Digitalization capabilities allow organizations to improve their supply chain performance and resilience. In organizations comprised of multiple subsidiary units, digitalization capabilities need to be transferred from one unit to another, a process that has been described as arduous. Using an embedded case design, the present study examines the transfer of digitalization capabilities between organizational units. The study findings highlight the importance of alignment between headquarters, subsidiary units, but also other stakeholders in providing expertise about the problem as experienced by the subsidiary and the solution. Ambiguity about causal factors and unproveness of the solution are both inhibiting factors.
Digital transformation has been recognized for its potential to contribute to sustainability goals. It requires companies to develop their Data Analytic Capability (DAC), defined as their ability to manage and analyze data effectively. Despite the governmental efforts to promote digitalization, there seems to be a knowledge gap on how to proceed, with 37% of Dutch SMEs reporting a lack of knowledge, and 33% reporting a lack of support in developing DAC. While extensive attention has been given to the technological aspects of DAC, the people, process, and organizational culture aspects are as important, requiring a comprehensive approach and thus a bundling of knowledge from different expertise. Therefore, the objective of this KIEM proposal is to identify organizational enablers and inhibitors of DAC through a series of interviews and case studies, and use these to formulate a preliminary roadmap to DAC.
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