This conference intends to provide an opportunity to engage and appreciate diverse thoughts and analyses of Digital Transformation (DT) through the lenses of strategic, organizational, and social perspectives. The event aims to bring together scholars, professionals in business management, and experts from diverse fields in order to explore these subjects and discuss their potential impact on organizations. The target would be to reach the most effective organizational management practices optimizing digital transformation initiatives and processes through the consideration of structure, technology, culture, and people, as well as fostering innovation and success in a challenging environment.
Digital Transformation (DT) is a company’s continuous digitization that aims to fundamentally change organizations to remain competitive in their respective markets. This transformation goes from a simple introduction of technological tools to redesigning organizational processes (McCarthy et al., 2021; Chin et al, 2023). It requires a review of existing operations and of employees’ and managers’ skills (AlNuaimiet al., 2022 ; Bresciani, Ferraris, et al., 2021; Correani et al., 2020 ; Scuottoet al., 2021, 2021 ; Singh et Hess, 2017 ; Subramaniam et Piskorski, 2020 ; Verhoef et al., 2021 ; Vial, 2019; Frick et al, 2021; Feliciano-Cestero et al, 2023; Zhang et al, 2023).
Hence, DT is a process where technologies are central to organizational restructuring initiatives. It drives strategic and operational changes in response to technology-related opportunities and threats (Borges et al., 2021; AlNuaimi et al., 2022; Verhoefet al., 2021; Vial, 2019; Feliciano-Cestero et al, 2023). It induces planned organizational changes based on emergent technologies infrastructure (Bresciani, Ciampi, et al., 2021; Nasirie et al., 2020; Najar et al., 2023). The main proposed definitions of DT are based on three critical factors: technological, organizational, and social.
On the strategic side, several authors have defined DT as a significant change in a business model (BM) derived from the introduction of analytics, big data, cloud, blockchain, mobile communication, and social media platform technologies into a company’s operational processes (AlNuaimi et al., 2022; Bresciani, Ciampi, et al., 2021; Vial, 2019). These technologies generate radical transformations by building new value-creation strategies while managing structural problems (Dudézert, 2018; Vial, 2023; Verhoefet al., 2021; Nadkarni and Prügl, 2021; Correani et al., 2020). Scholars then discuss how to match BM aspects with value-creating methods (Chesbrough, 2010; Saebi & Foss, 2015; 2017). Hence, novel BM structures appeared. Academics and professionals showed great interest in understanding the BM and its link with the initiatives of digital strategy implementation, including the strategic, organizational, and social changes within the organization and beyond its boundaries (supply chain management, governance modes, inter-organizational networks, and business ecosystem). These changes necessarily lead to transformations at the level of organizational processes (changes in professions, organizational structures, and management practices) (Najar, 2020). Based on the former, the Business model innovation (BMI) approach became a leading strategy to overcome the complexity of these initiatives when talking about disruptive business models’ arrival in one’s industry. Hence, new BMI approaches have emerged as a means of generating value through digital and human (customers, competitors, suppliers, government) resource exploitation. As a result, the DT literature focused on tools to transform the customer experience (Benlian and Haffke, 2016; Horlach et al., 2017), the business processes (commercial, financial, marketing…) (Kumar, 2021), and the organizational behaviors (Singh et Hess, 2017; Verhoef et al., 2021; Nadkarni and Prügl, 2021; AlNuaimi et al., 2022; Vial, 2023; Guerra et al, 2023). Moreover, the literature links DT with novel management practices such as lean management for attaining sustainable development and resource regeneration objectives (Aljawder and Al-Karaghouli,2021).
Tushman and O’Reilly (1996) define long-term success as growing congruence among strategy, structure, people, and culture through progressive or evolutionary change. In this context, the DT is necessarily related to the serious consideration of structure, technology, culture, and especially people (McCarthy et al., 2022). Hence, several researchers paid attention to organizational and social perspectives, considering DT as the transformation of organizational processes through the automation of tasks, which led to radical changes in management methods, workplaces (Alrasheedi et al., 2022; Guerra et al 2023) and imposed changes in the skills and abilities of senior managers (AlNuaimiet al., 2022; Bresciani, Ferraris, et al., 2021; Fernandez-Vidal et al., 2022; Nadkarni and Prügl, 2021; Verhoefet al., 2021; Louati & Hadoussa, 2021)..
These emergent skills and abilities are gaining huge interest among academics, such as: organizational agility, technical know-how, and emotional intelligence (Singh and Hess, 2017; Sousa and Rocha, 2019; Tsou and Chen, 2022; Verhoef et al., 2021; Vial, 2019; McCarthy et al., 2021; McCarthy et al., 2022). In this context, the manager is faced with the need to become a visionary leader who inspires the entire management team, to solve the natural problems or obstacles to any TD process (Fernandez-Vidal et al., 2022; Singh and Hess, 2017; Tsou and Chen, 2022; Verhoefet al., 2021). He must also generate relationships and trust, seek to develop the leadership of his collaborators, and demonstrate competence in team leadership (promote learning, knowledge sharing, and collaboration.), focusing both on their own development and that of employees (AlNuaimi et al., 2022; Fernandez-Vidal et al., 2022; Sousa and Rocha, 2019). Finally, he must demonstrate great emotional and social intelligence to manage change in their organizations (Singh and Hess, 2017) as well as communication skills and relational capital with the various partners (Eden et al., 2019; Fernandez-Vidal et al., 2022; Singh and Hess, 2017; Sousa and Rocha, 2019; Verhoefet al., 2021; Vial, 2019).
Potential research topics
This call for papers is open, but not limited to, the following topics: