Strategic Adoption of Digital Innovations Leading to Digital Transformation: A Literature Review and Discussion
<p>Relationships of key terms [<a href="#B9-systems-12-00118" class="html-bibr">9</a>,<a href="#B10-systems-12-00118" class="html-bibr">10</a>,<a href="#B11-systems-12-00118" class="html-bibr">11</a>,<a href="#B13-systems-12-00118" class="html-bibr">13</a>,<a href="#B15-systems-12-00118" class="html-bibr">15</a>,<a href="#B16-systems-12-00118" class="html-bibr">16</a>,<a href="#B18-systems-12-00118" class="html-bibr">18</a>].</p> "> Figure 2
<p>Research investigation plan.</p> "> Figure 3
<p>Flow diagram of review data for Dataset #1 based on PRISMA [<a href="#B20-systems-12-00118" class="html-bibr">20</a>].</p> "> Figure 4
<p>Flow diagram of review data for Dataset #2 based on PRISMA [<a href="#B20-systems-12-00118" class="html-bibr">20</a>].</p> "> Figure 5
<p>Conceptual entity relationship diagram.</p> "> Figure 6
<p>Top 12 industries represented in Dataset #1.</p> "> Figure 7
<p>Count of adoption factors affinitized into categories.</p> "> Figure 8
<p>Strategic adoption influencers’ relationship to DE/DT.</p> ">
Abstract
:1. Introduction
- What gaps exist in existing research relative to the adoption of digital innovations leading to digital engineering and digital transformation within the U.S. defense industry? (RQ#1)
- Can adoption factors found in the literature be useful in the development of a research instrument for assessing strategic adoption? (RQ#2)
- Adoption: “a decision to make full use of an innovation as the best course of action available” [9]. Adoption is not an act of creating or implementing digital innovation.
- Adoption factor: a determinant of adoption as identified by an adoption theory/model or adoption study. Hundreds of unique adoption factors are identified in the numerous adoption theories/models and studies found in the literature.
- Adoption theory/model: a theoretical framework for describing the significance of adoption factors.
- Adoption study: an empirical study using an adoption theory/model to study adoption for a particular technology or innovation.
- Capability: the ability to achieve an outcome or effect using features of a system of interest, which contributes to a desired benefit or goal [10]. An example capability is the ability to shorten design cycle time using digital twin innovations.
- Digital engineering (DE): “an integrated digital approach that uses authoritative sources of systems’ data and models as a continuum across disciplines to support lifecycle activities from concept through disposal” [11]. A digital engineering framework used by the DoD for understanding and discussing digital engineering includes a digital system model (engineering data), program and system supporting data, digital threads, tools, analytics, processes, and governance [12].
- Digital engineering ecosystem (DEE): “the interconnected infrastructure, environment, and methodology (process, methods, and tools) used to store, access, analyze, and visualize evolving systems’ data and models to address the needs of the stakeholders” [13]. The digital engineering ecosystem defined by the DoD has the following five goals: (1) formalize the development, integration, and use of models; (2) provide an authoritative source of truth; (3) incorporate technological innovation; (4) establish infrastructure and environments; and (5) transform culture and workforce [3].
- Digital engineering transformation: digital transformation of engineering practices. Digital engineering transformation is expected to fundamentally “change the way engineering is done, change the way DoD acquisition is done, change the way we view quality and agility, change the way systems get deployed, and change our workforce” [14].
- Digital innovation: “the creation […] of an inherently unbounded, value-adding novelty (e.g., product, service, process, or business model) through the incorporation of digital technology” [15].
- Digital technology: the “electronic tools, systems, devices, and resources that generate, store, or process data” [16] that are the “basis for developing digital innovation” [17]. Examples of digital technologies include secure cloud computing, artificial intelligence, robotics, and virtual reality.
- Digital transformation (DT): “a fundamental change process, enabled by the innovative use of digital technologies, accompanied by the strategic leverage of key resources and capabilities, aiming to radically improve an entity and radically improve its value proposition for its stakeholders” [18]. An alternative definition is the application of innovative digital technologies that disrupt or cause a radical change in industry “to enable major business improvements (such as enhancing customer experience, streamlining operations, or creating new business models)” [8]. In addition, digital transformation aims to develop an organic digital workforce that can continually adapt and adopt new digital innovations [19].
- Engineering entity: an entity engaged primarily in one or more of the lifecycle phases associated with engineered systems, i.e., material solution analysis (MSA), technology maturation and risk reduction (TMRR), engineering and manufacturing development (EMD), production and deployment (P&D), and operations and support (O&S).
- Entity: “an entity can be an organization, a business network, an industry, or society” [18].
- Strategic adoption: adoption aligned with the strategic goals or strategic renewal of an entity for successful digital transformation.
2. Materials and Methods
2.1. Step 2 Create Knowledgebase of Records
- Database query: Google Scholar
- Search mechanism: software application “Publish or Perish” (macOS GUI Edition)
- Title words: adoption AND technology AND (model or theory)
- Keywords: innovation AND digital AND engineer*
- Returned 370 results.
- Database query: Scopus
- Search query string: TITLE (“adoption” AND “technology” AND (model OR theory)) AND innovation AND digital AND engineer*
- Returned 151 results.
- Individual citation searches: multiple databases
- Returned 221 results.
