Abstract
The need for digital transformation is constant and understanding the mechanisms that aid organizations in achieving successful transformations is crucial. This study combines the dynamic capabilities theory with the perspective of digital maturity by answering the question, "What are the capabilities underlying the ability to become a digitally mature organization?" A systematic review of studies that investigated digital transformation from a maturity perspective was conducted and the findings were consolidated into a conceptual framework structured according to the dynamic capabilities lens. The framework was then compared to insights from case studies of four digitally mature organizations using the flexible pattern-matching approach. As a result, a framework of digital transformation dynamic capability was proposed, consisting of five thematic areas of action: designing and managing transformation, fostering digital value propositions, acting in digital business ecosystems, systematizing structural changes, and supporters and enablers. The main implication of this study is the original approach for consolidating and organizing previous literature on digital transformation that can guide organizations to articulate and develop specific processes and resources to mature digitally, leading to a capacity for continuous change in the perpetually evolving digital landscape. There are also implications for theory building, as the proposed framework can serve as an agenda for future research on dynamic capabilities for digital transformation.
Similar content being viewed by others
References
Aguinis H, Solarino AM (2019) Transparency and replicability in qualitative research: the case of interviews with elite informants. Strateg Manag J. https://doi.org/10.1002/smj.3015
Amit R, Schoemaker P (1993) Strategic assets and organizational rent. Strateg Manag J 14:33–46
Annarelli A, Battistella C, Nonino F, Parida V, Pessot E (2021) Literature review on digitalization capabilities: co-citation analysis of antecedents, conceptualization and consequences. Technol Forecast Soc Ch 166:120635. https://doi.org/10.1016/j.techfore.2021.120635
Auerbach CF, Silverstein LB (2003) Qualitative data: an introduction to coding and analysis. New York University Press, NY
Axmann B, Harmoko H (2020) Industry 40 readiness assessment. Tehnički glasnik 14(2):212–217
Barwinski RW, Bouncken RB, Henkelmann L (2021) Die geschäftsführung als enabler der digitalen transformation in kleinen unternehmen. ZfKE–Zeitschrift KMU Entrepreneurship 69(2):97–120. https://doi.org/10.3790/zfke.69.2.97
Bharadwaj AS (2000) A resource-based perspective on information technology capability and firm performance: an empirical investigation. MIS Q 24(1):169
Bharadwaj A, El Sawy OA, Pavlou PA, Venkatraman N (2013) Digital business strategy: toward a next generation of insights. MIS Q 37(2):471–482
Blayone TJB, VanOostveen R (2020) Prepared for work in Industry 4.0? Modelling the target activity system and five dimensions of worker readiness. Int J Comput Integr Manuf 34(1):1–19
Bouncken R, Barwinski R (2020) Shared digital identity and rich knowledge ties in global 3D printing—a drizzle in the clouds? Glob Strateg J. https://doi.org/10.1002/gsj.1370
Bouncken R, Schmitt F (2022) SME family firms and strategic digital transformation: inverting dualisms related to overconfidence and centralization. J Small Bus Strateg 32(3):1–17
Bouncken RB, Tiberius V (2021) Legitimacy processes and trajectories of co-prosumption services: insights from coworking spaces. J Serv Res. https://doi.org/10.1177/10946705211050208
Bouncken RB, Qiu Y, Sinkovics N, Kürsten W (2021) Qualitative research: extending the range with flexible pattern matching. RMS 15(2):251–273. https://doi.org/10.1007/s11846-021-00451-2
Bouwman H, Nikou S, de Reuver M (2019) Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? Telecommun Policy 43(9):101828
Brewis C, Dibb S, Meadows M (2023) Leveraging big data for strategic marketing: a dynamic capabilities model for incumbent firms. Technol Forecast Soc Ch 190:122402. https://doi.org/10.1016/j.techfore.2023.122402
Brown SL, Eisenhardt KM (1997) The art of continuous change: linking complexity theory and time-paced evolution in relentlessly shifting organizations. Adm Sci Q 42(1):1–34. https://doi.org/10.2307/2393807
Brunetti F, Matt DT, Bonfanti A et al (2020) Digital transformation challenges: strategies emerging from a multi-stakeholder approach. TQM J 32:697–724. https://doi.org/10.1108/tqm-12-2019-0309
Büyüközkan G, Güler M (2020) Analysis of companies digital maturity by hesitant fuzzy linguistic MCDM methods. J Intel Fuzzy Syst 38(1):1119–1132
Calicchio N, Chui M, Grosman N (2018) Preparing Brazil for the future of work: jobs, technology, and skills| McKinsey and Company. www.mckinsey.com. Available at: https://www.mckinsey.com/featured-insights/future-of-organizations-and- Accessed 3 April 2020
Cao G, Duan Y, El Banna A (2019) A dynamic capability view of marketing analytics: evidence from UK firms. Ind Mark Manag 76:72–83. https://doi.org/10.1016/j.indmarman.2018.08.002
Caputo A, Pizzi S, Pellegrini MM, Dabić M (2021) Digitalization and business models: Where are we going? A science map of the field. J Bus Res 123:489–501. https://doi.org/10.1016/j.jbusres.2020.09.053
Castelo-Branco I, Cruz-Jesus F, Oliveira T (2019) Assessing industry 4.0 readiness in manufacturing: evidence for the European union. Computers in industry, [online] 107, pp.22–32. Available at: https://www.sciencedirect.com/science/article/pii/S0166361518304081 Accessed 23 May 2019
Chanias S, Myers MD, Hess T (2019) Digital transformation strategy making in pre-digital organizations: the case of a financial services provider. J Strateg Inf Syst 28(1):17–33
Chesbrough HW (2003) Open innovation: the new imperative for creating and profiting from technology. Boston, mass: Harvard business school press, print
Chirumalla K (2021) Building digitally-enabled process innovation in the process industries: a dynamic capabilities approach. Technovation 105:102256. https://doi.org/10.1016/j.technovation.2021.102256
Chonsawat N, Sopadang A (2020) Defining SMEs’ 4.0 readiness indicators. Appl Sci 10(24):8998
Colli M, Berger U, Bockholt M, Madsen O, Møller C, Wæhrens BV (2019) A maturity assessment approach for conceiving context-specific roadmaps in the Industry 4.0 era. Annu Rev Control 48:165–177
Crittenden AB, Crittenden VL, Crittenden WF (2019) The digitalization triumvirate: How incumbents survive. Bus Horiz 62(2):259–266
De Carolis A, Macchi M, Negri E, Terzi S (2017) A maturity model for assessing the digital readiness of manufacturing companies. In: Advances in production management systems. The path to intelligent, collaborative and sustainable manufacturing, pp.13–20
Di Stefano G, Peteraf M, Verona G (2014) The Organizational drivetrain: a road to integration of dynamic capabilities research. Acad Manag Perspect 28:307–327. https://doi.org/10.5465/amp.2013.0100
Dijkman RM, Sprenkels B, Peeters T, Janssen, A (2015) Business models for the internet of things. International journal of information management, [online] 35(6), pp.672–678. Available at: https://is.ieis.tue.nl/staff/rdijkman/papers/Dijkman2015.pdf
Eisenhardt K, Martin J (2000) Dynamic capabilities: What are they? Strateg Manag J 21(10/11):1105–1121
Eling M, Lehmann M (2017) The impact of digitalization on the insurance value chain and the insurability of risks. Geneva Pap Risk Insur Issues Pract 43:359–396. https://doi.org/10.1057/s41288-017-0073-0
Enkel E, Sagmeister V (2020) External corporate venturing modes as new way to develop dynamic capabilities. Technovation. https://doi.org/10.1016/j.technovation.2020.102128
Felin T, Foss NJ (2005) Strategic organization: a field in search of micro-foundations. Strateg Organ 3(4):441–455
Felin T, Foss NJ, Ployhart RE (2015) The microfoundations movement in strategy and organization theory. Acad Manag Ann 9(1):575–632. https://doi.org/10.5465/19416520.2015.1007651
Fernández-Rovira C, Valdés JÁ, Molleví G, Nicolas-Sans R (2021) The digital transformation of business. Towards the datafication of the relationship with customers. Technol Forecast Soc Ch 162:120339. https://doi.org/10.1016/j.techfore.2020.120339
Feroz AK, Zo H, Eom J, Chiravuri A (2023) Identifying organizations’ dynamic capabilities for sustainable digital transformation: a mixed methods study. Technol Soc 73:102257. https://doi.org/10.1016/j.techsoc.2023.102257
Ferreira J, Coelho A, Moutinho L (2020) Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: the moderating role of entrepreneurial orientation. Technovation. https://doi.org/10.1016/j.technovation.2018.11.004
Ferreira JJM, Fernandes CI, Ferreira FAF (2019) To be or not to be digital, that is the question: firm innovation and performance. Journal of business research. [online] Available at: https://www.sciencedirect.com/science/article/pii/S0148296318305642 Accessed 2 Mar 2019
Fitzgerald M, Kruschwitz N, Bonnet D, Welch M (2014) Embracing digital technology: a new strategic imperative. MIT Sloan Manag Rev 55(2):1
Fletcher G, Griffiths M (2020) Digital transformation during a lockdown. Int J Info Manag. https://doi.org/10.1016/j.ijinfomgt.2020.102185
Foss NJ, Saebi T (2016) Fifteen years of research on business model innovation. Journal of Management, [online] 43(1), pp.200–227. Available at: https://journals.sagepub.com/doi/abs/https://doi.org/10.1177/0149206316675927 Accessed 15 Oct 2019
Foss NJ, Linder S (2019). Microfoundations. https://doi.org/10.1017/9781108685498
Foss NJ, Pedersen T (2016) Microfoundations in strategy research. Strateg Manag J 37:22–34
Foss NJ, Saebi T (2018) Business models and business model innovation: between wicked and paradigmatic problems. Long Range Plan 51(1):9–21
Galaske N, Arndt A, Friedrich H, Bettenhausen KD, Anderl R (2017) Workforce management 4.0-assessment of human factors readiness towards digital manufacturing. In: Advances in ergonomics of manufacturing: managing the enterprise of the future, pp.106–115
Gatignon A, Capron L (2020) The firm as an architect of polycentric governance: building open institutional infrastructure in emerging markets. Strateg Manag J. https://doi.org/10.1002/smj.3124
Gattringer R, Damm F, Kranewitter P, Wiener M (2021) Prospective collaborative sensemaking for identifying the potential impact of emerging technologies. Creat Innov Manag 30(3):651–673. https://doi.org/10.1111/caim.12432
Gerring J (2009) Case selection for case-study analysis: qualitative and quantitative techniques. Oxford University Press, New York
Gibbert M, Ruigrok W (2010) The “‘What’” and “‘How’” of case study rigor: three strategies based on published work. Organ Res Methods 13:710–737. https://doi.org/10.1177/1094428109351319
Gibbert M, Nair LB, Ruigrok W (2016) What passes as rigorous replication logic in management case study research? Acad Manag Proc 2016(1):14245. https://doi.org/10.5465/ambpp.2016.14245abstract
Gioia DA, Corley KG, Hamilton AL (2012) Seeking qualitative rigor in inductive research. Organ Res Methods 16(1):15–31. https://doi.org/10.1177/1094428112452151
Gökalp E, Şener U, Eren PE (2017) Development of an assessment model for industry 4.0: industry 4.0-MM. Communications in computer and information science, pp.128–142
Gong C, Ribiere V (2021) Developing a unified definition of digital transformation. Technovation. https://doi.org/10.1016/j.technovation.2020.102217
Grant R (1991) The resource-based theory of competitive advantage: implications for strategy formulation. Knowl Strategy 33(3):3–23
Grasser M, Schlaipfer V, Priedl R, Sorantin E (2018) Human based digital intelligence analyses for health care ecosystems. Studies Health Technol Info 251:211–214
Gürdür D, El-khoury J, Törngren M (2019) Digitalizing Swedish industry: What is next? Comput Ind 105:153–163
Haarhaus T, Liening A (2020) Building dynamic capabilities to cope with environmental uncertainty: the role of strategic foresight. Technol Forecast Soc Ch 155:120033. https://doi.org/10.1016/j.techfore.2020.120033
Hallinger P (2013) A conceptual framework for systematic reviews of research in educational leadership and management. J Educ Adm 51(2):126–149
Hanelt A, Bohnsack R, Marz D, Antunes C (2020) A systematic review of the literature on digital transformation: insights and implications for strategy and organizational change. J Manage Stud. https://doi.org/10.1111/joms.12639
Heinze Aleksej, Griffiths Marie, Fenton Alex, Fletcher Gordon (2018) Knowledge exchange partnership leads to digital transformation at hydro-X water treatment, Ltd. Glob Bus Organ Excell 37(4):6–13. https://doi.org/10.1002/joe.21859SSS
Heubeck T (2023) Managerial capabilities as facilitators of digital transformation? Dynamic managerial capabilities as antecedents to digital business model transformation and firm performance. Digit Bus. https://doi.org/10.1016/j.digbus.2023.100053
Holbeche LS (2018) The agile organisation, 2nd edn. Kogan Page, London
Holmström J (2018) Recombination in digital innovation: challenges, opportunities, and the importance of a theoretical framework. Inf Organ 28(2):107–110
Imgrund F, Fischer M, Janiesch C, Winkelmann A (2018) Approaching digitalization with business process management. Multikonferenz Wirtschaftsinformatik 2018
Isaev E, Korovkina N, Tabakova M (2018) Evaluation of the readiness of a company’s IT department for digital business transformation. Bus Info 2018(2):55–64
Kane G (2019) The technology fallacy: people are the real key to digital transformation. Res Technol Manag 62(6):44–49. https://doi.org/10.1080/08956308.2019.1661079
Kane GC, Palmer D, Nguyen Phillips A, Kiron D, Buckle N (2018) Coming of age digitally. [online] MIT sloan management review. Available at: https://sloanreview.mit.edu/projects/coming-of-age-digitally/
Khin S, Ho TC (2019) Digital technology, digital capability and organizational performance. Int J Innov Sci. https://doi.org/10.1108/IJIS-08-2018-0083
Kiel D, Arnold C, Voigt K-I (2017) The influence of the Industrial Internet of Things on business models of established manufacturing companies – A business level perspective. Technovation, [online] 68, pp.4–19. Available at: https://www.sciencedirect.com/science/article/pii/S0166497216303169 Accessed 14 May 2019
Kim SK, Min S (2015) Business model innovation performance: When does adding a new business model benefit an incumbent? Strateg Entrep J 9(1):34–57
Kontić L, Vidicki Đ (2018) Strategy for digital organization: testing a measurement tool for digital transformation. Strategic Management 23(2):29–35
Kozlowski S, Klein KJ (2000) A multilevel approach to theory and research in organizations: contextual, temporal, and emergence processes. In: Klein KJ, Kozlowski SW (eds) Multilevel theory, research and methods in organizations: foundations, extensions, and new directions. Jossey-Bass, San Francisco, pp 3–90
Lam C, Law R (2019) Readiness of upscale and luxury-branded hotels for digital transformation. Int J Hosp Manag 79:60–69
Laubengaier DA, Cagliano R, Canterino F (2022) It takes two to tango: analyzing the relationship between technological and administrative process innovations in industry 4.0. Technol Forecast Soc Ch 180:121675. https://doi.org/10.1016/j.techfore.2022.121675
Leon De, Valdez O (2016) A digital maturity model for telecommunications service providers. Technol Innov Manag Rev 6(8):19–32
Leso BH, Cortimiglia MN (2021) The influence of user involvement in information system adoption: an extension of TAM. Cogn Technol Work. https://doi.org/10.1007/s10111-021-00685-w
Leso BH, Cortimiglia MN, ten Caten CS (2021) The influence of situational involvement on employees’ intrinsic involvement during is development. Bus Inf Syst Eng. https://doi.org/10.1007/s12599-021-00719-7
Leso BH, Cortimiglia MN, Ghezzi A (2022) The contribution of organizational culture, structure, and leadership factors in the digital transformation of SMEs: a mixed-methods approach. Cogn Technol Work. https://doi.org/10.1007/s10111-022-00714-2
Leyh C, Martin S, Schäffer T (2018) Analyzing industry 4.0 models with focus on lean production aspects. information technology for management. Ongoing research and development, [online] pp.114–130. Available at: https://link.springer.com/chapter/https://doi.org/10.1007/978-3-319-77721-4_7 Accessed 10 Nov 2019
Li F (2020) The digital transformation of business models in the creative industries: a holistic framework and emerging trends. Technovation. https://doi.org/10.1016/j.technovation.2017.12.004
Li Y, Fei GZ (2023) Network embeddedness, digital transformation, and enterprise performance—the moderating effect of top managerial cognition. Front Psychol. https://doi.org/10.3389/fpsyg.2023.1098974
Li L, Su F, Zhang W, Mao J-Y (2017) Digital transformation by SME entrepreneurs: a capability perspective. Inf Syst J 28(6):1129–1157. https://doi.org/10.1111/isj.12153
Lin T-C, Sheng ML, Wang KJ (2020) Dynamic capabilities for smart manufacturing transformation by manufacturing enterprises. Asian J Technol Innov. https://doi.org/10.1080/19761597.2020.1769486
Linde L, Sjödin D, Parida V, Wincent J (2021) Dynamic capabilities for ecosystem orchestration a capability-based framework for smart city innovation initiatives. Technol Forecast Soc Ch 166:120614. https://doi.org/10.1016/j.techfore.2021.120614
Lindgreen A, Di Benedetto CA, Beverland MB (2020) How to write up case-study methodology sections. Ind Mark Manage. https://doi.org/10.1016/j.indmarman.2020.04.012
Llopis-Albert C, Rubio F, Valero F (2021) Impact of digital transformation on the automotive industry. Technol Forecast Soc Ch 162:120343. https://doi.org/10.1016/j.techfore.2020.120343
Manesh MF, Pellegrini MM, Marzi G, Dabic M (2020) Knowledge management in the fourth industrial revolution: mapping the literature and scoping future avenues. IEEE Trans Eng Manag 68(1):289–300
Marcos JÁ, Hernández MC, Ortiz JIÁ (2019) The digital maturity of the Spanish press. A case study. Revista Latina Comun Soc 74:499–520
Matarazzo M, Penco L, Profumo G, Quaglia R (2021) Digital transformation and customer value creation in made in Italy SMES: a dynamic capabilities perspective. J Bus Res 123:642–656. https://doi.org/10.1016/j.jbusres.2020.10.033
Matt C, Hess T, Benlian A (2015) Digital transformation strategies. Bus Inf Syst Eng 57(5):339–343
Mazumder S, Garg S (2021) Decoding digital transformational outsourcing: the role of service providers’ capabilities. Int J Info Manag 58:102295. https://doi.org/10.1016/j.ijinfomgt.2020.102295
Mergel Ines, Edelmann Noella, Haug Nathalie (2019) Defining digital transformation: results from expert interviews. Govern Info Q 36(4):101385. https://doi.org/10.1016/j.giq.2019.06.002
Mettler T, Pinto R (2018) Evolutionary paths and influencing factors towards digital maturity: an analysis of the status quo in Swiss hospitals. Technol Forecast Soc Chang 133:104–117
Nylén D, Holmström J (2015) Digital innovation strategy: a framework for diagnosing and improving digital product and service innovation. Bus Horiz 58(1):57–67
Oliveira DT, Cortimiglia MN (2017) Value co-creation in web-based multisided platforms: a conceptual framework and implications for business model design. Bus Horiz 60(6):747–758. https://doi.org/10.1016/j.bushor.2017.07.002
Pacchini APT, Lucato WC, Facchini F, Mummolo G (2019) The degree of readiness for the implementation of Industry 4.0. Comput Ind 113:103125
Pesch R, Endres H, Bouncken RB (2021) Digital product innovation management: balancing stability and fluidity through formalization. J Prod Innov Manag. https://doi.org/10.1111/jpim.12609
Peteraf M, Di Stefano G, Verona G (2013) The elephant in the room of dynamic capabilities: bringing two diverging conversations together. Strateg Manag J 34:1389–1410. https://doi.org/10.1002/smj.2078
Pirola F, Cimini C, Pinto R (2020) Digital readiness assessment of Italian SMEs: a case-study research. J Manuf Technol Manag 31(5):1045–1083
Poeppelbuss J, Roeglinger, M (2011) What makes a useful maturity model? A framework of general design principles for maturity models and its demonstration in business process management. In: 19th European Conference on Information Systems, ECIS 2011
Porfírio JA, Carrilho T, Felício JA, Jardim J (2020) Leadership characteristics and digital transformation. J Bus Res. https://doi.org/10.1016/j.jbusres.2020.10.058
Potrich L, Cortimiglia MN, de Medeiros JF (2019) A systematic literature review on firm-level proactive environmental management. J Environ Manage 243:273–286. https://doi.org/10.1016/j.jenvman.2019.04.110
Pramanik HS, Kirtania M, Pani AK (2019) Essence of digital transformation—manifestations at large financial institutions from North America. Futur Gener Comput Syst 95(1):323–343
Qiu Y, Bouncken RB, Arndt F, Ng W (2023) Microfoundations and dynamics of do-it-yourself ecosystems. Technol Forecast Soc Ch 193:122611
Rafael LD, Jaione GE, Cristina L, Ibon SL (2020) An industry 4.0 maturity model for machine tool companies. Technol Forecast Soc Ch 159:120203
Ramantoko G, Fatimah L, Pratiwi S, Kinasih K (2018) Measuring digital capability maturity: case of smallmedium Kampongdigital companies in Bandung. Pertanika J Soc Sci Human 26:215–230
Remane, G., Hanelt, A., Wiesböck, F. and Kolbe, L. (2017). DIGITAL MATURITY IN TRADITIONAL INDUSTRIES AN EXPLORATORY ANALYSIS. In: Proceedings of 25th European Conference on Information Systems (ECIS 2017).
Saarikko T, Westergren UH, Blomquist T (2020) Digital transformation: five recommendations for the digitally conscious firm. Bus Horiz. https://doi.org/10.1016/j.bushor.2020.07.005
Santos RC, Martinho JL (2020) An Industry 4.0 maturity model proposal. J Manuf Technol Manag 31(5):1023–1043
Schilke O, Hu S, Helfat CE (2018) Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, [online] 12(1), pp.390–439. Available at: https://www.oliverschilke.com/fileadmin/pdf/ Schilke_Hu_Helfat._Quo_Vadis_Dynamic_Capabilities.pdf Accessed 7 Dec 2019
Schuh G, Reiner A, Gausemeier J, ten Hompel M, Wahlster W, Eds (2017) Industrie 4.0 maturity index. Managing the digital transformation of companies (acatech STUDY). Herbert Utz Verlag, Munich
Schumacher A, Nemeth T, Sihn W (2019) Roadmapping towards industrial digitalization based on an Industry 4.0 maturity model for manufacturing enterprises. Procedia CIRP 79:409–414
Scott IA, Sullivan C, Staib A (2019) Going digital: a checklist in preparing for hospital-wide electronic medical record implementation and digital transformation. Aust Health Rev 43(3):302
Shahiduzzaman MD (2017) Digital business: towards a value centric maturity model. Part A. PWC chair in digital economy/Queensland University of Technology
Shakina E, Parshakov P, Alsufiev A (2021) Rethinking the corporate digital divide: the complementarity of technologies and the demand for digital skills. Technol Forecast Soc Ch 162:120405. https://doi.org/10.1016/j.techfore.2020.120405
Sinkovics N (2018) Pattern matching in qualitative analysis. In: Cassel C, Cunliffe A, Grandy G (eds) The sage handbook of qualitative business and management research methods. SAGE Publications, Thousand Oaks, pp 468–485
Sjödin DR, Parida V, Leksell M, Petrovic A (2018) Smart factory implementation and process innovation. Res Technol Manag 61(5):22–31
Solarino AM, Aguinis H (2020) Challenges and best-practice recommendations for designing and conducting interviews with elite informants. J Manag Studies. https://doi.org/10.1111/joms.12620
Soluk Jonas, Kammerlander Nadine (2021) Digital transformation in family-owned mittelstand firms: a dynamic capabilities perspective. Eur J Info Syst. https://doi.org/10.1080/0960085x.2020.1857666
Soluk J, Decker-Lange C, Hack A (2023) Small steps for the big hit: a dynamic capabilities perspective on business networks and non-disruptive digital technologies in SMEs. Technol Forecast Soc Ch 191:122490
Sousa MJ, Rocha Á (2019) Skills for disruptive digital business. J Bus Res 94:257–263. https://doi.org/10.1016/j.jbusres.2017.12.051
Stoianova O, Lezina T, Ivanova V (2020) The framework for assessing company’s digital transformation readiness. St Petersburg Univ J Econ Studies 36(2):243–265
Suddaby R, Coraiola D, Harvey C, Foster W (2020) History and the micro-foundations of dynamic capabilities. Strateg Manag J 41(3):530–556
Teece DJ (2007) Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strateg Manag J 28(13):1319–1350
Teece DJ (2014) The foundations of enterprise performance: dynamic and ordinary capabilities in an (economic) theory of firms. Acad Manag Perspect 28(4):328–352
Teece DJ, Pisano G. Shuen A (1997) Dynamic capabilities and strategic management. Strat. Mgmt. J., [online] 18(7), pp.509–533. Available at: https://doi.org/10.1002/(SICI)10970266(199708)18:7<509::AIDSMJ882 >3.0.CO;2Z Accessed 28 Mar 2020
Tekic Z, Koroteev D (2019) From disruptively digital to proudly analog: a holistic typology of digital transformation strategies. Bus Horizons 62(6):683–693
Tilson D, Lyytinen K, Sørensen C (2010) Research commentary—digital infrastructures: the missing is research agenda. Inf Syst Res 21(4):748–759
