Table 1 Extant DT related literature... | Emerald Publishing

Table 1

Extant DT related literature reviews

Source	Journal	Perspective	Type	Articles	Analysis				Relevance to this study
Hanelt et al. (2020)	Journal of Management Studies	Organisational renewal	Systematic	279	Content analysis	–	–	–	DT moves firms toward malleable organizational designs that enable continuous adaptation that is ongoing, evolving, and cumulative
Verhoef et al. (2021)	Journal of Business Research	Organisational renewal	Systematic	n/a	Thematic analysis	–	–	–	Clarifies DT from digitisation and digitalisation, emphasising importance of agile and flexible organisational structures
Vial (2019)	Journal of Strategic Information Systems	Organisational renewal	Systematic	282	Grounded theory	–	✔	–	DT as a process of strategic responses from firms to alter their value creation paths while managing the structural changes and barriers that affect the positive and negative outcomes of this process, including various forms of inertia and resistance as firms innovate
Volberda et al. (2021)	Long Range Planning	Organisational renewal	Narrative	n/a	Conceptual	–	✔	✔	Emphasises the cognitive tensions that firms experience in DT as firms move away from pre-digital mindsets, routines, and structures
Annarelli et al. (2021)	Technological Forecasting and Social Change	Innovation	Systematic	118	Bibliometric (co-citation) and Content Analysis	–	–	–	Focuses on digitalization capabilities (i.e., digital integration capabilities, digital platform capabilities, and digital innovation capabilities) as a micro-foundational pre-cursor to DT outcomes
Appio et al. (2021)	Journal of Product Innovation Management	Innovation	Systematic	95	Keyword co-occurrence	–	–	-	DT at the firm level focuses on structuring capabilities, processes, and routines
Lanzolla et al. (2020)	Journal of Product Innovation Management	Innovation	Systematic	171	Content analysis	-	-	✔	Knowledge based tensions arise from search and recombination processes in DT affecting innovation outcomes.
Nadkarni and Prügl (2020)	Management Review Quarterly	Actors	Systematic	58	Thematic analysis	–	–	–	Identifies technology and actor as the two aggregate dimensions of DT and finds corporate entrepreneurship provides a holistic framework for research
Larson and DeChurch (2020)	The Leadership Quarterly	Actors	Narrative	n/a	Conceptual	✔	✔	–	Actors involved in DT need to develop strong affective emergent states like trust and cohesion, develop cognitive emergent states like shared mental models and transactive memory systems, and the need to enact behavioural integration processes

Source	Journal	Perspective	Type	Articles	Analysis	An illustration shows a stylized brain graphic formed by interconnected nodes and edges, representing a neural network.	An illustration shows an iconic representation of a side profile of a human head containing two interlocking gears.	An illustration shows a simple icon of a balance scale or scale of justice, representing measurement, equality, or fairness.	Relevance to this study
Hanelt et al. (2020)	Journal of Management Studies	Organisational renewal	Systematic	279	Content analysis	–	–	–	DT moves firms toward malleable organizational designs that enable continuous adaptation that is ongoing, evolving, and cumulative
Verhoef et al. (2021)	Journal of Business Research	Organisational renewal	Systematic	n/a	Thematic analysis	–	–	–	Clarifies DT from digitisation and digitalisation, emphasising importance of agile and flexible organisational structures
Vial (2019)	Journal of Strategic Information Systems	Organisational renewal	Systematic	282	Grounded theory	–	✔	–	DT as a process of strategic responses from firms to alter their value creation paths while managing the structural changes and barriers that affect the positive and negative outcomes of this process, including various forms of inertia and resistance as firms innovate
Volberda et al. (2021)	Long Range Planning	Organisational renewal	Narrative	n/a	Conceptual	–	✔	✔	Emphasises the cognitive tensions that firms experience in DT as firms move away from pre-digital mindsets, routines, and structures
Annarelli et al. (2021)	Technological Forecasting and Social Change	Innovation	Systematic	118	Bibliometric (co-citation) and Content Analysis	–	–	–	Focuses on digitalization capabilities (i.e., digital integration capabilities, digital platform capabilities, and digital innovation capabilities) as a micro-foundational pre-cursor to DT outcomes
Appio et al. (2021)	Journal of Product Innovation Management	Innovation	Systematic	95	Keyword co-occurrence	–	–	-	DT at the firm level focuses on structuring capabilities, processes, and routines
Lanzolla et al. (2020)	Journal of Product Innovation Management	Innovation	Systematic	171	Content analysis	-	-	✔	Knowledge based tensions arise from search and recombination processes in DT affecting innovation outcomes.
Nadkarni and Prügl (2020)	Management Review Quarterly	Actors	Systematic	58	Thematic analysis	–	–	–	Identifies technology and actor as the two aggregate dimensions of DT and finds corporate entrepreneurship provides a holistic framework for research
Larson and DeChurch (2020)	The Leadership Quarterly	Actors	Narrative	n/a	Conceptual	✔	✔	–	Actors involved in DT need to develop strong affective emergent states like trust and cohesion, develop cognitive emergent states like shared mental models and transactive memory systems, and the need to enact behavioural integration processes

Note(s): = cognitive technologies = employee mindset = socio-cognitive paradoxes

Source(s): Authors’ own work