Vahid Ghaffarzadegan Rabati
Articles in Press, Accepted Manuscript, Available Online from 27 March 2025
Abstract
Organizational readiness for digital transformation has become the main topic of discussion in academic and organizational circles, and understanding it is one of the main challenges and priorities in theory and practice. Based on this, the aim of this research is to develop a model that conceptualizes ...
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Organizational readiness for digital transformation has become the main topic of discussion in academic and organizational circles, and understanding it is one of the main challenges and priorities in theory and practice. Based on this, the aim of this research is to develop a model that conceptualizes the components of organizational readiness for digital transformation and its antecedents and consequences. To achieve this aim, a mixed research method (thematic analysis-structural equation modeling) has been used. The statistical community of this research is the managers and experts of the Information and Communication Technology Organization of Tehran Municipality. To collect data in the qualitative part, based on theoretical sampling logic, semi-structured interviews were conducted with 22 senior and middle managers in the organization. In the quantitative part, 220 people were selected as a sample using random sampling, and the data collection tool was a researcher-made questionnaire. Data analysis was done sequentially and in two stages: in the qualitative part, Brown and Clark's recipe was used in thematic analysis for data analysis. In the quantitative part, structural equation modeling method based on partial least squares was used. The findings of the research showed that organizational readiness for digital transformation consists of four dimensions: people, structure, processes and interactions, and data governance. The findings also indicate that organizational readiness plays a mediating role in the relationship between the digital environment and the digital organization. Finally, theoretical and managerial guidelines are discussed and suggestions for future researchers are provided.
Shokooh Sadat Alizadeh Moghadam; Asadollah Kordnaeij; Seyyed hamid Khodadad hosseini; Ayoub Mohamadian
Volume 27, Issue 4 , January 2024, , Pages 59-88
Abstract
Digital transformation is rapidly changing apparel retail organizations. The high speed of new knowledge and the uncertainty of the fashion world do not allow organizations to make strategic plans, and force them to make strategic decisions in this field. Identifying and conceptualizing the drivers of ...
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Digital transformation is rapidly changing apparel retail organizations. The high speed of new knowledge and the uncertainty of the fashion world do not allow organizations to make strategic plans, and force them to make strategic decisions in this field. Identifying and conceptualizing the drivers of strategic decisions for the digital transformation of apparel retail organizations is the primary goal of this research by using the multi-grounded theory research strategy. In the theoretical grounding stage, twenty-three international articles were selected and codes and concepts were extracted using the metanalysis method. In the experimental grounding stage, interviews were conducted with seventeen experts, and the codes and concepts extracted from the metanalysis stage were re-examined, redefined, and completed. Finally, by going back and forth and enriching the theory, the conceptual framework model of strategic decision-making drivers of digital transformation in Iran's apparel retail was designed. The results indicate that the drivers of strategic decisions for the digital transformation of apparel retail organizations are in seventeen concepts and four categories under the headings of "organizational drivers," industry and market pressure," "government infrastructure requirements," and "environmental macro trends." The economic pressure and the spread of information technology and bio-social changes from the environmental macro trends and the expectation of financial performance and digital infrastructure of the organization and the employees' pressure from the category of organizational drivers and customer pressure and the pressure of the competitive environment from the category of Industry and market pressure seem to have the most importancecompared to other concepts.