Torres R, Sidorova A, Jones MC (2018) Enabling firm performance through business intelligence and analytics: a dynamic capabilities perspective. Info Manag 55(7):822–839. https://doi.org/10.1016/j.im.2018.03.010
Tortora D, Chierici R, Farina Briamonte M, Tiscini R (2021) “I digitize so I exist”. Searching for critical capabilities affecting firms’ digital innovation. J Bus Res 129:193–204. https://doi.org/10.1016/j.jbusres.2021.02.048
Tranfield D, Denyer D, Smart P (2003) Towards a methodology for developing evidence-informed management knowledge by means of systematic review. Br J Manag 14(3):207–222
Tronvoll B, Sklyar A, Sörhammar D, Kowalkowski C (2020) Transformational shifts through digital servitization. Ind Market Manag. https://doi.org/10.1016/j.indmarman.2020.02.005
Vaska S, Massaro M, Bagarotto EM, Dal Mas F (2021) The digital transformation of business model innovation: a structured literature review. Front Psychol. https://doi.org/10.3389/fpsyg.2020.539363
Verhoef PC, Broekhuizen T, Bart Y, Bhattacharya A, Dong JQ, Fabian N, Haenlein M (2021) Digital transformation: a multidisciplinary reflection and research agenda. J Bus Res. https://doi.org/10.1016/j.jbusres.2019.09.022
Vial G (2019) Understanding digital transformation: a review and a research agenda. J Strateg Inf Syst 28(2):118–144
Wagire AA, Joshi R, Rathore APS, Jain R (2021) Development of maturity model for assessing the implementation of Industry 4.0: learning from theory and practice. Prod Plan Control 32(8):603–622
Warner KS, Wäger M (2019) Building dynamic capabilities for digital transformation: an ongoing process of strategic renewal. Long Range Plan 52(3):326–349
Weill P, Stephanie W (2015) Thriving in an increasingly digital ecosystem. MIT sloan management review 56 (4). https://sloanreview.mit.edu/article/thriving-in-an-increasingly-digital-ecosystem/
Westerman G, Tannou M, Bonnet D, Ferraris P, McAfee A (2012) The digital advantage: how digital leaders outperform their peers in every industry. MIT Sloan Capgemini Consult 2:2–23
Williams PA, Lovelock B, Cabarrus T, Harvey M (2019) Improving digital hospital transformation: development of an outcomes-based infrastructure maturity assessment framework. JMIR Med Inform 7(1):e12465
Yeow A, Soh C, Hansen R (2018) Aligning with new digital strategy: a dynamic capabilities approach. J Strateg Inf Syst 27(1):43–58
Zaheer H, Breyer Y, Dumay J, Enjeti M (2022) The entrepreneurial journeys of digital start-up founders. Technol Forecast Soc Ch 179:121638. https://doi.org/10.1016/j.techfore.2022.121638
Zangiacomi A, Pessot E, Fornasiero R et al (2019) Moving towards digitalization: a multiple case study in manufacturing. Prod Plan Control 31:143–157. https://doi.org/10.1080/09537287.2019.1631468
Acknowledgements
We would like to thank the following Brazilian agencies for financial support for this research: Coordenação de Aperfeiçoamento de Pessoal de Nível Superior (CAPES) and Conselho Nacional de Desenvolvimento Científico e Tecnológico (CNPq).
Author information
Authors and Affiliations
Corresponding author
Additional information
Publisher's Note
Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.
Supplementary Information
Below is the link to the electronic supplementary material.
Rights and permissions
Springer Nature or its licensor (e.g. a society or other partner) holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.
About this article
Cite this article
Leso, B.H., Cortimiglia, M.N., Ghezzi, A. et al. Exploring digital transformation capability via a blended perspective of dynamic capabilities and digital maturity: a pattern matching approach. Rev Manag Sci 18, 1149–1187 (2024). https://doi.org/10.1007/s11846-023-00692-3
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11846-023-00692-3