Digitisation is among the macro-trends that significantly influence the business world in the twenty-first century. Firms striving to succeed in this environment must develop new strategic approaches. The accelerating development of information technology (IT) drives digitisation. Therefore, IT and business strategies must be integrated. In this context, the information systems literature promotes the concept of digital business strategies (DBSs), reflecting a fusion between IT and business strategies. However, knowledge of the types and characteristics of such DBSs is currently scarce. Therefore, we developed a conceptually and empirically grounded typology of DBS based on the well-known business strategy classification by Miles and Snow (1978). Using a dataset comprising 192 firms worldwide, we conducted a cluster analysis, identified basic types of DBS, and evaluated their effects on firm performance. Moreover, we identified four types of DBS: non-digital reactor, analyser, digital opportunist, and digital producer. The study contributes to a better understanding of new business strategy concepts in the digitisation context.

Digital transformation (DT) in Higher Education Institutions (HEIs) affects the learning environment with digitally-enhanced teaching methods, student assistance, and administration processes. HEIs develop strategies to exploit the chances offered by DT. Our study investigates the connection between the strategic work of HEIs on DT and how students perceive the results of this work in their daily studies. We applied a case study design on a Swedish HEI to gather our results. Results show that students are somewhat positive about the strategic work but still perceive digitalization as a barrier to collaborating with peers and lecturers. Our research contributes to knowing if the time and effort spent on an HEI’s DT impact the student stakeholder group. By bringing forth ways of improvement, we generate new knowledge about DT processes in HEIs. Thus, we inspire educators and administrators in this industry by putting forward lessons learned and improvements.

Så kan klimatomställning, hållbarhet och innovativ teknik öka publika arenors intäkter:

Exponentiell teknikutveckling, krav på konkreta och verksamma klimatåtgärder och en hållbar mänsklig livsstil, förändrar förutsättningar för hur besöksberoende verksamheter drivs och utvecklas. Behovet av att anpassa och förnya en arenas upplevelser samt var och hur dessa kan konsumeras, sker i snabb takt.  I en sextio sidor lång Framtidsstudie tecknas förutsättningarna för den publika arenans utveckling och digitala affärsmöjligheter. Dels som skådebana för upplevelser på plats, dels som virtuell estrad där inget är omöjligt eller avstånd inte har någon betydelse. Studien är framtagen av företaget AAKERMOUNT i samverkan med Universitetslektor Sven Packmohr vid Malmö Universitet och innehåller omvärldsbeskrivning, genomförande processer, en fallstudie med tillhörande framtids-scenarier, samt slutsatser och åtgärdsförslag.

För information eller beställning av studie; kontakta Anders Åkerberg på AAKERMOUNT; anders@aakermount.com För ytterligare information kontakta Sven Packmohr på Malmö Universitet; sven.packmohr@mau.se

Humanity is faced with another revolution now: “Industry 4.0”. In addition to economic elements, other dimensions of societal structures are also fundamentally reorganized by this novel revolution. As a natural consequence of this development, digital transformation became a substantial issue for business organizations, the crucial players of the economy in society. Several studies have investigated the antecedents, processes, and consequences associated with digitalization in organizations. However, the overwhelming majority of these studies discussed the issue from the perspective of white-collar employees, who are the decision-makers or decision developers. Thus, it could be suggested that there is a significant gap in digitalization literature about the views of blue-collar employees, who are bound by the consequences of the decisions by the white collars. Therefore, the current study aims to emphasize the “non-tackled” conditions of blue-collar workers during organizational digital transformation. Furthermore, only a few studies solidified (or warranted) their claims with a theoretical approach. Thus, the present study also aims to discuss whether the textures of Scandinavian Institutionalism and digital transformation are consistent to test Scandinavian Institutionalism as an alternative theoretical foundation for future studies that will search for an adequate theory to understand this phenomenon better. Finally, the current study also aims to recommend certain research avenues to combine the digital transformation of blue-collar employees and Scandinavian Institutionalism.

