Deutsch
Bibtex
Cite as text
@Select Types{,
Journal = "Band-1",
Title= "The Role of Dynamic Capabilities in Overcoming Socio- Cognitive Inertia During Digital Transformation – A Configurational Perspective",
Author= "Julia Ertl, David Soto Setzke, Markus Böhm, and Helmut Krcmar",
Doi= "https://doi.org/10.30844/wi_2020_m4-ertl",
Abstract= "Digital technologies are radically changing the way traditional companies interact in established markets. Although these technologies provide numerous benefits, many digital transformation projects fail because of companies’ inability to adapt. Socio-cognitive inertia is an important factor inhibiting successful organizational transformation. Extant research suggests that, under specific conditions, dynamic capabilities are effective means of reducing socio-cognitive inertia. We combine a case survey and a fuzzy-set Qualitative Comparative Analysis approach to identify patterns of interactions between dynamic capabilities of a firm and its transformation project design that led to the reduction of socio-cognitive inertia. We show that sensing and, in particular, reconfiguration capabilities positively contribute to reducing sociocognitive inertia when combined with a centralized governance approach. However, seizing capabilities neither have a positive nor a negative influence. Furthermore, we show that socio-cognitive inertia can also be reduced by ensuring high participation among employees, even in combination with decentralized governance approaches.",
Keywords= "Digital Transformation, Dynamic Capabilities, Socio-Cognitive Inertia, Governing Agency",
}
Julia Ertl, David Soto Setzke, Markus Böhm, and Helmut Krcmar: The Role of Dynamic Capabilities in Overcoming Socio- Cognitive Inertia During Digital Transformation – A Configurational Perspective. Online: https://doi.org/10.30844/wi_2020_m4-ertl (Abgerufen 23.11.24)
Open Access
Abstract
Abstract
Digital technologies are radically changing the way traditional companies interact in established markets. Although these technologies provide numerous benefits, many digital transformation projects fail because of companies’ inability to adapt. Socio-cognitive inertia is an important factor inhibiting successful organizational transformation. Extant research suggests that, under specific conditions, dynamic capabilities are effective means of reducing socio-cognitive inertia. We combine a case survey and a fuzzy-set Qualitative Comparative Analysis approach to identify patterns of interactions between dynamic capabilities of a firm and its transformation project design that led to the reduction of socio-cognitive inertia. We show that sensing and, in particular, reconfiguration capabilities positively contribute to reducing sociocognitive inertia when combined with a centralized governance approach. However, seizing capabilities neither have a positive nor a negative influence. Furthermore, we show that socio-cognitive inertia can also be reduced by ensuring high participation among employees, even in combination with decentralized governance approaches.
Keywords
Schlüsselwörter
Digital Transformation, Dynamic Capabilities, Socio-Cognitive Inertia, Governing Agency
References
Referenzen
1. Dobbs, R., Manyika, J., Woetzel, J.: No ordinary disruption: The four global forces breaking all the trends. PublicAffairs, New York, NY, USA (2015)
2. Andries, P., Debackere, K., van Looy, B.: Simultaneous Experimentation as a Learning Strategy: Business Model Development Under Uncertainty. Strateg. Entrep. J. 7, 288–310 (2013)
3. La Boutetière, H.d., Montagner, A., Reich, A.: Unlocking success in digital transformations. https://www.mckinsey.com/business-functions/organization/ourinsights/ unlocking-success-in-digital-transformations (Accessed: 07.01.2019)
