Transformacja cyfrowa: szanse i wyzwania dla przedsiębiorstw
Paweł Kawalec
Katolicki Uniwersytet Lubelski Jana Pawła II , Polskahttps://orcid.org/0000-0001-7618-8298
Abstrakt
Artykuł prezentuje główne komponenty transformacji cyfrowej: jej czynniki zewnętrze, fazy oraz czynniki strategiczne. Wskazuje na wymiary transformacji cyfrowej w łańcuchu generowania wartości dodanej przedsiębiorstwa w oparciu o posiadane aktywa, dane pozyskane na podstawie użytkowania produktów oraz od konsumentów, a także cele i miary. Na podstawie zmodyfikowanej postaci modelu D. Teece’a scharakteryzowana została rola platform cyfrowych, ekosystemu, komplementarności oraz standardów w czerpaniu korzyści z innowacji. W artykule wyróżnione zostały podstawowe strategie rozwoju dla firm, które stosują strategie oparte na platformach, a mianowicie: rozwój rynku oparty na platformie, współtworzenie klientów i dywersyfikacja platformy. Artykuł prezentuje definicję kluczowych kategorii na podstawie przeglądu odnośnej literatury przedmiotu oraz przywołuje wybrane przykłady, ilustrujące omawiane kategorie i zależności.
Słowa kluczowe:
cyfryzacja, innowacja cyfrowa, platforma cyfrowa, ekosystemBibliografia
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Schallmo, D., Williams, C. A., & Boardman, L. (2020). Digital transformation of business models—Best practice, enablers, and roadmap. Digital Disruptive Innovation, 119–138.
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Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2–3), 172–194.
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Tiutiunyk, I., Drabek, J., Antoniuk, N., Navickas, V., & Rubanov, P. (2021). The impact of digital transformation on macroeconomic stability: Evidence from EU countries. Journal of International Studies, 14(3).
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901.
Zhu, F., & Furr, N. (2016). Products to platforms: Making the leap. Harvard Business Review, 94(4), 72–78.
Bresnahan, T. F., & Trajtenberg, M. (1995). General purpose technologies ‘Engines of growth’? Journal of econometrics, 65(1), 83–108.
Christensen, C. M., Bartman, T., & Bever, D. van. (2016). The hard truth about business model innovation. Sloan Management Review, 58(1), 30–40.
Cui, A. S., & Wu, F. (2016). Utilizing customer knowledge in innovation: Antecedents and impact of customer involvement on new product performance. Journal of the academy of marketing science, 44(4), 516–538.
Cusumano, M. A., & Gawer, A. (2002). The elements of platform leadership. MIT Sloan management review, 43(3), 51.
Eisenmann, T., Parker, G., & Van Alstyne, M. W. (2006). Strategies for two-sided markets. Harvard business review, 84(10), 92.
Gawer, A. (2014). Bridging differing perspectives on technological platforms: Toward an integrative framework. Research policy, 43(7), 1239–1249.
Griliches, Z. (1992). The Search for R&D Spillovers. The Scandinavian Journal of Economics, 94, S29.
Hall, B. H., Mairesse, J., & Mohnen, P. (2010). Measuring the Returns to R&D. W B. H. Hall & N. Rosenberg (Red.), Handbook of the Economics of Innovation (T. 2, s. 1033–1082).
Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic management journal, 39(8), 2255–2276.
Lipsey, R. G., Bekar, C., & Carlaw, K. (1998). What requires explanation. General purpose technologies and economic growth, 2, 15–54.
Mansfield, E., Rapoport, J., Romeo, A., Wagner, S., & Beardsley, G. (1977). Social and private rates of return from industrial innovations. The quarterly Journal of economics, 91(2), 221–240.
Markides, C. (2006). Disruptive innovation: In need of better theory. Journal of product innovation management, 23(1), 19–25.
McIntyre, D. P., & Srinivasan, A. (2017). Networks, platforms, and strategy: Emerging views and next steps. Strategic management journal, 38(1), 141–160.
Parker, G., Van Alstyne, M. W., & Jiang, X. (2016). Platform ecosystems: How developers invert the firm. Boston University Questrom School of Business Research Paper, 2861574.
Parviainen, P., Tihinen, M., Kääriäinen, J., & Teppola, S. (2017). Tackling the digitalization challenge: How to benefit from digitalization in practice. International journal of information systems and project management, 5(1), 63–77.
Rietveld, J., & Eggers, J. P. (2018). Demand heterogeneity in platform markets: Implications for complementors. Organization Science, 29(2), 304–322.
Schallmo, D., Williams, C. A., & Boardman, L. (2020). Digital transformation of business models—Best practice, enablers, and roadmap. Digital Disruptive Innovation, 119–138.
Sebastian, I. M., Ross, J. W., Beath, C., Mocker, M., Moloney, K. G., & Fonstad, N. O. (2020). How big old companies navigate digital transformation. W Strategic Information Management (s. 133–150). Routledge.
Subramaniam, M. (2021, wrzesień 21). The 4 Tiers of Digital Transformation. Harvard Business Review. https://hbr.org/2021/09/the-4-tiers-of-digital-transformation
Svahn, F., Mathiassen, L., & Lindgren, R. (2017). Embracing Digital Innovation in Incumbent Firms: How Volvo Cars Managed Competing Concerns. MIS Q., 41(1), 239–253.
Teece, D. J. (2010). Business models, business strategy and innovation. Long range planning, 43(2–3), 172–194.
Teece, D. J. (2018). Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world. Research Policy, 47(8), 1367–1387.
Tiutiunyk, I., Drabek, J., Antoniuk, N., Navickas, V., & Rubanov, P. (2021). The impact of digital transformation on macroeconomic stability: Evidence from EU countries. Journal of International Studies, 14(3).
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901.
Zhu, F., & Furr, N. (2016). Products to platforms: Making the leap. Harvard Business Review, 94(4), 72–78.
Kawalec, P. (2021). Transformacja cyfrowa: szanse i wyzwania dla przedsiębiorstw. Nowe Tendencje W Zarządzaniu, 1, 45–69. https://doi.org/10.31743/NTZ.13191
Paweł Kawalec
pawel.kawalec@kul.pl
Katolicki Uniwersytet Lubelski Jana Pawła II
Katolicki Uniwersytet Lubelski Jana Pawła II
Prof. dr hab. Paweł Kawalec, profesor w Katedrze Teorii Poznania w Instytucie Filozofii na Wydziale Filozofii Katolickiego Uniwersytetu Lubelskiego Jana Pawła II
https://orcid.org/0000-0001-7618-8298
