20.500.12556/RUL-154024 How to develop organizational forms for a successful digital transformation? findings from two case studies Previous research has increased our understanding of individual digital transformation (DT) activities, roles, responsibilities, and related dilemmas, yet a comprehensive insight is missing with respect to the organizational forms that are most appropriate for developing the capabilities needed for successful DT. The purpose of this paper is to identify the main organizational characteristics and organizational forms for a successful DT and to identify influential factors that impact decisions about suitable organizational forms. Drawing on two case studies, we look at how companies can develop digital capabilities through different configurations of organizational forms. Findings show that decisions on organizational forms have to be influenced by digital culture, IT department's role, and the goals of DT. Moreover, top management leadership is more important than a formal digital strategy, and DT projects must be executed by coordinated interdisciplinary teams. The presented research offers a comprehensive insight on how companies can develop digital capabilities that enable a successful DT by developing their organizational forms, i.e., by combining the different DT actions, actors, their roles and responsibilities, their interplay, implementing DT strategies, and combining the design of digital software solutions with the design of organizational routines and practices. digital transformation organizational form digital transformation actions influence factors dynamic capabilities case study organizacija digitalna preobrazba študija primera true false true Angleški jezik Slovenski jezik Članek v reviji 2024-01-19 13:40:07 2024-01-19 13:42:54 2024-08-20 03:46:12 0000-00-00 00:00:00 2024 0 0 Str. 9576–9596 iss. 2 Vol. 15 2024 0000-00-00 Zaloznikova Objavljeno NiDoloceno 0000-00-00 0000-00-00 0000-00-00 004.738.5 1868-7873 10.1007/s13132-023-01479-3 162127619 s13132-023-01479-3.pdf s13132-023-01479-3.pdf 1 B649DF75A4834CB69BC06E3E86291F34 6f4b0b54b162452061ba83e29093cf80d43f4d37cfa3fa2ae9e04779526ba1f1 0a6f9cf3-5e2f-11ef-8f74-0050569b8976 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=188552 https://link.springer.com/article/10.1007/s13132-023-01479-3 0 301eb767-b6c8-11ee-b009-0050569b8976 https://repozitorij.uni-lj.si/Dokument.php?lang=slv&id=180159 Ekonomska fakulteta 0 0 0