The German engineering sector is one of the most prominent industries in Germany in terms of revenues, the number of employees, and reputation for the “Made in Germany” brand. In this industry, digital transformation (DT) has become a significant trend. DT is more than optimizing internal processes by digital means. It entails the offer of digital services and products and the enhancement of customer experience. Complex barriers need to be overcome to drive this transformation forward. Therefore, our study analysis the organizational barriers to DT within the German engineering industry. We follow a quantitative approach to gain insight on organizational barriers by a comparison of digitalized and less digitalized enterprises and their DTs. Our research demonstrates that digitalized enterprises perceive lower degrees of certain barriers in leadership, culture, employees, and skills, which are essential parts in a socio-technical view. However, there are still barriers that digitalized enterprises are struggling with.

The COVID-19 pandemic forced a transition to digital teaching in higher education institutions (HEIs) as it was the only safe method for higher education (HE) teaching during the pandemic. However, this crisis emphasized the barriers students face worldwide. For digital HE teaching to survive in the future, these barriers should be overcome. The present paper aimed to systematically identify these barriers and present recommendations to overcome them. For this purpose, a quantitative survey (n = 369) was conducted with students in three countries, and qualitative student statements were analyzed. Possible countermeasures for corresponding barriers are described, and related stakeholders are identified. Thus, the study provided an overview of recommendations for stakeholders to overcome the barriers. The recommendations to resolve most barriers entail offering hybrid formats, adjusting lecture design, and ensuring proper communication.

During the COVID-19 pandemic, the rapid transition to digital teaching enabled higher education institutions (HEIs) to continue teaching. The strict execution exposed barriers that both teachers and students have faced towards digital higher education teaching around the world. In this paper, the barriers from both perspectives are identified and systematically processed. For this purpose, a quantitative survey of 396 students from HEIs in Sweden, Türkiye, and Germany was conducted. The students' barriers were identified and assigned to categories based on teachers' barrier categories, which were analyzed in a pre-study by conducting a literature review. The teachers' barrier categories could be confirmed by the students' survey. However, within the subcategories, the two perspectives differ. All categories and subcategories are described in detail so that this contribution offers an overview of barriers that have to be overcome if digital higher education teaching will be followed in the future. © 2022 Gesellschaft fur Informatik (GI). All rights reserved.

Higher education institutions (HEIs) are facing significant progress in their digitalization. Covid-19 is an external affordance in which digitalization helps to secure social distance. Internal affordances are requirements to enhance the students’ learning experience. We analyze students’ attitudes toward the digitalization of their HEI based on empirical data from two groups of students within the same study program during the pandemic. Before the pandemic, the first group started on-campus and was forced into online teaching. The second group started online. Our results show that students, to a high degree, perceive harm in their learning success. At the same time, they have trust in the HEI’s data handling. Generally, the group, which started online, shows a slightly higher negative perception. The differences between the two groups show a low to medium degree. Our work contributes to clarifying the impact of having to start studies online, which seems to be minor.

Developments within digital technology are redefining how spectators will experience sport in the future. Combined with current crises, it creates new demands on how sports arenas can generate visitors to their events. An alternative can be virtual arenas. Therefore, this study aimed to understand the visitor’s expectations of a virtual arena and identify key factors that affected potential spectators’ intentions to visit a virtual arena. This qualitative study collected empirical data through focus groups. The Unified Theory of Acceptance and Use of Technology 2 (UTAUT 2) was used as a theoretical foundation for the analysis. This study results in an enhanced hypothetical model arguing for additional elements affecting a spectator’s intention to visit a virtual arena. Our research contributes to helping shape future research on and practical implementation of virtual arenas.

Digital Transformation is one of the megatrends to re-shape industries, non-profit sectors, higher education, and even societies. Digital technologies merge with physical production processes provoking changes in value creation processes. These changes may lead to positive effects such as more effectiveness, revised business models, and closer customer contact. However, there are also negative effects hindering the digital transformation journey. As many firms still struggle, it is essential to understand the barriers which slow down or even stop a digital transformation. Based on qualitative data from 525 respondents working in different sectors, we reevaluate and extend an existing model by using a triangulation approach. The result is a holistic socio-technical model of the barriers to digital transformation consisting of seven distinct dimensions. The model can serve as input for future research instruments. Firms can use it to reflect barriers in their digital transformation.