4. Besson, P., Rowe, F.: Strategizing information systems-enabled organizational transformation: A transdisciplinary review and new directions. J. Strategic Inf. Syst. 21, 103-124 (2012)
5. Levinthal, D.: Surviving Schumpeterian Environments: An Evolutionary Perspective. Ind. Corp. Change 1, 427-443 (1992)
6. Seddon, P.B., Calvert, C., Yang, S.: A multi-project model of key factors affecting organizational benefits from enterprise systems. MIS Quart. 34, 305–328 (2010)
7. Teece, D.J.: Technological innovation and the theory of the firm: The role of enterpriselevel knowledge, complementarities, and (dynamic) capabilities. In: Hall, B.H., Rosenberg, N. (eds.) Handbook of the Economics of Innovation, vol. 1, pp. 679–730. Elsevier, Oxford, UK (2010)
8. Warner, K.S.R., Wäger, M.: Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Plann. 52, 326-349 (2019)
9. Rowe, F., Besson, P., Hemon, A.: Socio-Technical Inertia, Dynamic Capabilities and Environmental Uncertainty: Senior Management Views and Implications for Organizational Transformation. 25th European Conference on Information Systems, Guimarães, Portugal (2017)
10. Erwin, D.G., Garman, A.N.: Resistance to organizational change: Linking research and practice. Leadership Org. Dev. J. 31, 39–56 (2010)
11. Will, M.G.: Successful organizational change through win-win: How change managers can create mutual benefits. J. Account. Org. Change 11, 193–214 (2015)
12. Weill, P., Ross, J.W.: IT governance: How top performers manage IT decision rights for superior results. Harvard Business School Press, Boston, MA, USA (2004)
13. Larsson, R.: Case Survey Methodology: Quantitative Analysis of Patterns across Case Studies. Acad. Manage. J. 36, 1515-1546 (1993)
14. Ragin, C.C.: Qualitative Comparative Analysis using Fuzzy Sets (fsQCA). In: Rihoux, B., Ragin, C. (eds.) Configurational Comparative Methods: Qualitative Comparative Analysis (QCA) and Related Techniques. Sage Publications, Thousand Oaks, CA, USA (2009)
15. Fiss, P.C.: A set-theoretic approach to organizational configurations. Acad. Manage. Rev. 32, 1180–1198 (2007)
16. Vial, G.: Understanding digital transformation: A review and a research agenda. J. Strategic Inf. Syst. 28, 118-144 (2019)
17. Riasanow, T., Soto Setzke, D., Böhm, M., Krcmar, H.: Clarifying the Notion of Digital Transformation: A Transdisciplinary Review of Literature. J. Comp. Strat. M. 10, 5-36 (2019)
18. Young, R., Jordan, E.: Top management support: Mantra or necessity? Int. J. Proj. Manag. 26, 713–725 (2008)
19. Eisenhardt, K.M., Martin, J.A.: Dynamic capabilities: what are they? Strateg. Manage. J. 21, 1105-1121 (2000)
20. Helfat, C.E., Finkelstein, S., Mitchell, W., Peteraf, M., Singh, H., Teece, D., Winter, S.G.: Dynamic capabilities: Understanding strategic change in organizations. Blackwell Publishing, Oxford, UK (2007)
21. Teece, D.J.: Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strateg. Manage. J. 28, 1319-1350 (2007)
22. Winter, S.G.: Understanding dynamic capabilities. Strateg. Manage. J. 24, 991–995 (2003)
23. Jantunen, A., Tarkiainen, A., Chari, S., Oghazi, P.: Dynamic capabilities, operational changes, and performance outcomes in the media industry. J. Bus. Res. 89, 251–257 (2018)
24. Le Mens, G., Hannan, M.T., Pólos, L.: Age-related structural inertia: A distance-based approach. Organ. Sci. 26, 756–773 (2015)
25. Schilke, O., Hu, S., Helfat, C.E.: Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Acad. Manag. Ann. 12, 390–439 (2018)
26. Fainshmidt, S., Wenger, L., Pezeshkan, A., Mallon, M.R.: When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit. J. Manage. Stud. 56, 758-787 (2018)
