Thesis Exam - References Flashcards
(26 cards)
Teichert (2019) - Digital Transformation
Digital Transformation is a profound and ongoing organizational change.
It necessitates strategic and structural realignment, impacting power dynamics.
Driven by the need to meet digital expectations of customers, employees, and partners.
Technologies are a component of larger change; value creation for stakeholders is the true goal.
Emphasizes fundamental change in organizational processes, roles, and responsibilities.
Gokalp & Martinez (2021) - DT Differentiation
Clarify distinction between digitization, digitalization, and Digital Transformation (DX).
DX is a disruptive achievement fundamentally altering business and operating models.
Stress DX as a broader, holistic process applicable across all industries.
Emphasize fundamental rethinking of business operations, core processes, technology, and people’s work.
Phillips (2021) - Digital Leadership/Societal Context
Views Digital Transformation within a broader societal context, as a fundamental shift in human communication and interaction.
Highlights importance of understanding the “why” behind Digital Transformation.
Adds crucial elements of leadership and a culture that supports experimentation and ethical considerations for successful DT.
Jensen & Stein (2021) - Smart Work Elements
Define Digital Business Design as a holistic integration of technology, workforce, new ways of working, and leadership.
All four elements must be considered in terms of the overarching organizational goal.
Emphasize “complementarities” – initiatives across technology, workforce, and leadership must reinforce each other.
Anderson & Anderson (2011) - Leading DT
Provides a framework for leading Digital Transformation through 9 phases.
Emphasize that successful transformational change requires a shift in leadership approach.
It’s about consciously leading people through adapting to a new digital reality via culture.
Highlight interconnectedness of systems, processes, and internal/external dynamics.
Reinforce the “three-legged stool” (people, processes, technology) as equally crucial and interdependent.
Ross et al. (2021) - “Designed for Digital”
Presents a pragmatic and actionable framework for understanding and achieving Digital Business Design.
Successful DT is based on building digital capabilities (building blocks) and configuring people, process, and technology within each capability.
Building blocks (Operational Backbone, Digital Platform, Shared Customer Insights, Accountability Framework, External Developer Platform) are interconnected and mutually reinforcing.
Underscores that successful DT requires a holistic approach to DBD.
March (1991) - Exploration & Exploitation
Introduces exploration and exploitation as fundamental, often competing, activities in organizational learning and adaptation.
Exploration: Search, risk-taking, experimentation, innovation (new possibilities).
Exploitation: Refinement, efficiency, leveraging existing knowledge/capabilities.
Maintaining an appropriate balance (organizational ambidexterity) is crucial for long-term survival and success.
Lo & Leidner (2018) - Dynamic Capabilities
Emphasize critical roles of dynamic capabilities, absorptive capacity, and agility in rapidly evolving digital landscapes.
Absorptive Capacity: Organization’s ability to recognize, assimilate, and apply new, external information effectively.
Organizational Agility: Capacity to rapidly adapt and respond to dynamic environmental changes.
Fostering dynamic capabilities positively impacts organizational performance
Fischer & Baskerville (2022) - Sociotechnical Change
Argue that in unstable digital environments, new approaches are needed for sociotechnical change.
Propose “unstable equilibrium” ‘erspective: sociotechnical systems are in perpetual flux, requiring continuous re-balancing.
This approach rejects misperception of disarray, helps prevent project failure, and pushes leaders to adopt a different mindset.
Holmström (2022) - AI Readiness
Introduces “AI readiness” as an organization’s ability to effectively deploy and utilize AI to drive digital transformation.
Organizations often struggle to realize AI’s full potential due to integration challenges with existing resources, staffing, culture, and decision-making.
AI readiness framework assesses status across four dimensions: technologies, activities, boundaries, and goals.
Developing AI capabilities is not merely technical, but requires holistic organizational adaptation.
Mindak (2023) - Insurance Industry Context
Highlights that the insurance industry has historically lagged behind other markets in digital transformation.’
Notes changing landscape due to global InsurTech market growth, increasing consumer/regulator willingness to adopt new technology.
