Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process
Autor(a) principal: | |
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Data de Publicação: | 2022 |
Tipo de documento: | Tese |
Idioma: | eng |
Título da fonte: | Repositório Institucional do FGV (FGV Repositório Digital) |
Texto Completo: | https://hdl.handle.net/10438/33011 |
Resumo: | This doctoral dissertation aims to understand how incumbent firms reconfigure their operational resources and capabilities through digital transformation (DT). We suggest integrating operations strategy (OS) and resource orchestration (RO) to analyze this process. We applied a multiple case study with six incumbent Brazilian firms currently going through or have completed the DT. Regarding the theoretical framework, we first discovered how incumbent firms develop operational capabilities (OCs) through the DT process and found a pattern in the OCs developed (e. g., customization and cooperation). This pattern of OCs developed is intermediate by the phases of the DT process (e. g., digitization, digitalization, or DT). Second, these firms use customization and cooperation to achieve superior operational performance (OP) outputs such as speed and flexibility. These findings show coherence and mediation regarding the DT phase, OCs and OP developed by the incumbent firms. From a practical point of view, we make some recommendations for incumbent firms’ managers aspiring to engage the DT. First, they should diagnose what the DT phase of their firms is. Second, what resources and OCs are necessary for this phase? These combined actions will guide them to develop their DT process with efficacy and efficiency, considering the idiosyncrasies of their markets. |
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Repositório Institucional do FGV (FGV Repositório Digital) |
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Féres, Wandick LeãoEscolasAlmundi, Gabriela ScurScarpin, Marcia Regina SantiagoPrimo, Marcos André MendesPaiva, Ely LaureanoSantos, Juliana Bonomi2022-12-23T13:56:50Z2022-12-23T13:56:50Z2022-11-08https://hdl.handle.net/10438/33011This doctoral dissertation aims to understand how incumbent firms reconfigure their operational resources and capabilities through digital transformation (DT). We suggest integrating operations strategy (OS) and resource orchestration (RO) to analyze this process. We applied a multiple case study with six incumbent Brazilian firms currently going through or have completed the DT. Regarding the theoretical framework, we first discovered how incumbent firms develop operational capabilities (OCs) through the DT process and found a pattern in the OCs developed (e. g., customization and cooperation). This pattern of OCs developed is intermediate by the phases of the DT process (e. g., digitization, digitalization, or DT). Second, these firms use customization and cooperation to achieve superior operational performance (OP) outputs such as speed and flexibility. These findings show coherence and mediation regarding the DT phase, OCs and OP developed by the incumbent firms. From a practical point of view, we make some recommendations for incumbent firms’ managers aspiring to engage the DT. First, they should diagnose what the DT phase of their firms is. Second, what resources and OCs are necessary for this phase? These combined actions will guide them to develop their DT process with efficacy and efficiency, considering the idiosyncrasies of their markets.O objetivo desta tese de doutorado é compreender como as empresas tradicionais reconfiguram seus recursos e competências operacionais durante o processo de transformação digital (TD). Para analisar esse processo, sugerimos a integração entre os conceitos de estratégia de operações (EO) e orquestração de recursos (OR). Nós realizamos um estudo de caso múltiplo em seis empresas tradicionais brasileiras que passaram ou estavam passando pelo processo de TD. Do ponto de vista teórico, primeiro, nós descobrimos como as competências operacionais (COs) são desenvolvidas pelas empresas tradicionais durante o processo de TD. Interessante que há um padrão com relação às COs desenvolvidas (p. ex., customização e cooperação). Este padrão de COs desenvolvidas parece ser mediado pelas fases da TD (p. ex., digitization, digitalização e TD). Em segundo lugar, essas COs desenvolvidas são o meio pelo qual essas mesmas empresas estão alcançando nova performance operacional (PO), principalmente em relação à flexibilidade e velocidade. Esses achados demonstram coerência e mediação com relação às fases da TD, as COs e a PO desenvolvidas pelas empresas tradicionais. Do ponto de vista prático, nós temos algumas recomendações para os gestores de empresas tradicionais que desejam iniciar sua TD. Primeiro, eles devem diagnosticar em qual fase da TD estão as suas empresas. Segundo, quais recursos e COs são necessários nessa fase? Essas decisões combinadas vão direcionar eles ao desenvolvimento de seus processos de TD com eficácia e eficiência, considerando as idiossincrasias de seus respectivos mercados.engOperations strategyResource orchestrationDigital transformation processOperational resourcesOperational capabilitiesOperational performanceEstratégia de operaçõesOrquestração de recursosProcesso de transformação digitalRecursos operacionaisCompetência operacionaisPerformance operacionalAdministração de empresasDesenvolvimento organizacionalDesempenhoProdutividade industrialInovações tecnológicasPlanejamento estratégicoCompeting for the future: reconfiguring operational resources and capabilities during the digital transformation processinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/doctoralThesisinfo:eu-repo/semantics/openAccessreponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas 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|
