Abstract

Digital transformation is not just about introducing information systems; it involves executives analyzing the external environment and internal capabilities to adjust or innovate the business model and implement digital transformation. Organizations with dynamic capabilities can quickly test, redefine, adapt, and implement business models to facilitate digital transformation and create value. The purpose of this study is to integrate dynamic capability thinking to explore the dynamic process of value creation through digital transformation. This study adopts a case study approach to analyze the ability to perceive opportunities and threats, seize opportunities, reallocate resources and the effectiveness of digital transformation in creating value in three organizations: CyberLink, Show Chwan Memorial Hospital, and I Jang Group. The study finds that as the organizations are aware of the impact 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. Moreover, in different digital transformation modes, organizations will adopt various organizational structure adjustments and employee knowledge management methods during the digital transformation process.  

Keywords

digital transformationdynamic capabilityinnovationbusiness modelvalue creation