Sabine Berghaus

The dynamic proliferation of digital technologies challenges organizations to adapt their business models, products and processes to the new digital reality. The digital transformation of organizations is a disruptive process that decision makers strategically develop and actively carry out. Based on a literature review, qualitative interviews and two focus groups, this study proposes a maturity model that allows a holistic view on the areas affected by digital transformation. The model consists of nine dimensions that consist of a criteria list with 59 indicators. The contribution of this study enables practitioners to assess their activities associated with the digital business transformation and presents further areas of research.

A new generation of mobile IT is driving new thinking and innovation in most areas of organizations and is challenging corporate IT. From a "computing" perspective, this second-generation enterprise mobility (SGEM), such as smartphones and media tablets, enables pervasiveness, much more intuitive computing, and contextual intelligence. This changes what can be done with IT in enterprises and creates new challenges for IT departments. Based on three group interviews and twelve individual interviews including data from 31 corporations, we explore how corporations are responding to SGEM. Based on this data, we derive three opportunities and four challenges. The synthesis of the results reveals that SGEM has changed employee expectations for professional IT and led to fundamental issues concerning the role and objectives of corporate IT departments. The results contribute to a more holistic picture of corporate usage of SGEM and illustrate how the new perception of IT is challenging common practice. An earlier version of this paper has previously been published in the Proceedings of the Nineteenth Americas Conference on Information Systems (Sammer, Brechbühl, & Back, 2013).

The fuzzy front-end describes the random and generally vague initial stages of an innovation project. Since digital transformation can be seen as innovation process of an organization, improving the initial stages can be beneficial for the entire process. This literature review takes the unique perspective of the fuzzy front-end within digital transformation. Characteristics of and challenges in formulating of organizational change strategies are reviewed in three different domains: information systems (IS), management & strategy (MS), and organization science (OS). The results show that within IS, the role of information systems has changed from a process-oriented to a more strategic role and digital technology skills become more important during strategy formulation. Within MS, there is a strong focus on interpreting external signals and reacting to them. In OS, the formulation of a change strategy is seen as a collaborative process between leadership and the workforce. The results from this review should encourage the research on digital transformation to focus to a greater extent on the initial phase of strategy formulation.

Managers and decision makers need to transform their organizational routines and structures to meet the challenges of the digital age. Even though organizational change is by no means a new topic, many companies struggle to recognize and make sense of the often very disruptive changes affecting all industries. In order to foster an understanding of the phenomenon and the development of a digital transformation strategy, this research derives typical stages in a digital business transformation process from empirical data. The nine dimensions of the digital maturity model (DMM) provide a more profound understanding of the relevant levers for managing digital transformation. The DMM was implemented together with a survey of 547 individuals from 417 organizations in Switzerland and Germany. Based on the survey data, we used the Rasch-algorithm and cluster analysis to derive five maturity stages. The findings show that while digital affinity and experimenting with digital technology are already prevalent in companies, a strategically planned transformation and usage of advanced data analytics in business processes are less common. The results from this study yield insights into how activities in digital business transformation are currently tackled and prioritized and thus con-tribute to the body of knowledge about organizational transformation.

With the increasing popularity of wearable technology, companies have been evaluating if wearable devices are relevant to them. In the context of a project in the automotive industry, we set out to assess user requirements for successful application of wearable devices in connection with the vehicle. In order to identify user requirements relevant for our research, we (1) reviewed existing literature to extract requirements already discovered in previous research; (2) we conducted a market analysis in order to gain an overview on functionalities and use cases of current wearable devices; (3) we developed customer journeys as a tool for the focus group and the development of utilization scenarios; (4) we tested our findings in a focus group, and (5) developed five utilization scenarios for in-car use of wearable devices. Results show that key requirements for users are contextual intelligence, making use of sensory input and connectivity, anticipation of user needs, unobtrusiveness, and compatibility with other devices and operating systems.