Digital Transformation (DT) has become a challenge and opportunity for firms competing in dynamic and volatile markets. Especially small and medium sized enterprises (SMEs) face difficulties within the digitalization process based on their limited resources and capabilities. It is essential to understand which factors influence this process to enable the success of DT in SMEs. However, there is fragmented research on DT in SMEs. To close this gap this paper aims to identify and categorize the influencing factors of DT in SMEs by building on the Attention Based View (ABV). Therefore, a systematic literature review was conducted with a total of 75 papers published from January 2012 to January 2022. 354 factors were identified. With the help of Gioia-Method a taxonomy was created. The main finding of the research is a taxonomy, which consist of three main categories and 17 sub-categories, which organize the factors identified from the sample. The taxonomy answers the calls in research for a comprehensive and tangible picture on the influencing factors of DT in SME independent from disciplines or industries. For practitioners the taxonomy allows to understand and approach what specific factors influence their digital transformation journey and where to put attention.

Introduction: In this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations. Methods: Drawing on mid- and top-level mangers’ experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the “organisational muscle” to repeatedly deliver service innovations indicating an effective management of technology-driven change. Results and Discussion: Taxonomy results show that aggregated dimensions in terms of a digital leader’s personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL’s “long arm” on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.

Wo stehen Leipziger Unternehmen bei der Gestaltung einer innovationsförderlichen Unternehmenskultur? Ist Leipzig hinsichtlich der Innovationsfähigkeit wettbewerbsfähig? Was hat sich mit Corona und weiteren Großereignissen wie dem Ukraine-Krieg verändert? Das sind die zentralen Fragen, die mit der vom Amt für Wirtschaftsförderung der Stadt Leipzig geförderten und gemeinsam mit der Handelshochschule Leipzig (HHL) durchgeführten Studie zur Leipziger Innovationskultur beantwortet werden. Ziel war es, den Status-Quo der Innovationskultur in verschiedenen Branchen der Stadt Leipzig zu untersuchen und darauf aufbauend die wichtigsten Handlungsfelder für die Weiterentwicklung hin zu einer innovationsförderlichen Unternehmenskultur zu identifizieren. Herausgeber: Digital Impact Labs Leipzig GmbH, ein Unternehmen der LF Gruppe und HHL Leipzig Graduate School of Management. Gesamtleitung: Dr. Michael Wächter, Dr. Justine Walter, Prof. Dr. Claudia Lehmann, Silvia Schönstedt,Timo Brunner. Weitere Mitarbeit: Melina Friedrich. Artdirektion: Monique Beauvais. Leipziger Foren Services GmbH, kontakt@digitalimpactdlabs.de

Viele kleine und mittelständische Unternehmen (KMU) befinden sich in einem Transformationsprozess, der die von ihnen angebotenen Dienstleistungen und Produkte genauso verändert wie ihre Geschäftsprozesse und Organisationsstrukturen. Die Wertschöpfung einzelner Unternehmen verändert sich zur Wert Co-Creation innerhalb eines Produktionsnetzwerkes. Hierbei spielt die Generierung sowie der Austausch von Daten über den gesamten Produktlebenszyklus eine Schlüsselrolle. Diese ermöglichen die Zusammenarbeit, um mittels Datenanalysen geeignete Dienstleistungen für Endkunden anzubieten. Zur Realisierung einer umfassenden digitalen Wertschöpfungskette ist ein Umdenken von Unternehmen und deren Mitarbeitenden in vernetzten Dienstleistungssystemen notwendig. Dies ist in vielen Fällen nicht so einfach umsetzbar, da Dienstleistungssysteme und deren Entwicklung durch eine hohe Komplexität gekennzeichnet sind. Der nachstehende Artikel zeigt auf, welchen Herausforderungen und Chancen KMU im Transformationsprozess gegenüberstehen und wie insbesondere der Einbezug der Aspekte digitaler Souveränität dazu beitragen kann, verschiedenste Stakeholder und Ressourcen kollaborativ auf ein gemeinsames Wertversprechen zu bündeln und nutzerzentrierte Dienstleistungssysteme zu entwickeln. Souveränität wird in diesem Kontext als die Eigenschaft verstanden, sich selbstständig über relevante Technologien sowie neue technische Möglichkeiten zu informieren, um darauf aufbauend zwischen mehreren Optionen das passende und nutzenstiftenden Angebot auszuwählen, sodass die Fragen „Was bedeutet Digitalisierung für mein Unternehmen und wie setze ich den strategischen Kurs?“ beantwortet werden können.

This paper focuses on challenges regarding managerial behaviour and productivity in the context of digitalisation. It is neither understood precisely how managerial behaviours transcribe digital strategy into economic success nor how opportunities from digital innovations are transferred into productivity. A systematic literature review (SLR) is applied to acquire an organised overview of the research question “How does managerial behaviour concerning digital innovations change productivity?” The outcomes of this paper are threefold: (1) The research question will be answered by showing several aspects managers can make use of to influence productivity. In this regard knowledge, change management and data-driven behaviours, the creation of collaborative settings, and (customer) co-creative aspects are of particular importance. (2) Executives will be motivated to reflect and calibrate their own practices. (3) The Gutenberg rooted framework of production factors is used to discuss the results and six suggestions are made to transform the model to digital readiness.

