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Digital Transformation is one of the megatrends to re-shape industries, non-profit sectors, higher education, and even societies. Digital technologies merge with physical production processes provoking changes in value creation processes. These changes may lead to positive effects such as more effectiveness, revised business models, and closer customer contact. However, there are also adverse effects hindering the digital transformation journey. As many firms still struggle, it is essential to understand the barriers that slow down or stop a digital transformation. We reevaluate and extend an existing model using a triangulation approach based on qualitative data from 525 respondents working in different sectors. The result is a holistic socio-technical model of the barriers to digital transformation consisting of seven distinct dimensions. The model can serve as input for future research instruments such as cause-effect models. In addition, firms can use it to reflect barriers in their digital transformation.
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Stored only when both papers are in the corpus — 10 citations exist upstream.
Papers that cite the same references — the relational fallback while embeddings are still backfilling.
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