Global technology trends like big data, the Internet of Things, and the rise of artificial intelligence are making firms' ability to change and adapts its organizations' structure, architecture, and people as crucial as its competitive strategy. In this day and age, firms, therefore, need to embrace the digital transformation journey to become a top performer in the digital economy.
The strategic design program line encompasses four broad interrelated theme’s that focus on IT business value using organizational capabilities, innovation and enterprise architecture. These are: IT innovation and digital transformation, business/IT alignment and IT business value, enterprise architecture management and organizational- and dynamic capabilities.
IT innovation and digital transformation
A key driver of digital transformation and organizational growth in the 21st century is data driven innovation whereby data analytics unlocks the multiple facets of ‘big data’ in different types and forms of organizations. The outcome of ongoing digitalization and the emergence of new business models impact many operational aspects of organizations.
- Data-driven innovation;
- Work and organizing in the digital age;
- Business models;
- Socio-technical innovation.
Business/IT alignment and IT Business value
This line of research covers several aspects of the challenging problem to continuously align IT solutions with strategies, goals and needs of organizations, cross-organizational value networks and society, and in doing so, to create value for – and in collaboration with- stakeholders.
- Co-evolutionary Information Systems Alignment;
- Added value of public block chain systems and the conditions under which this added value can be achieved;
- Cross-organizational value networks.
Enterprise architecture management
Many scholars regard Enterprise Architecture (EA) to be a blueprint of the organization that describes both the current and desirable future states of firms’ IS and business processes and provides a roadmap to achieve this.
- EA artefacts for digital transformation;
- EAM for business value.
Organizational- and dynamic capabilities
A question of central importance for researchers and practitioners is how IT can help modern firms survive and thrive in the turbulent economic environment. The Dynamic Capabilities View (DCV) has emerged as an influential theoretical and management framework in modern IS research. We use this framework to investigate how firms can measure their proficiency in exploiting IS/IT assets, competences, and capabilities.
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- Folkerts, C.J.
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- C. Tesselhof
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- Arnoldi, E., Bosua, R., & Ch’ng, H. Y. (2018). “Coworking and an Outer-urban community: What can we learn from a grassroots community coworking hub?”. RMIT Publication.
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- Mikalef, P., Wetering, R. van de, Krogstie, J. (2019). From Big Data Analytics to Dynamic Capabilities: The Effect of Organizational Inertia. Accepted for publication in the Proceedings of the Pacific Asia Conference on Information Systems (PACIS 2019), 8-12 July, Xi’an, China.
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