27. Brown, A.E., Grant, G.G.: Framing the frameworks: A review of IT governance research. Commun. AIS 15, 696-712 (2005)
28. Huang, R., Zmud, R.W., Price, R.L.: Influencing the effectiveness of IT governance practices through steering committees and communication policies. Eur. J. Inform. Syst. 19, 288-302 (2010)
29. Oreg, S., Vakola, M., Armenakis, A.: Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. J. Appl. Behav. Sci. 47, 461-524 (2011)
30. Ketchen, J.D.J., Combs, J.G., Russell, C.J., Shook, C., Dean, M.A., Runge, J., Lohrke, F.T., Naumann, S.E., Haptonstahl, D.E., Baker, R., Beckstein, B.A., Handler, C., Honig, H., Lamoureux, S.: Organizational Configurations and Performance: A Meta-Analysis. Acad. Manage. J. 40, 223-240 (1997)
31. Gresov, C., Drazin, R.: Equifinality: Functional Equivalence in Organization Design. Acad. Manage. Rev. 22, (1997)
32. Rivard, S., Lapointe, L.: Information technology implementers’ responses to user resistance: nature and effects. MIS Quart. 36, 897-920 (2012)
33. Henfridsson, O., Bygstad, B.: The Generative Mechanisms of Digital Infrastructure Evolution. MIS Quart. 37, 907-931 (2013)
34. Basurto, X., Speer, J.: Structuring the Calibration of Qualitative Data as Sets for Qualitative Comparative Analysis (QCA). Field Method. 24, 155-174 (2012)
35. Iannacci, F., Cornford, T.: Unravelling causal and temporal influences underpinning monitoring systems success: A typological approach. Inform. Syst. J. 28, 384-407 (2018)
36. vom Brocke, J., Fay, M., Böhm, M., Haltenhof, V.: Creating a Market Analytics Tool that Marketers LOVE to Use: A Case of Digital Transformation at Beiersdorf. In: Oswald, G., Kleinemeier, M. (eds.) Shaping the Digital Enterprise, pp. 197-217. Springer, Cham, Cham, Germany (2017)
37. Mocker, M., van Heck, E.: Business-Driven IT Transformation at Royal Philips: Shedding Light on (Un) Rewarded Complexity. 36th International Conference on Information Systems, Fort Worth, TX, USA (2015)
38. Laumer, S., Maier, C., Weitzel, T.: Analyzing and managing IT-induced work system changes. 38th International Conference on Information Systems, Seoul, South Korea (2017)
39. Fernández, W.D., Goode, S., Robinson, M.: Uneasy Alliances: Tradition and ICT Transformation in the Value Chain. J. Org. Comp. Elect. Com. 20, 234-256 (2010)
40. Richet, J.-L., Ngwenyama, O., Rowe, F.: Key Stakeholders Dissent and their Influences in the Reframing of Strategic Intent in IS-enabled Organizational Transformation. 37th International Conference on Information Systems, Dublin, Ireland (2016)
41. Schneider, C.Q., Wagemann, C.: Set-theoretic methods for the social sciences: A guide to qualitative comparative analysis. Cambridge University Press, Cambridge, UK (2012)
42. Park, Y., El Sawy, O.A., Fiss, P.C.: The Role of Business Intelligence and Communication Technologies in Organizational Agility: A Configurational Approach. J. Assoc. Inf. Syst. 18, 648-686 (2017)
43. Zhong Liu, A., Seddon, P.B.: Understanding how project critical success factors affect organizational benefits from enterprise systems. Bus. Proc. Manage. J. 15, 716–743 (2009)
44. Battilana, J., Casciaro, T.: Overcoming resistance to organizational change: Strong ties and affective cooptation. Manage. Sci. 59, 819–836 (2013)
45. Rezvani, A., Dong, L., Khosravi, P.: Promoting the continuing usage of strategic information systems: The role of supervisory leadership in the successful implementation of enterprise systems. Int. J. Inform. Manage. 37, 417–430 (2017)
46. Kearns, G.S., Sabherwal, R.: Strategic alignment between business and information technology: A knowledge-based view of behaviors, outcome, and consequences. J. Manage. Inform. Syst. 23, 129–162 (2006)