Recognizes the shift propelled by rising customer expectations and recognition of opportunities from digital-first approach.
Mintzberg (1980) - Organizational Structure
Provides framework for understanding organizational structures.
Topdanmark’s structure can be defined as divisionalized, with product sets categorized into distinct divisions.
This structure can present challenges for Digital Transformation efforts, potentially slowing decision-making and limiting cross-divisional collaboration.
Yin (2018) - Case Study Methodology
Authored foundational work on case study research.
Highlights suitability of case studies for investigating contemporary phenomena deeply embedded within their real-world context.
Supports the choice of Topdanmark’s situation as a valuable case study for your research.
Miles, Huberman, & Saldaña (2020) - Qualitative Data Analysis
Provide methods for qualitative data analysis, including deductive thematic analysis and coding.
Emphasize data condensation and visualization as initial steps in analysis.
Support principles for data collection, such as conducting interviews in a private setting to encourage open dialogue.
Weill & Ross (2004) - IT Governance
Known for their work on IT governance, focusing on how top performers manage IT decision rights for superior results.
Referenced in your recommendations for establishing a dedicated governance model to translate localized initiatives into sustained organizational capabilities and ensure accountability for overall design.
Westerman, Bonnet, & McAfee (2014) - Leading Digital
Discuss how to turn technology into business transformation.
Referenced in your recommendation for senior leadership across the business (not just IT) to take explicit ownership of designing interactions between people, process, and technology for sustainable digital transformation.
Kotter (1996) - Leading Change
Authored seminal work on change management.
Referenced in your recommendations for implementing robust organizational change management programs as part of proactively managing socio-technical integration.
Argyris & Schön (1978) - Organizational Learning
Known for their theory of action perspective on organizational learning.
Referenced in your recommendation for formalizing organizational learning and knowledge sharing, including creating communities of practice.
O’Reilly & Tushman (2004) - The Ambidextrous Organization
Developed the concept of the “ambidextrous organization”.
This refers to an organization’s ability to simultaneously pursue both exploration (innovation, new opportunities) and exploitation (efficiency, optimizing existing capabilities).
This balance is crucial for long-term survival and success, especially in dynamic environments.
Complements March’s (1991) work on exploration and exploitation.
Silverman (2015) - Interpreting Qualitative Data
Provides foundational guidance on qualitative research methods and interpreting qualitative data.
Supports the choice of a qualitative methodology and thematic analysis approach for your research.
Emphasizes the process of organizing, examining, and applying a coding framework to interview transcripts.
Dignan, A. (2019). Brave new work: Organizing the twenty-first century
Note: Enough to know what it is!
This book explores how organizations can fundamentally redesign their operating systems – encompassing purpose, authority, strategy, resources, and integrity – to become more adaptive, human, and effective in the modern work environment.
It advocates for moving away from traditional, bureaucratic structures towards more agile and purposeful ways of working.
Kline, S. J., & Rosenberg, N. (1986). An overview of innovation.
Note: Enough to know what it is!
This work is a classic in innovation studies. It presents a detailed model of the innovation process, often referred to as the “Chain-linked Model.”
Unlike simpler linear models, it emphasizes the complex, interactive, and iterative nature of innovation, highlighting feedback loops between research, development, production, and marketing, and the constant interplay between science and technology.
Parker, G. G., Van Alstyne, M. W., & Choudary, S. P. (2016). Platform revolution: How networked markets are transforming the economy and how to make them work for your business.
Note: Enough to know what it is!
This book is a foundational text on the rise and impact of platform business models.
It explains how platform businesses (like Uber, Airbnb, Amazon) create value by connecting users and facilitating interactions, contrasting them with traditional “pipeline” businesses.
It delves into the strategies for building, launching, and monetizing successful platforms, emphasizing network effects and ecosystem management
Senge, P. M. (2006). The fifth discipline: The art & practice of the learning organization.
Note: Enough to know what it is!
This highly influential book introduces the concept of the “learning organization,” where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.
Senge outlines five “disciplines” crucial for building such an organization: personal mastery, mental models, shared vision, team learning, and systems thinking.
