Please use this identifier to cite or link to this item: http://hdl.handle.net/10603/409498
Title: Digital Transformation Drivers Managerial Actions and Means of Value Creation
Researcher: Balakrishnan, Radhakrishnan
Guide(s): Das, Satyasiba; Chattopadhyay, Manojit and Pillai, B. Vijayachandran
Keywords: Business
Digital Transformation, Digital Business Models, Drivers for Digital Transformation, Managerial Actions for Digital Transformation, Data Strategy for Digital Transformation, Data-enabled Value Creation
Economics and Business
Social Sciences
University: Indian Institute of Management Raipur
Completed Date: 2021
Abstract: The introduction of digital technologies such as mobility solutions, internet-of-things (IoT), cloud storage and big data has provided numerous opportunities for firms to arrive at novel customer value propositions (CVP) and new digital means by which CVP could be built and delivered. The usage of digital technologies imposes challenges to firms in the form of newlinehandling huge volumes of data, and benefits in the form of new opportunities for novel value creation. An organization that uses digital technologies essentially employs digital newlinetransformation (DT) to effect novel value propositions, implement innovative processesfor building CVP and deliver value to end customers. The study on DT has gained importance in the recent past, especially in the areas of how a firm could implement DT, when does a firm need to implement DT, and how a firm could create novel value proposition based on data thus enabling the firm to build competitive advantage. The objective of this research is to arrive at inferences on aspects of Digital Transformation newlinesuch as why firms engage in Digital Transformation , how do they restructure to newlineimplement Digital Transformation , and how do they build digital value proposition as part of Digital Transformation . This research on digital transformation (DT) comprises of three inter-connected and independent studies. The objective of the first study is to arrive at inferences on how an emerging market organization embraces DT based on available opportunities and threats that are both internal and external to the firm. The objective of the second study is to infer on how organizations go through DT, by implementing process adjustments on both internal and external fronts. The objective of the third study is to identify the right architecture to support data-enabled value creation as part of digital newlinetransformation. The proposed study is narrowed down to three independent empirical researches. All the three studies are explorative in nature, inter-connected, mutually exclusive and collectivel
Pagination: 
URI: http://hdl.handle.net/10603/409498
Appears in Departments:Business Policy and Strategy

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80_recommendation.pdfAttached File316.62 kBAdobe PDFView/Open
abstract.pdf141.28 kBAdobe PDFView/Open
acknowledgement.pdf69.4 kBAdobe PDFView/Open
annexure.pdf2.43 MBAdobe PDFView/Open
cerificate.pdf153.47 kBAdobe PDFView/Open
chapter 1.pdf359.21 kBAdobe PDFView/Open
chapter 2.pdf586.82 kBAdobe PDFView/Open
chapter 3.pdf456.87 kBAdobe PDFView/Open
chapter 4.pdf660.67 kBAdobe PDFView/Open
chapter 5.pdf226.15 kBAdobe PDFView/Open
contents.pdf179.52 kBAdobe PDFView/Open
declaration.pdf176.82 kBAdobe PDFView/Open
list of tables.pdf263.76 kBAdobe PDFView/Open
reference.pdf220.95 kBAdobe PDFView/Open
title.pdf91.66 kBAdobe PDFView/Open
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