47. Mocker, M., Ross, J.: Digital Transformation at Royal Philips. 39th International Conference on Information Systems, San Francisco, CA, USA (2018)
48. Mocker, M., Fonstad, N.: Driving Digitization at Audi. 38th International Conference on Information Systems, Seoul, South Korea (2017)
49. Lines, R.: Influence of participation in strategic change: Resistance, organizational commitment and change goal achievement. J. Chang. Manage. 4, 193–215 (2004)
50. Ali, M., Zhou, L., Miller, L., Ieromonachou, P.: User resistance in IT: A literature review. Int. J. Inform. Manage. 36, 35–43 (2016)
51. Bartunek, J.M., Rousseau, D.M., Rudolph, J.W., DePalma, J.A.: On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. J. Appl. Behav. Sci. 42, 182-206 (2006)
52. El Sawy, O.A., Kræmmergaard, P., Amsinck, H., Vinther, A.L.: How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership. MIS Q. Exec. 15, 141-166 (2016)
53. Andersen, P., Ross, J.W.: Transforming the LEGO group for the digital economy. 37th International Conference on Information Systems, Dublin, Ireland (2016)
54. Törmer, R.L., Henningsson, S.: From Drift To Central Guidance: A Path Constitution Perspective On The Platformization Of An Information Infrastructure. 26th European Conference on Information Systems, Portsmouth, UK (2018)
55. Törmer, R.L.: Internal Digital Platforms and Generative Mechanisms of Digital Innovation. 39th International Conference on Information Systems, San Francisco, CA, USA (2018)
56. Hansen, R., Sia, S.K.: Hummel’s Digital Transformation Toward Omnichannel Retailing: Key Lessons Learned. MIS Q. Exec. 14, 51-66 (2015)
57. Abraham, C., Junglas, I.: From cacophony to harmony: A case study about the IS implementation process as an opportunity for organizational transformation at Sentara Healthcare. J. Strategic Inf. Syst. 20, 177–197 (2011)
58. Katz, D., Kahn, R.L.: The social psychology of organizations. John Wiley & Sons, Inc., Hoboken, NJ, USA (1978)
59. Sommer, S.C., Loch, C.H., Dong, J.: Managing complexity and unforeseeable uncertainty in startup companies: An empirical study. Organ. Sci. 20, 118–133 (2009)
60. Lapointe, L., Rivard, S.: A Multilevel Model of Resistance to Information Technology Implementation. MIS Quart. 29, 461–491 (2005)
61. Rivard, S., Lapointe, L., Kappos, A.: An Organizational Culture-Based Theory of Clinical Information Systems Implementation in Hospitals. J. Assoc. Inf. Syst. 12, 123-162 (2011)
62. Lapointe, L., Rivard, S.: A Triple Take on Information System Implementation. Organ. Sci. 18, 89–107 (2007)
63. Lehrig, T., Krancher, O.: Change of Organizational Routines under Malleable Information Technology: Explaining Variations in Momentum. 29th International Conference on Information Systems, San Francisco, CA, USA (2018)
64. Pan, S.L., Pan, G., Devadoss, P.R.: Managing emerging technology and organizational transformation: An acculturative analysis. Inform. Manage. 45, 153-163 (2008)
65. Kohle, N.T.: Digital Transformation of a Swiss Ski Destination. In: Ellermann, H., Kreutter, P., Messner, W. (eds.) The Palgrave Handbook of Managing Continuous Business Transformation, pp. 417–434. Palgrave Macmillan UK, London, UK (2017)
66. Barreto, I.: Dynamic capabilities: A review of past research and an agenda for the future. J. Manage. 36, 256–280 (2010)
67. Vergne, J.-P., Depeyre, C.: How do firms adapt? A fuzzy-set analysis of the role of cognition and capabilities in US defense firms’ responses to 9/11. Acad. Manage. J. 59, 1653–1680 (2016)
68. Phelps, C., Heidl, R., Wadhwa, A.: Knowledge, Networks, and Knowledge Networks. J. Manage. 38, 1115–1166 (2012)