APPENDIX AA Lazy Reader's Guide to Key Digital Transformation Definitions from Practice and Science
As explained before there are more definitions of digital transformation out there than anyone can handle. To make your life easier, Tables A.1 and A.2 cluster the literature from management practice and science into our framework (except for the design/strategy cluster) and raise any professional services affiliation of the authors to better understand the marketing character of each publication.
TABLE A.1 Management practice definitions of digital transformation (selection/own summary).
| Management Practice | Digital Transformation Payday Elements (Selection of Highlights Across Sources) | Professional Services Affiliation | ||
|---|---|---|---|---|
| Authors (Chronological) | Catalysts/Drivers | Reactants/Scope and Reaction Mechanisms/Processes | Products/Outcomes | |
| Kane et al. (2018, Abstract) | “Adapting to the digital market environment and taking advantage of digital technologies to improve operations and drive new customer value” (p. 3). | “[…] Digitally maturing companies do more than just run experiments” (p. 11). | Case examples | Yes |
| Davenport and Westerman (2018) | “It is multifaceted and diffuse and doesn't just involve technology” (p. 4). | “It requires foundational investments in skills, projects, infrastructure and, often, in cleaning up IT‐systems. It requires mixing people, machines and business processes” (p. 4). | “No digital initiative is undertaken … if it doesn't fit the strategy closely and if ... | |
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