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Digital Transformation in Small and Medium-Sized Enterprises / 5 Conclusion
Digital Transformation in Small and Medium-Sized Enterprises / 5 Conclusion
Contents
Chapter
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1–18
Titelei/Inhaltsverzeichnis
1–18
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19–47
1 Introduction
19–47
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1.1 Introduction to digital transformation
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1.2 Relevance of small and medium-sized enterprises
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1.3 Background and literature
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1.3.1 Strategy drives digital transformation
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1.3.2 Management control as a success lever throughout digital transformation
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1.3.3 Networks to promote digital transformation
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1.4 Methodologies
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1.4.1 Essays I and II
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1.4.2 Essay III
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1.5 Results and contributions
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1.6 Dissertation structure
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48–78
2 Essay I: Survival in the digital age – a framework for formulating a Digital Transformation Strategy in SME
48–78
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Abstract essay I
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2.1 Introduction
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2.2 Background
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2.2.1 Digital transformation as a key management challenge
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2.2.2 Importance of and core elements constituting a digital transformation strategy
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2.3 Research design, sample, and methods
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2.3.1 Research design
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2.3.2 Sample
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2.3.3 Data sources
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2.3.4 Data analysis
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2.4 Case descriptions
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2.4.1 Carpenter (A)
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2.4.2 Denturist (B)
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2.4.3 Electronics technician (C)
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2.4.4 Electronics technician (D)
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2.4.5 Joiner (E)
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2.4.6 Metalworker (F)
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2.4.7 Tailor (G)
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2.5 Guidelines for formulating an SME’s digital transformation strategy
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2.5.1 Use of technologies dimension
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2.5.2 Changes in value creation dimension
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2.5.3 Organizational changes dimension
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2.5.4 Financial aspects dimension
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2.6 Discussion
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2.7 Conclusion, Contribution, and Limitations
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2.8 Appendix essay I
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79–131
3 Essay II: Options for designing a digital transformation control system
79–131
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Abstract essay II
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3.1 Introduction
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3.2 Theoretical background
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3.2.1 Approaching management control from the SME perspective
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3.2.2 Management control systems as a lever of success in digital transformation?
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3.3 Research design, research methods, and sample characteristics
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3.3.1 Research design
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3.3.2 Sampling approach
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3.3.3 Data sources
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3.3.4 Methods of data analysis
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3.4 Case descriptions
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3.4.1 Electronics technician (H)
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3.4.2 Modeler (I)
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3.4.3 Heating engineer (J)
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3.4.4 Precision mechanic (K)
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3.5 Results: Components of a digital transformation control system
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3.5.1 Cultural controls
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3.5.2 Planning
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3.5.3 Administrative controls
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3.5.4 Performance indicator-based control objects
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3.6 Discussion
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3.7 Contribution, Limitations, and Conclusion
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3.8 Appendix essay II
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132–178
4 Essay III: Guidance in the network jungle—a typology of inter-company innovation networks
132–178
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Abstract essay III
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4.1 Introduction
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4.2 Theoretical background
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4.2.1 SMEs’ benefits from collaboration and network integration
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4.2.2 Formal inter-organizational innovation networks
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4.2.3 Typologies of networks
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4.3 Sample characteristics and methods
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4.3.1 Sample
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4.3.2 Qualitative content analysis
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4.3.3 Quantitative cluster analysis
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4.4 Results: Types of networks
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4.4.1 Avid Persuaders
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4.4.2 Value Chain Drivers
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4.4.3 Collective Facilitators
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4.4.4 Niche Specialists
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4.4.5 Lateral Thinkers
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4.4.6 Transnational Opportunity Seekers
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4.4.7 Financially Resilient Connectors
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4.4.8 Local Trend Sponsors
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4.4.9 Regional Activists
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4.4.10 Associated Industry Supporters
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4.4.11 Dynamic Research Groups
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4.5 Discussion
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4.6 Conclusion, implications, and limitations
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4.7 Appendix essay III
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179–184
5 Conclusion
179–184
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5.1 Summary of research findings and limitations
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5.2 Avenues for further research
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185–201
References
185–201
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Digital Transformation in Small and Medium-Sized Enterprises , page 179 - 184
5 Conclusion
Autoren
Johannes Trenkle
DOI
doi.org/10.5771/9783748922131-179
ISBN print: 978-3-8487-7809-6
ISBN online: 978-3-7489-2213-1
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