Organizations’ affected elements and best practice
| Affected elements | Key findings | Best practices | Theoretical alignment |
|---|---|---|---|
| Decision-making (Process) | Enhanced decision-making through the utilization of real-time data, enabling better sensing of market conditions |
| Supports Teece et al. (1997), Teece (2014) on dynamic capabilities for adaptability, and Ismail et al. (2017) on data-driven decision-making enhancing operational efficiency |
| Process optimization (Process) | Improved efficiency by reducing redundancies and streamlining workflows, which allow for the reconfiguration of resources |
| Echo Rubio-Rico et al. (2023) on DTs’ role in process efficiency |
| Operational efficiency (Structure) | Streamlined global operations with centralized decision-making, enhancing the firm’s ability to seize new opportunities quickly |
| Aligns with Kohli and Johnson (2011) and Huber (1990) on benefits of centralization, and Ismail et al. (2017) on restructuring for efficiency |
| Customer engagement (Mechanism) | Enhanced customer engagement through data-driven and real-time insights, enabling better sensing for customer needs |
| Supports Payne and Frow (2005) on customer-centric strategies, and Ibarra et al. (2018) on digital engagement |
| Technological integration (Mechanism) | Sustained competitive advantage through the integration of ADTs, allowing the firm to sense, seize and reconfigure in response to market shifts |
| Reflects Ismail et al. (2017) on ADTs’ strategic role in competitiveness, and Warner and Wäger (2019) on the impact of digital integration |
| Workforce development (Structure) | Boosted employee engagement and skills, enabling human capital reconfiguration |
| Aligns with Berman (2012) and Rubio-Rico et al. (2023) on the benefits of VR/AR in workforce development |
| Global standardization (Structure) | Consistent processes across regions improve performance and customer satisfaction, enhancing global opportunity sensing and seizing |
| Supports Kohli and Johnson (2011) and Cascio and Montealegre (2016) on global standardization’s role in strategic alignment |
| Affected elements | Key findings | Best practices | Theoretical alignment |
|---|---|---|---|
| Enhanced decision-making through the utilization of real-time data, enabling better sensing of market conditions | Implement IoT and AI for real-time data collection Utilize predictive maintenance to inform decisions | Supports | |
| Improved efficiency by reducing redundancies and streamlining workflows, which allow for the reconfiguration of resources | Reorganize workflows to eliminate inefficiencies Implement DT for virtual simulations of processes | Echo | |
| Streamlined global operations with centralized decision-making, enhancing the firm’s ability to seize new opportunities quickly | Centralize decision-making for consistency Standardize global procedures with local adaptations | Aligns with | |
| Enhanced customer engagement through data-driven and real-time insights, enabling better sensing for customer needs | Use data analytics to tailor customer solutions Enhance customer interactions through real-time insights | Supports | |
| Sustained competitive advantage through the integration of ADTs, allowing the firm to sense, seize and reconfigure in response to market shifts | Adopt necessary ADTs Drive innovation through collaborative digital initiatives | Reflects | |
| Boosted employee engagement and skills, enabling human capital reconfiguration | Use VR/AR for immersive training Implement remote monitoring for enhanced safety and operational efficiency | Aligns with | |
| Consistent processes across regions improve performance and customer satisfaction, enhancing global opportunity sensing and seizing | Standardize procedures globally Integrate global strategies with local insights | Supports |
Source(s): Authors’ own work
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