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- International Journal of Management
Volume 11, Issue 05, May 2020, pp. 22-30. Article ID: IJM_11_05_003
Available online at http://www.iaeme.com/ijm/issues.asp?JType=IJM&VType=11&IType=5
Journal Impact Factor (2020): 10.1471 (Calculated by GISI) www.jifactor.com
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: 10.34218/IJM.11.5.2020.003
© IAEME Publication Scopus Indexed
DRIVERS OF CHANGE: AN EXAMINATION OF
FACTORS THAT PROMPT MANAGERS TO
ENFORCE CHANGES IN BUSINESS
Rammohan Sundaram
Business Administration Department, Westcliff University, Irvine, California, USA
Dr. Jinan Ziade
Business Administration Department, Westcliff University, Irvine, California, USA
Dr. Edwin Quinn
Business Administration Department, Westcliff University Irvine, California, USA
ABSTRACT
In the current era dominated by dynamic changes across all business platforms,
introducing change is the only constant that could help organizations sustain the
increasing pressure of global competitiveness. Digital transformation can be referred
to as the means for inducing acceleration in the business operations, processes, abilities
and business models which strategically and significantly renders a control on the
changes, opportunities, and effect of digital technologies. In actual terms, digital
transformation is the business transformation. It is recognized that digital business
transformations are motivated by technology driven innovation, customer behavior and
demand, and external environmental features like competition. From the perspective of
digital transformation, business management, processes, assets, models and the
operations are interlinked. They are equally contributing and get affected by the
implemented change. Digital business transformation is challenging and affects the
business structures with strategic positioning and each level of business with its
extended supply chain. Business managers need to consistently confront their
businesses to make certain that the changes encourage productivity increase and
considerable competitive advantage whilst conveying outstanding customer experience.
This paper aims to explore and highlight the drivers of change in context of digital
transformation and how digital transformation could bring about a change in the
conventional business structure.
Keywords: Digital transformation, Strategies, Business models, Change, Customer
Satisfaction, Technology.
http://www.iaeme.com/IJM/index.asp 22 editor@iaeme.com
- Drivers of change: An Examination of Factors that prompt managers to enforce changes in business
Cite this Article: Rammohan Sundaram, Dr. Jinan Ziade and Dr. Edwin Quinn, Drivers
of change: An Examination of Factors that prompt managers to enforce changes in
business, International Journal of Management, 11 (5), 2020, pp. 22-30.
http://www.iaeme.com/IJM/issues.asp?JType=IJM&VType=11&IType=5
1. INTRODUCTION
Change management comprises the processes and methods with tools for managing the
individuals to create enhanced personal transformation. In the context of business, introduction
of changes results in adoption and realization of the change required to accomplish the business
goals. Change classically consequences as a response to explicit troubles or opportunities faced
by the organization due to interior or exterior stimulants (Hayes, 2018). Organizational structure
and its components impact the routine performance, strategic decisions and prospective activity
plans of an organization to face the cutthroat confront effectively. The inner and outer
environments of the organization have significant implications in deciding the organization’s
promptness for change and attentiveness (Rothwell et al, 2009). The global business
environment has been highly competitive in the recent times and the dynamicity in the customer
demands makes introduction of change in the traditional business setting the need of the hour.
It is imperative for the organizations to acclimatize with the rising expectations of their
customers and prevailing technological changes in the society to sustain the extremely
competitive business environment (Nambisan et al, 2017).
Digital transformation holds significant importance when surviving the business
competitiveness is taken into consideration. Digital transformation serves as the key enabler
that possesses the ability to bring about a revolution in the uninterrupted strategies of a business.
Transformation induced by digitalization is facilitated by enhancing the status of the company
management and by embracing technological progression. Such transformation results in
desired outcomes that includes increased productivity and attainment of the set goals in business
operations (Ananyin et al, 2018). for Incorporating distinct digital technologies like social,
mobile, analytics/big data and cloud in the business operations helps develop the digital
businesses concentrate aiding in the process of business transformation. Much of the digital
transformation within an organization depends upon the primary steps initiated by the senior
managers in terms of being digital that foster the cultural change and invention. However, at
present companies are not just limited to one time transformation but instead they continuously
strive for further development to remain at par with the digital revolutions taking place globally.
This allows the company to attain the latest levels of competitive edge (Schwertner, 2017).
Digital transformation is believed to impact by inducing a significant change in the business’
organization structure. The structural element of the Digital Transformation Framework deals
with the transformation venture. Moreover, it requires the management to determine that the
novel digitally enabled operations require to be incorporated with present structures or require
placement as autonomous entities which are isolated from the company’s centralized business
(Hess et al, 2016).
