同行业的传统企业为何拒绝数字化转型?感知和注意力的结构性限制

IF 7.4 2区 管理学 Q1 BUSINESS
Erik Fernandes , Ana Burcharth
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引用次数: 0

摘要

我们要解释的是,为什么一些传统企业在面临数字化转型的相同情景时,无法感知新的数字技术。我们的目标是调查数字化转型带来的非连续性变化被主动拒绝的情况,即这些变化不被视为战略问题,即威胁或机遇。我们采用混合方法研究设计,包括两项连续研究。第一项研究以德尔菲技术为基础,由专家小组讨论语言教育行业最有可能出现的中期前景。第二项研究是与 11 家传统公司进行的定性比较研究。首先询问了这些公司的高级管理人员对新兴技术的自发感知,然后要求他们对未来最有可能出现的情况进行评估。我们的贡献在于建立了一个概念模型,提出了一种结构性的 "图式驱动 "解释,说明为什么企业层面的结构--具体的、环境的和知识的--会阻碍感知和注意力。主动拒绝不是因为没有注意结构,而是因为它们的具体属性。这拓展了问题的主流本体论,断言它们的存在独立于组织的认识论经验,并增加了对数字化转型中感知动态能力限制的理论理解。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Why traditional firms from the same industry reject digital transformation: Structural constraints of perception and attention

We explain why some traditional companies fail to sense new digital technologies when facing an identical scenario of digital transformation. Our objective is to investigate situations where discontinuous changes steaming from digital transformation are actively rejected, in the sense that they are not perceived as a strategic issue, i.e., a threat or opportunity. We draw on a mixed-method research design comprising two sequential studies. The first study is based on Delphi's Technique, which uses a panel of specialists to build the most likely future scenarios in the medium term for the language education industry. The second one is a qualitative comparative study with eleven traditional firms. Their senior executives were first asked for their spontaneous sensing of emerging technologies and later asked to provide their assessment of the most likely future scenarios. Our contribution lies in developing a conceptual model that proposes a structural “schema-driven” explanation of why firm-level structures – concrete, contextual and knowledge – can hinder perception and attention. Active rejection is prompted not by the absence of attentional structures, but by their specific attributes. This expands the dominant ontology of issues, asserting their existence independently of an organization's epistemological experience, and adds to the theoretical understanding regarding the constraints of the sensing dynamic capability in digital transformation.

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来源期刊
CiteScore
13.00
自引率
7.10%
发文量
75
期刊介绍: Long Range Planning (LRP) is an internationally renowned journal specializing in the field of strategic management. Since its establishment in 1968, the journal has consistently published original research, garnering a strong reputation among academics. LRP actively encourages the submission of articles that involve empirical research and theoretical perspectives, including studies that provide critical assessments and analysis of the current state of knowledge in crucial strategic areas. The primary user base of LRP primarily comprises individuals from academic backgrounds, with the journal playing a dual role within this community. Firstly, it serves as a platform for the dissemination of research findings among academic researchers. Secondly, it serves as a channel for the transmission of ideas that can be effectively utilized in educational settings. The articles published in LRP cater to a diverse audience, including practicing managers and students in professional programs. While some articles may focus on practical applications, others may primarily target academic researchers. LRP adopts an inclusive approach to empirical research, accepting studies that draw on various methodologies such as primary survey data, archival data, case studies, and recognized approaches to data collection.
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