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of the dominant logic during the organization’s digital transformation and how to increase
the compatibility of the multiple institutional logics in the organization. Employing
the qualitative case study method to examine the selected case—CommonWealth
Education Media and Publishing, the author conducts 14 personnel interviews and two
onsite participation observations; the author also adopts the model induction method
of institutional logic to analyze the data collected. This study finds that after the digital
transformation, the dominant logic of the following three daily practices—content
production and sales, customer interaction and partner connection—has shifted. Through
examining these shifts, the author derives three types of hybridization from the hybridity
of the old and new institutional logic and coins the hybrid approach “correspondence.”
The fifth article titled “Exploring the Value Creation Process of Organizational
Digital Transformation: Dynamic Capabilities Perspective” by Shen, Yao, Wu, and Tsan
is another case study on digital transformation and value creation by analyzing three
organizations. This study integrates dynamic capability thinking to investigate the dynamic
process of value creation through digital transformation. Specifically, this study examines
the ability to perceive opportunities and threats, seize opportunities, reallocate resources
and the effectiveness of digital transformation in creating value in the three organizations:
CyberLink, Show Chwan Memorial Hospital, and I Jang Group. This study finds that
as the organizations are aware of the powerful effect of digital technology on changing
business operations and practices, business leaders will adjust their organizational
structure, learning mechanisms, mode of operation, and leadership style to carry out digital
transformation and create new value. Furthermore, within different digital transformation
modes, organizations will also adopt different organizational structure adjustments and
employee knowledge management methods during the digital transformation process.
The last article titled “How ESL Devices Transform into Connected Label Solutions:
A Perspective of Actor Interaction and Information Rebundling” by Wang, Hung, and
Santoso looks into the digital transformation of a particular case—the retail industry. The
study intends to elaborate the process of how a shift in a business model or to a brand-
new model can originate with the introduction of a simple device from the perspective
of actor interactions and information density. Using secondary data from online sources
regarding electronic shelf label (ESL)-enabled retail digital transformation, this study
highlights actors interacting with other actors to provide some technological advancement.
Specifically, this study focuses on actor-network interactions in ESL-enabled retail digital
transformation; they find these interactions also trigger changes in information density