoretical concepts and the four appended research papers to theorize a conceptual framework on digital transformation dynamics. The conceptual framework contributes to research by clarifying a set of theoretical concepts and relationships that are instrumental for addressing digital transformation as a sequential and cumulative process, and the actors, agency and actions that realize digital transformation over time. It is supportive of future theorizing of digital transformation as a subject matter related yet distinct from other forms of organizational change enabled by technology use.

Place, publisher, year, edition, pages
Umeå: Umeå Universitet , 2019. , p. 81
Series
Research reports in informatics, ISSN 1401-4572 ; RR-19.01
Keywords [en]
digital transformation, digital innovation, digital ecosystem, digital logic, process method
National Category
Information Systems, Social aspects
Identifiers
URN: urn:nbn:se:umu:diva-155437ISBN: 978-91-7855-010-4 (print)OAI: oai:DiVA.org:umu-155437DiVA, id: diva2:1279128
Public defence
2019-02-08, Ma121, Mit-huset, Umeå, 13:00 (English)
Opponent
Supervisors
Available from: 2019-01-18 Created: 2019-01-15 Last updated: 2019-01-16Bibliographically approved
List of papers
1. The Longitudinal Dynamics of Digital Transformation: A Process Study of Change in a Newspaper Organization
Open this publication in new window or tab >>The Longitudinal Dynamics of Digital Transformation: A Process Study of Change in a Newspaper Organization
(English)Manuscript (preprint) (Other academic)
National Category
Information Systems
Identifiers
urn:nbn:se:umu:diva-155376 (URN)
Available from: 2019-01-14 Created: 2019-01-14 Last updated: 2019-01-15
2. Local game, global rules: exploring technological heterogeneity exploitation in digital creative cluster evolution
Open this publication in new window or tab >>Local game, global rules: exploring technological heterogeneity exploitation in digital creative cluster evolution
2016 (English)In: Industry and Innovation, ISSN 1366-2716, E-ISSN 1469-8390, Vol. 23, no 6, p. 531-550Article in journal (Refereed) Published
Abstract [en]

Cluster evolution research suggests that maintaining an optimal technological heterogeneity that is exploitable by cluster actors is key to sustainable cluster development. This paper argues that exploring this optimal span and its influence on local synergy creation calls for understanding the interaction between cluster actions, local conditions for collaboration, and heterogeneity requirements over time. For this purpose, a longitudinal case study is conducted, tracing the development of a digital creative cluster that has experienced the initiation, rise, and decline of local technological heterogeneity exploitation. By applying institutional logics as a sensitising device, the analysis explores how actors interact with local and theme structures in this process. Findings show how hub-firms draw on creative norms and technologies to produce situated heterogeneity requirements. These are assessed with co-location factors and accumulated experience of local collaboration to produce local organising rationales that guides decisions to engage in local collaboration.

Keywords
Cluster evolution, creative industries, network dynamics, institutional logics
National Category
Information Systems, Social aspects
Identifiers
urn:nbn:se:umu:diva-124500 (URN)10.1080/13662716.2016.1185358 (DOI)000379951800004 ()
Available from: 2016-08-22 Created: 2016-08-15 Last updated: 2019-01-15Bibliographically approved
3. Digital Service Platform Evolution: How Spotify Leveraged Boundary Resources to Become a Global Leader in Music Streaming
Open this publication in new window or tab >>Digital Service Platform Evolution: How Spotify Leveraged Boundary Resources to Become a Global Leader in Music Streaming
2018 (English)In: Proceedings of the 51st Hawaii International Conference on System Sciences, 2018, p. 4564-4573Conference paper, Published paper (Refereed)
Abstract [en]

Research on digital platform evolution is largely focused on how platform-owners leverage boundary resources to facilitate and control contributions from external developers to extend the functional diversity and scope of a digital device. However, our knowledge of the digital platforms that carve out their existence exclusively in the service layer of industry architectures, i.e. without proprietary device connections, is limited. The concept of digital service platforms directs attention to such platforms, the role of end-users as value co-creators, and devices as requisite, but not necessarily proprietary, distribution mechanisms for service. Based on a longitudinal case study of Spotify, this paper contributes by demonstrating that digital service platform evolution is characterized by specific architectural conditions that rationalize the use of boundary resources for extending scale rather than scope, and for resourcing and controlling not only developers but also end-users as a means to strategically adjust the evolutionary process.

Keywords
digital Innovation boundary resources, digital innovation, digital platform, digital service platform, spotify
National Category
Information Systems
Identifiers
urn:nbn:se:umu:diva-143992 (URN)978-0-9981331-1-9 (ISBN)
Conference
Hawaii International Conference on System Sciences (HICSS), January 2-6, 2018, Waikoloa, HI, USA
Available from: 2018-01-16 Created: 2018-01-16 Last updated: 2019-01-15Bibliographically approved
4. Digital Disruption
Open this publication in new window or tab >>Digital Disruption
2018 (English)In: Business & Information Systems Engineering, ISSN 1867-0202, Vol. 60, no 5, p. 431-437Article in journal (Refereed) Published
Place, publisher, year, edition, pages
Springer, 2018
Keywords
Digital disruption, Digital innovation, Disruptive innovation theory
National Category
Information Systems, Social aspects
Identifiers
urn:nbn:se:umu:diva-151698 (URN)10.1007/s12599-018-0550-4 (DOI)000444712800005 ()
Funder
Marianne and Marcus Wallenberg Foundation
Available from: 2018-09-10 Created: 2018-09-10 Last updated: 2019-01-15Bibliographically approved

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