Business agility is referred to as the capability of the business organization to quickly
respond to changes by acclimatizing its primary stable settings (Hugos, 2009). It is recognized
that in order to create business agility, the management is required to understand the criticality
of sensing and responding to information management strategies that aid in the execution of
adaptive business strategies (Heisterberg & Verma, 2014). The study by Solis et al., (2014)
identified customers and employee behavior with preferences, increasing competitive demands
and emerging markets as the major drivers for change through digital transformation and has
displayed impacts on operational efficiency, customer satisfaction, market edge, company’s
performance, innovation and digital value of the organization. Studies have highlighted that
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managers of successful firms should adopt digital transformation strategy, however, no research
has been able to examine the factors that drive a manager to enforce change in the business
model and adopt digital transformation strategy. The current study addresses the gap by
conducting a review of literature and determines the aspects that stimulate management to
impose required change in the business.
2. AIMS AND OBJECTIVES
The primary objective of this review paper is also to explore and highlight the drivers of change
by examining the aspects that stimulate the business management to impose the required
changes in the business. The specific objectives of this study are as follows:
• To study the factors that influence the adoption of digital transformation strategies.
• To measure the profitability and new revenue growth after the implementation of digital
transformation.
• To evaluate the various areas that have been transformed due to digitalization.
• To analyze the innovation in business models with digital transformation.
3. LITERATURE REVIEW
The recent era has been the era of global digitalization, however the introduction of digital
products, services, and means dates back to the 1990s and 2000s (Cutaia, 2019). It is until the
last few years that digital wave has gained immense popularity. The time frame between 2000
to 2015 marked the emergence of smart devices and social media platforms, that ushered in a
substantial change in the ways customers conversed with businesses, and also the anticipations
customers had pertaining to reaction times and multiple channel accessibility. The changes
made business organizations realise the scope of digital platforms in facilitating establish
connection with customers personally, and frequently on a real time basis (Schallmo &
Williams, 2018).
3.1. Adopting Digital Transformation
Fitzgerald et al. (2014) documented in the study that a company can enjoy several benefits by
adopting digital transformation such as streamlining of operations, better customer experience
and engagement and innovation in the business model. Though several benefits are associated
with the digital transformation, still firms are not able to implement them because of several
constraints such as manager do not feel the sense of urgency or company has funds constraints.
Leadership qualities, culture, limited IT system, unclear role, and lack of vision are other
hurdles a company faces and manager is not able to drive transformation with technology.
Nwankpa and Roumani (2016) indicated the dominance of digital technologies in the global
economy. After applying resource-based review, the study reported that digital transformation
mediates the relation between IT capabilities and organization performance. Also, digital
transformation plays a major role in encouraging innovation and innovation is reaffirmed to
have positive influence on the overall performance. Similar view was presented by Yoo et al
(2012), that the changes in the nature of innovation methods are induced by the open and
flexible affordances of persistent digital technology. It is acknowledged that innovation with
digital technology has led to the evolution of the digital platform as the key center to innovation.
Innovation-driven digital platforms enable the organizations to innovate new products and
services.
With continuous advent of new digital practices or objects in the well-known industry
structures, traditional firms increasingly face harsh pressure to retort. Tornjanski et al., (2015)
analyzed the digital disruption in the banking sector and further explained disruption as an
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- Drivers of change: An Examination of Factors that prompt managers to enforce changes in business
element of digital transformation that has extraordinary implications in changing businesses
globally. Much of the effects are realized by building novel opportunities and simultaneously
disrupting the lasting business models, whilst accelerating new challenges. For survival in the
era of digital disruption, agile framework is suitable. Dahlström et al., (2017) opined that bold
and firmly incorporated digital strategies happen to be the major distinguishing aspect amid
companies that leads and those who fall behind.
The study by Perkin & Abraham, (2017) projected the need for the management people
with revolutionary ideas to be capable of communicating the digital strategies so as to ensure
utilization of the implemented strategies to their full potential. Being socially adept is a
necessity as communication goes two ways and digital transformation leaders need to
understand people better than others. Socially adept leaders are more favorable towards
acclimatization with a diverse set of audiences that are vital for huge corporations.