Implementation of digital technologies requires financial resources to create value. These resources are more limited in small and medium-sized enterprises (SMEs), and digital use cases or best practices are not well known. Therefore, the purpose of this qualitative study was to investigate how SME managers are adding value and achieving a measurable return on investment (ROI) by using certain digital technologies. The results of this study were derived from 48 in-depth expert interviews conducted within cross-sectoral SMEs in Germany. The findings showed a set of 57 ROIs based on multiple digital use cases. Here, digital solutions either increased revenue through higher sales and new business models or cut operational expenditure (OPEX) and personnel costs. This study’s weighted digital ROI average was 33.77, with a median of 5.29. The results emphasize the need to implement digital solutions, offer robust guidelines to support SMEs with their digitization strategy and help measure the tangible value of digital projects. Moreover, the suggested technologies and added value can be used as benchmarks. As this study examines the impact of digital transformation on SMEs’ business performance, the research is novel, and the presented ROI calculations are original. The findings enrich the literature on entrepreneurial SMEs.

Today, data are increasing in importance for firms trying to create and maintain a competitive advantage. As value creation is highly dependent on this key resource, data, the necessity of re-designing firms’ business models arises. By conducting and analyzing 58 in-depth interviews, we contribute a distinct set of barriers to data-driven business model innovation showing how data-related, technology-related, aversions and regulatory hurdles are the most challenging. Based on six focus groups that discussed these findings, participants identified the necessity for a change in companies’ firm-centered perspectives on business. Hence, we propose a model of data-driven business ecosystems that aims to provide guidance for conducting successful business in a data-driven world.

Dieser Beitrag der Zeitschrift Gruppe. Interaktion. Organisation. (GIO) validiert ein, im BMBF-geförderten Projekt AgilHybrid, identifiziertes Set von Kompetenzen für geschäftsmodellentwickelnde Teams in traditionellen Industrieunternehmen. Unternehmen des Verarbeitenden Gewerbes zeichnen sich klassischerweise durch das Angebot physischer Produkte aus. Der digitale Wandel und veränderte Kundenbedürfnisse zwingen diese Unternehmen zunehmend dazu, hybride Produkt-Service-Systeme zu entwickeln, wodurch spezifische Anforderungen an die Kompetenzen der Belegschaft gestellt werden. Es wird ein erheblicher Kompetenzentwicklungsbedarf diesbezüglich festgestellt. Unternehmen, welche bereits digital vernetzte Geschäftsmodelle (DVGM) am Markt anbieten, unterscheiden sich von jenen, welche dies nicht tun, hinsichtlich der Gestaltung von Rahmenbedingungen zur Innovation, der Ausstattung der Belegschaft mit den relevanten Kompetenzen, der Unternehmensgröße sowie der Anwendung agiler Methoden der Geschäftsmodellentwicklung. Darüber hinaus zeigt dieser Beitrag auf, dass Industrieunternehmen bei der Kompetenzentwicklung ihrer Beschäftigten nur geringfügig auf digitale Methoden setzen und diese auch nur selten favorisieren. Neben der Identifikation der für die erfolgreiche Innovation von Geschäftsmodellen erforderlichen Kompetenzen ist es wesentlich, deren Entwicklung durch geeignete Lehr- und Lernangebote zu fördern. Diese erscheinen dann als geeignet, wenn Kompetenzen im Arbeitskontext oder durch den Austausch mit anderen Lernenden entwickelt werden können.

The emergence of FinTechs, InsurTechs and the ever-increasing regulatory pressure have accelerated insurance companies' need to innovate their business models and to find novel sources of value creation and cost-saving. This study provides a deep insight into various internal and external barriers influencing business model innovation in the German insurance industry. Results of interviews conducted with 23 experts working in established insurance firms operating in Germany showed that internal barriers constitute more of a hindrance than external barriers. This dynamic holds especially true for regulations, as the fear of breaching external regulation fosters the development of even stronger internal rules that fundamentally impede business model innovation.

New work practices in service organizations are perceived as a key factor to overcome external and internal challenges as well as to maintain a competitive position in the market. As academic literature solely addresses individual or fragmented measures of new work practices, literature lacks a holistic assessment for organizations revising their knowledge and updating their competencies in the field of new work. By applying a qualitative research approach the paper addresses how service organizations can acquire further competencies in the field of new work practices. Respectively, the paper identifies a conceptual framework of five dimensions: recruitment, leadership, organizational, requirements and needs as well as location decision. Therefore, the contribution of the paper is twofold. First, the paper contributes to the understanding of how new work practices are constituted and how they can foster the acquisition of knowledge in this field. Second, it introduces a conceptual framework service organizations can use as an assessment basis to revise and update their understanding of work by implementing the five dimensions.