| 1. |
- Ekman, Peter, 1969-, et al.
(author)
-
Digital transformation of global business processes : the role of dual embeddedness
- 2020
-
In: Business Process Management Journal. - 1463-7154 .- 1758-4116. ; 26:2, s. 570-592
-
Journal article (peer-reviewed)abstract
- PurposeWhile much existing research on multinational corporation (MNC) digital transformation has followed a linear design and implementation logic using cross-sectional data, the multiple and divergent needs of headquarters (HQ) and subsidiaries suggest that MNC digital transformation actually involves a more iterative journey. The purpose of this paper is to apply the theoretical perspective of embeddedness to better define the complexities of MNC digital transformation, and identify how HQ and subsidiaries can navigate the complexities.Design/methodology/approachThis paper presents a longitudinal multi-case study of five Forbes Global 2000 firms that are HQ in Europe with large subsidiaries in the USA. The authors conducted in-depth interviews with 26 senior executives at HQ and subsidiaries over a 15-month period.FindingsThe process of digital transformation is significantly influenced by internal embeddedness (relationship of HQ with subsidiaries and across subsidiaries) and external embeddedness (relationship of subsidiaries with their local markets), and also by strategy, financial and technology considerations. While HQ and subsidiaries have different perspectives, an understanding of these influences can help HQ and subsidiaries navigate digital transformation.Research limitations/implicationsHQ and subsidiaries can apply insights from this research to navigate the complexities of digital transformation.Originality/valueThis paper demonstrates that embeddedness is a useful theory to understand the complexities of MNC digital transformation.
|
|
| 2. |
- Erixon, Cecilia, et al.
(author)
-
Understanding information system outsourcing in the digital transformation era : the business-relationship triad view
- 2021. - 1
-
In: Management and Information Technology after Digital Transformation. - Abingdon, Oxon : Routledge. - 9780367612764 ; , s. 217-227
-
Book chapter (peer-reviewed)abstract
- This chapter focuses on the management of information system (IS) outsourcing in the digital transformation era, by focusing on the IS provider as an essential third party in the firm’s business relationships. The chapter proposes an analytical framework to analyse the IS provider in the context of business, by considering the situation as a business relationship triad, and suggests a new perspective on the challenges related to strategic decisions about IS outsourcing. The proposed framework relates the degree of internal cohesiveness of the triad to whether it acts as an entity, in order to outline four triad types, each imposing different managerial challenges for IS outsourcing. Managing IS outsourcing through a business-relationship triad lens allows the firm’s IS strategy and IS outsourcing decisions to be more contextually situated and, hence, better adapted.
|
|
| 4. |
- Gunnarsson, Pierre Erik, 1964-
(author)
-
Ancillary actor relations : The case of EU’s leading defence primes
- 2022
-
Doctoral thesis (other academic/artistic)abstract
- This longitudinal research project in industrial marketing seeks to understand ancillary actors, specifically what they are, their characteristics, relations and impact on focal relations based on the empirical case of the cross-border relations of EU’s largest defence equipment producing firms (called “primes”). Ancillary actors are approached on four arenas: i) the political setting for EU defence equipment production, ii) the “primes” business relations, e.g. their market, iii) an issue community for setting up a single EU defence company and iv) a collaborative project, the Eurofighter.Ten analytical propositions with potentially common attributes for ancillary actors are that ancillary actors 1) have a role flexibility, where they may simultaneously act within a business and political setting assuming supportive, coercive, adaptive and influential roles, 2) emerge from focal actors’ legitimacy and commitments, 3) help to support, organise or mitigate collaboration between business and political actors, 4) create, facilitate and support cross-border political and business ties on political and protected markets that help to overcome market impediments, 5) may project actor strategies into other markets and settings, 6) may balance political actors’ control, transfer of knowledge and work share distribution, 7) are often more lasting than business actors and political actors, bridging time, 8) may seek to expand and move into the focal relation, 9) need to be transparent, which risks hampering efficiency and 10) risk being inefficient and ineffective. Empirical observations are that after more than half a century of political integration, EU has established legitimate ancillary actors for defence equipment. New protectionism and disintegration however risk being underestimated in this setting. Although the EU defence equipment market is frequently characterised as fragmented, EU defence business actors are intertwined by stable cross-border relations since decades, where primes may project influence of states into foreign markets. Ancillary actors for EU defence equipment have been criticised for being costly and ineffective, yet they promote common values, standardisation and knowledge sharing. Within ancillary actors, there are however risks, such as bleeding through, knowledge tapping and lack of innovativeness. Ancillary actors may foster integration and permanent bodies, in business as well as politics.
|
|
