Digital transformation of incumbent pipeline firms through platformization: An inductive study based on the m-TISM approach
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juin 2024
- ISIDORE Id: 10670/1.2f844b...
- hal: hal-04626605
- doi: 10.1080/10864415.2024.2332047
HALSHS : archive ouverte en Sciences de l’Homme et de la Société - notices sans texte intégral
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info:eu-repo/semantics/altIdentifier/doi/10.1080/10864415.2024.2332047
Mots-clés
Digital platformization Digital transformation Modified total interpretive structural modelling Pipeline firms E-businessSujets proches
eBusiness E-business Cybercommerce Internet retailing E-tailing eCommerce Electronic business E-commerce Online commerce Internet commerce Web retailing Pattern Model Businesses Firms Companies Enterprises Business organizations Organizations, BusinessCiter ce document
D. Sharma et al., « Digital transformation of incumbent pipeline firms through platformization: An inductive study based on the m-TISM approach », HALSHS : archive ouverte en Sciences de l’Homme et de la Société - notices sans texte intégral, ID : 10.1080/10864415.2024.2332047
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Résumé
Advancements in digital technology necessitate a shift from traditional linear buyer-supplier value chains to a network-centric approach facilitated by digital platforms. Despite digital platforms being a dominant model for transformation, limited research has explored the enablers for incumbent pipeline firms to embrace platformization. To address this gap, this study reviews existing literature on digital transformation, identifying nine enablers for digital platformization: changing client behaviour, IT capabilities development, structural efficiencies, disruptive competitive forces, scope advantages, economic triggers, disruptive third-party technology, creation of autonomous corporate structures, and regulatory compliance. Case studies of platformization in diverse industries are analysed using the modified total interpretive structural modelling (m-TISM) approach, resulting in a hierarchical model with five levels. This model delineates interrelationships among trigger events, external enablers, internal organizational enablers, process enablers, and outcome drivers. Furthermore, the study highlights that the creation and extraction of value from digital platforms are operationalized through e-business strategies, contributing insights to e-business literature by discussing the implications of these enablers on dimensions such as commerce, collaboration, communication, connection, and computing.