dc.title.eng.fl_str_mv |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
title |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
spellingShingle |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process Féres, Wandick Leão Operations strategy Resource orchestration Digital transformation process Operational resources Operational capabilities Operational performance Estratégia de operações Orquestração de recursos Processo de transformação digital Recursos operacionais Competência operacionais Performance operacional Administração de empresas Desenvolvimento organizacional Desempenho Produtividade industrial Inovações tecnológicas Planejamento estratégico |
title_short |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
title_full |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
title_fullStr |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
title_full_unstemmed |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
title_sort |
Competing for the future: reconfiguring operational resources and capabilities during the digital transformation process |
author |
Féres, Wandick Leão |
author_facet |
Féres, Wandick Leão |
author_role |
author |
dc.contributor.unidadefgv.por.fl_str_mv |
Escolas |
dc.contributor.member.none.fl_str_mv |
Almundi, Gabriela Scur Scarpin, Marcia Regina Santiago Primo, Marcos André Mendes |
dc.contributor.author.fl_str_mv |
Féres, Wandick Leão |
dc.contributor.advisor1.fl_str_mv |
Paiva, Ely Laureano Santos, Juliana Bonomi |
contributor_str_mv |
Paiva, Ely Laureano Santos, Juliana Bonomi |
dc.subject.eng.fl_str_mv |
Operations strategy Resource orchestration Digital transformation process Operational resources Operational capabilities Operational performance |
topic |
Operations strategy Resource orchestration Digital transformation process Operational resources Operational capabilities Operational performance Estratégia de operações Orquestração de recursos Processo de transformação digital Recursos operacionais Competência operacionais Performance operacional Administração de empresas Desenvolvimento organizacional Desempenho Produtividade industrial Inovações tecnológicas Planejamento estratégico |
dc.subject.por.fl_str_mv |
Estratégia de operações Orquestração de recursos Processo de transformação digital Recursos operacionais Competência operacionais Performance operacional |
dc.subject.area.por.fl_str_mv |
Administração de empresas |
dc.subject.bibliodata.por.fl_str_mv |
Desenvolvimento organizacional Desempenho Produtividade industrial Inovações tecnológicas Planejamento estratégico |
description |
This doctoral dissertation aims to understand how incumbent firms reconfigure their operational resources and capabilities through digital transformation (DT). We suggest integrating operations strategy (OS) and resource orchestration (RO) to analyze this process. We applied a multiple case study with six incumbent Brazilian firms currently going through or have completed the DT. Regarding the theoretical framework, we first discovered how incumbent firms develop operational capabilities (OCs) through the DT process and found a pattern in the OCs developed (e. g., customization and cooperation). This pattern of OCs developed is intermediate by the phases of the DT process (e. g., digitization, digitalization, or DT). Second, these firms use customization and cooperation to achieve superior operational performance (OP) outputs such as speed and flexibility. These findings show coherence and mediation regarding the DT phase, OCs and OP developed by the incumbent firms. From a practical point of view, we make some recommendations for incumbent firms’ managers aspiring to engage the DT. First, they should diagnose what the DT phase of their firms is. Second, what resources and OCs are necessary for this phase? These combined actions will guide them to develop their DT process with efficacy and efficiency, considering the idiosyncrasies of their markets. |
publishDate |
2022 |
dc.date.accessioned.fl_str_mv |
2022-12-23T13:56:50Z |
dc.date.available.fl_str_mv |
2022-12-23T13:56:50Z |
dc.date.issued.fl_str_mv |
2022-11-08 |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/doctoralThesis |
format |
doctoralThesis |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://hdl.handle.net/10438/33011 |
url |
https://hdl.handle.net/10438/33011 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.rights.driver.fl_str_mv |
info:eu-repo/semantics/openAccess |
eu_rights_str_mv |
openAccess |
dc.source.none.fl_str_mv |
reponame:Repositório Institucional do FGV (FGV Repositório Digital) instname:Fundação Getulio Vargas (FGV) instacron:FGV |
instname_str |
Fundação Getulio Vargas (FGV) |
instacron_str |
FGV |
institution |
FGV |
reponame_str |
Repositório Institucional do FGV (FGV Repositório Digital) |
collection |
Repositório Institucional do FGV (FGV Repositório Digital) |
bitstream.url.fl_str_mv |
https://repositorio.fgv.br/bitstreams/3433d8c4-78e6-4146-80ba-7575f03f8f6c/download https://repositorio.fgv.br/bitstreams/e95302e7-2f09-4bc7-9e96-f776bb38937d/download https://repositorio.fgv.br/bitstreams/6b97fc41-7bf5-4b35-970d-aa9884962f78/download https://repositorio.fgv.br/bitstreams/4f77ff3b-1f11-4095-9171-def10b0e78e9/download https://repositorio.fgv.br/bitstreams/c19f6250-3b07-46d1-8218-473b0f9b4a28/download https://repositorio.fgv.br/bitstreams/8eb928ca-b213-4bfc-959f-70e244e4c7d8/download |
bitstream.checksum.fl_str_mv |
1ed32f244e684fce2a0d91e511e286a4 dfb340242cced38a6cca06c627998fa1 98f8df2c8bc9f406ca61131d8f762a5c 2e095645585d7a988637e19bbe105eae a684e87e14ffc5814fc9dff59b6067b1 747238ebce8004c1e80653cd197f97c1 |
bitstream.checksumAlgorithm.fl_str_mv |
MD5 MD5 MD5 MD5 MD5 MD5 |
repository.name.fl_str_mv |
Repositório Institucional do FGV (FGV Repositório Digital) - Fundação Getulio Vargas (FGV) |
repository.mail.fl_str_mv |
|
_version_ |
1819893176806146048 |