The research project AgilHybrid aims to support SMEs and traditional industrial companies in innovating digital and hybrid business models. The focus of the project lies on needed processes, structures and competences for the successful innovation of digitally networked business models in the era of digital transformation. To this end, an interorganizational learning platform was developed during the project which is examined in this paper. Consisting of two parts named iCourious (being an online course) and iAccelerator (as a business model innovation tool), the platform connects learners from varying organizations. As a practice-oriented contribution, the paper elaborates on how different learners have developed their competences when using the platform. Whereas digital experts improve their skills from a good competence level to a slightly higher level, it is digital beginners that benefit most from learning on the platform.

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

Purpose The organizational digital transformation (ODT) in companies presents small and medium-sized enterprises (SMEs) – who remain at the beginning of this transformation – with the challenge of offering digital services based on sensor technologies. Against this backdrop, the present paper identifies ways SMEs can enable digital servitization through sensor technology and defines the possible scope of the organizational transformation process. Design/methodology/approach Around 21 semi-structured interviews were conducted with experts from different hierarchical levels across the German manufacturing SME ecosystem. Using the Gioia methodology, fields of action were identified by focusing on influencing factors and opportunities for developing these digital services to offer them successfully in the future. Findings The complexity of existing sensor offerings must be mastered, and employees' (data) understanding of the technology has increased. Knowledge gaps, which mainly relate to technical and organizational capabilities, must be overcome. The potential of sensor technology was considered on an individual, technical and organizational level. To enable the successful implementation of service offerings based on sensor technology, all relevant stakeholders in the ecosystem must network to facilitate shared value creation. This requires standardized technical and procedural adaptations and is an essential prerequisite for data mining. Originality/value Based on this study, current problem areas were analyzed, and potentials that create opportunities for offering digital sensor services to manufacturing SMEs were identified. The identified influencing factors form a conceptual framework that supports SMEs' future development of such services in a structured manner.