Unpacking Digital Transformation: Identifying key enablers, transition stages and digital archetypes

Abstract

This study aims to identify recurring Digital Transformation (DT) archetypes within firms and explore the capabilities and values associated with each archetype. Underpinned by the Resource-Based View (RBV) and Socio-Technical Systems (STS) theory, the study provides a framework explicating the enabling factors, their characteristics, interdependencies, operational capabilities, and resultant value creation within the context of digitalizing firm operations. Employing a deductive-inductive approach, an exhaustive literature review combined with an in-depth, multiple case study analysis of sixteen firms provides rich insights into the digital transformation journey. Findings reveal technology, data, human capital, processes, and organization structure as key enablers alongside their critical, complementary roles for transformation. Cross-case analysis identified instances of the DT framework, uncovering three archetypes: process efficiency, responsiveness, and strategic agility. Each archetype exhibits distinct socio-technical enabler configurations and improvements to business processes, resulting in unique operational capabilities and value generation. This research provides actionable guidance for managers in leveraging socio-technical enablers to achieve successful digital transformation. It underscores the need for tailored strategies, recognizing that a one-size-fits-all approach is inadequate. Managers must strategically select desired values and develop the necessary socio-technical system components, processes, and operational capabilities to attain them. OriginalityThis study develops digital archetypes of firm operations linking sociotechnical components, operational capabilities, and goals of firm operations. To the best of our knowledge, no prior research has developed such digital archetypes.