Christoffels (2019) mentioned digital transformation to be a dynamic process that is under
continuous development to implement new and innovative business tactics with technological
and organizational attributes. Digital determination facilitates an organization to stand out
within a crowd and also allows to stay ahead by incorporating bold digital strategy. Under the
same light, Liu, Chen and Chou (2011) explored the resource fit component for implementing
digital transformation. The study highlighted that transformation is a challenging process but
preparedness and awareness along with knowledge about the firms resources and capabilities
is necessary to sustain success. Furthermore, analysis of the demand through resource fit
approach is required to reach the set vision.
3.2. Digital capabilities and Dimensions of digital business transformation:
Sandberg (2014) reviewed digital capability as a compilation of practices for strategizing the
digital assets to construct a differential value. The digital revolution in the existing products
and services, have necessitated the presence of digital capability among the suppliers existing
in the technology-oriented businesses. However, if not held adequately digital capability
diminishes over time. Hence, organizations determined to expand or preserve their digital
capability should employ measures that ensure continuous development of the capability
producing processes. Some of the notable one may include upgradation of the accessible assets
to avert downgrading of digital capability because of technical incongruity and undesirable
impacts on competencies.
Westerman et al, (2012) has mentioned the swift and progressive growth of innovative and
novel digital technologies like social media, mobile and analytics on the economic background.
These innovations have been utilized equally by the consumers and the employees on a large
scale. Businesses that developed maturely considering the digital intensity dimension have
appeared to be better at driving revenue through their existing assets. Digital intensity assists
businesses to achieve and administer more volume with their existing physical capacity.
Matt et al (2015) in their study proposed the four dimensions of digital transformation
strategies that holds true irrespective of the industry or business. The four dimensions are
namely, use of technologies, changes in value creation, structural changes, and financial
aspects. The use of technologies concentrates on the business’ outlook for new technologies
and the competence to utilize the same. Thus, it holds the strategic role of IT for the business
and the futuristic technological aspiration. Considering the business perspective, the use of new
technologies frequently entails changes in value creation allowing to perceive the effect of
digital transformation strategies on the business’ value chains, i.e. to what extent the new digital
actions diverge from the conventional – sometimes yet analog – core business. With diverse
technologies in utilization and distinct sorts of value creation, structural changes are frequently
required to present a sufficient foundation for the new operations. Structural changes
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incorporate distinctions in the business setup, particularly regarding the positioning of new
digital activities in the corporate structures. Among the four dimensions, the last one or the
financial aspects poses to be the most critical one owing to the fact that only when financial
aspects are considered that amendment of the previous three dimensions could be achieved.
Financial aspects are the driver and the bounding force of the digital transformation process.
3.3. Understanding and outlining the transformed areas
Rogers (2016) stated that the digital transformation driving factors encompases three distinct
but connected areas, namely, e-business processes, IT applications, and the willingness of
customers and suppliers. While digital technologies are commonly the focus for transforming
e-business, it is essential to realise that the systems do not work in isolation, and require
balancing business processes across the value chain for attainment of the highest benefits. It
also emphasizes on achieving operational excellence and subsequent financial gains which
requires managers to assess the processes in-line with e-business transformation, whilst
educating and encouraging the suppliers, customers, and involvement of internal elements.
In context of e-transformation Gloor (2012) mentioned the different challenges that the
businesses face to identify opportunities, and to justify the e-business ventures. Overcoming
the challenges could be eased out by considering the areas of business for the digital initiative
that needs attention and additional resources. The digital transformation strategies offers the
quantitative determinants for transformational changes, and also recognizes the areas that
digital technologies can affect or change. Digital transformation driven changes can be realised
at three different levels- person, business and community (Fitzgerald et al, 2013).
Tolboom (2016) explained that firms that efficiently handle digital technology anticipate
gaining advantage by rendering an influence on the three major impact areas that are better
customer experiences and engagement, smooth operations and innovative lines of business or
business models. The effects of digital transformation have been identified in various areas.
The segment of products and services has changed due to personalization and specified
accessible products with use of digitalization. The customer segmentation area has experienced
drastic positive effects owing to the appropriate mapping of the needs and behavior of the
customers. Besides this the interaction with customers is enhanced due to awareness and
effective marketing. The effects are encountered in the areas of revenue models, internal
operation, resources with costs and partnerships with involved people.
3.4. Business models and strategic shift towards digital transformation
As examined by Burkhardt (2011), a business model is an integral part of the business strategy
that is meant for equalizing the same. The word “business model” evolved as a catchphrase in
business terms and practice-oriented research that primarily deals with the paradigm shift from
conventional business practices to electronic business in the course of entering the era of
“Digital Economy”. Digital economy created the landscape for increased competition thereby
exposing the organization's to dynamic and innovative challenges.
Prem (2015) highlighted the potential of digitalization to introduce vital changes in the
various economic features, specifically business models. Kotarba (2018) mentioned that
beneath the idea of digital transformation (DT), an improved business model canvas concept
(BMC) can be employed. A BMC could help draw a comparison in terms of the changes that
are introduced in the business before and after the digital transformation. A complete idea of
the before and after effects of digital transformation could help in the amendments of the
business models. Much of the amendments is however believed to result from evolution of few
prior concepts, social/user approval for prior concepts, creating economies of scale or the snow-
ball effect, and disruptive and penetrating innovations. In all scenarios, the appearance of
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- Drivers of change: An Examination of Factors that prompt managers to enforce changes in business
different business and network platforms performs as the catalyst for the development of new
elements within the morphology of business models. The BMC has been adopted to reflect the
DT of the business model of an organization, supporting the primary goal.
Based upon the transition theory, Gorissen et al (2016) presented the transformative
business model innovation approach that supports more fundamental and structural changes in
the business model compared to constant adjustments to achieve suboptimal results. Research
findings have suggested that digitalization, stimulated by application of different digital
technologies, enables business model innovation. Consequently, this leads to changes in the
value creation, value delivery and value capture constituents, which in turn enable sustainable
business benefits (Parida et al, 2019).
3.5. Digital transformation driven acceleration
Acknowledging the growing intrusion of digital based technologies such as social, mobile,
analytics and cloud computing in every sector of business, Horlach et al (2016) highlighted the
need for the businesses to root for digital innovation to enhance their existing business models.
Many organizations do not opt for digital transformation due to the fear of its repercussions
such as losing control over the customer association, augmented competition and entailing the
risk of commoditization and standardization. However, the rapidly accelerating technology
change and rampant growth of novel digital solutions have pressurized organizations to comply
with the process of digital transformation. The varying choices and expectations of the
customers further add on to the pressure. Due to acceleration of Wajcman (2015) identified
technology as the key driving force for acceleration. The digital acceleration is visualized in
different forms such as technological acceleration, social acceleration and the acceleration in
the pace of life. Technological acceleration involves communication and production, while
acceleration of social change and pace of life is reviewed in terms of institutional stability and
prevailing cultural acceleration respectively.
4. FINDINGS AND DISCUSSION
Digital transformation has managed to grab the eyeball of the business researchers globally.
Considering the rampant growth of the digital sector that has contributed to increased business
competitiveness, business managers have indeed realised the significance of digital
transformation to ensure sustainability of the organization. Mangers should consider digital
transformation as it is linked with innovation and IT system which ensures organizational
success. However, managers do not incorporate digital transformations as they do not recognize
sense of urgency, and culture, finance and lack of vision add further constraints. Transforming
is a difficult process but preparedness, and awareness along with knowledge can sustain success
and help achieve the vision. If digital technologies complications are maintained adequately,
then it might diminish over time. If business is developed maturely, then firm can drive revenue
through existing assets. Integrating IT and digital technology creates value in business. With
diverse technology, structural changes are required on continuous basis. To undertake structural
change, financial aspect is the most critical factor as it drives the transformation process and
value creation.
Digital transformation commonly focuses on e-business and requires balancing with other
areas such as suppliers, customers, IT as it cannot work in isolation. It emphasizes achieving
change at different levels such as better customer experience, smooth operations and innovation
in the business models. The customer segment has presented a positive attitude towards the
digital transformation, and increased product awareness at the same time. The effects can be
encountered in the business model that is paradigm shift from conventional model to electronic
business. Social approval, economies of scale, snow-ball effect and penetrating innovation act
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as a catalyst for developing a new business model. Structural or conceptual change of the model
results in value creation, value delivery and sustaining business benefits.
5. CONCLUSION AND RECOMMENDATIONS
It can be concluded that digital transformation motivates the businesses to select the precise
technology and assist in discovering the non-performing assets that might require a
replacement or renewal. This can be either in the manner in which individuals are working and
collaborating, the mode through which business procedures are performed in and across
organizational peripheries, or the method by which a company comprehends and works for the
customers. Every way digital technology offers multiple opportunities for enhancement to the
businesses and managers. The quick followers with operational excellence and better-quality
organizational strength have their leading edge.
Considering various business domains and the private segment, digitalization has evolved
as a very big trend where conventional products are substituted by digital complements or at
minimum furnished with innovative digital attributes hence implementing these multifaceted
changes in the organization has its own set of obstacles. The managers should ensure that the
course of digital transformation is streamlined and is performed in phases with the deployment
of concrete strategy.
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