2.2. Step 3 Code and Screen Available Records into Datasets
2.3. Step 4 Analysis of Dataset #1
2.4. Step 5 Analysis of Dataset #2
3. Findings and Discussion (Step 6)
3.1. Research Question #1
- Lack of Adoption Research supporting the U.S. Defense IndustryFew scholarly articles exist in the public domain related to the adoption of digital innovations within the U.S. defense industry. DS#1 did not contain any research articles that directly addressed adoption of digital technology in the aerospace and defense industry. Numerous digital innovation presentations and strategies have been approved for general release by the U.S. DoD; however, adoption-related literature has not been found. Additionally, considerable media attention has been paid to successful engineering entities that utilize digital innovations (e.g., SpaceX, Boeing, Apple), but adoption-related literature is sparse. The lack of adoption-related literature for the defense industry and the lack of adoption-related literature for digitally innovative engineering entities is likely due to the privacy and secrecy requirements of these entities. This is understandable, given the profound effects of digital innovation on competitiveness and national security.
- Lack of Adoption Research on Digital Engineering Technologies and InnovationsAdoption research is sparse for many digital engineering innovations, such as digital threads, digital twins, model-based systems engineering, continuous integration and delivery, and engineering analytics. This provides fertile ground for additional research—particularly in the U.S. defense sector, which has a well-defined and well-documented strategy for digital engineering transformation [3]. Interestingly, computer-aided design (CAD), computer-aided engineering (CAE), and DevOps are prerequisites for digital engineering transformation; however, these are minimally represented in the literature. Research is increasingly being conducted on cloud infrastructure, blockchain, Industry 4.0, smart manufacturing, and virtual reality. It is unclear why some digital engineering technologies and innovations receive greater attention from researchers than others. A framework for model-based systems engineering (MBSE) adoption was published by the Systems Engineering Research Center (SERC) [60]. The SERC MBSE adoption framework is based on insights from a survey of obstacles and enablers to MBSE adoption, which it maps to the Baldridge Excellence Framework’s® seven criteria categories for performance excellence, including strategy, leadership, operations, workforce, customers, measurement and analysis, and results [61]. This paper further contributes to SERC’s research by providing a comprehensive literature review on adoption and making recommendations for further research in the discussion of RQ#2.
- Lack of a Common Glossary and Ontology of Adoption FactorsFrom the literature, 178 determinants of adoption are identified from the theoretical models; however, for practical reasons, individual adoption studies utilize only a small fraction of these. While many of the terms utilized are unique, some have only nuanced distinctions in their definitions or are synonyms. For example, top management support, leadership, superior’s influence, championship, and presence of champions have nuanced definitions. It is left for future research to advance the use of a common glossary of adoption factor terms as the basis for a common ontology. A standardized ontology and common glossary can simplify future adoption research. This is important because researchers are increasingly using combinations of theoretical models and continue to develop unique terms to represent variations of the original adoption theory terms for adoption factors.
- Lack of Assessment Models for Digital Transformation and Digital EngineeringIn the digital age, digital technologies and digital innovations continuously emerge, creating a vast array of potential innovation areas. Adoption research focuses primarily on a single digital innovation or digital technology and not on digital transformation within an entity or digital engineering in general. Digital engineering and transformation rely on multiple digital technologies interconnected in a digital engineering ecosystem to radically transform and improve capabilities. As digital transformation and digital engineering are relatively new concepts in scholarly literature [62], there are no models currently available for assessing strategic adoption leading to these digital objectives.
- Lack of Implementation Frameworks and Actionable Guidance“One of the most common criticisms of [adoption models] has been the lack of actionable guidance to practitioners” [63]. Adoption research should ideally influence the design of enterprise strategies and implementation frameworks. “While existing literature demonstrates how a strategy for digital transformation can be developed, we know little about how it is implemented” [64]. Further research on implementation frameworks and solutions to accelerate the adoption of digital innovations is required.“Well articulated models, grounded in research and literature, are the most potent kinds of frameworks, yielding clear and lasting outcomes” [65]. Further research into the design and evaluation of implementation frameworks and their effects on strategic adoption will provide actionable guidance to practitioners. Differently from the SERC adoption research, which leverages the Baldridge Framework for Performance Excellence [61], the authors identify alternatives for applying adoption research to many different implementation frameworks in the discussion of RQ#2.
3.2. Research Question #2
3.3. Strategic Adoption Influencers and Digital Transformation (DT)
3.4. Strategic Renewal vs. Strategic Planning
3.5. Strategic Adoption Influencers and Implementation Frameworks
3.6. Limitations and Future Research
4. Conclusions
Supplementary Materials
Author Contributions
Funding
Data Availability Statement
Acknowledgments
Conflicts of Interest
Appendix A
Appendix A.1. Diffusion of Innovation (DOI) Theory
Appendix A.2. Theory of Reasoned Action (TRA)
Appendix A.3. Social Cognitive Theory (SCT)
Appendix A.4. Theory of Attitude and Behavior (TAB)
Appendix A.5. Upper Echelon Theory (UET)
Appendix A.6. Theory of Planned Behavior (TPB)
Appendix A.7. Structuration Theory (ST) and Adaptive Structuration Theory (AST)
Appendix A.8. Technology Acceptance Model (TAM/TAM2/TAM3)
Appendix A.9. Technology-Organization-Environment (TOE) Model
Appendix A.10. Model of PC Utilization (MPCU)
Appendix A.11. Motivational Model (MM)
Appendix A.12. Task-Technology Fit (TTF) Model
Appendix A.13. Institutional Theory (INST) and Process-Institutional-Market-Technology (PIMT) Framework
Appendix A.14. Decomposed TPB (DTPB) and Augmented TAM (A-TAM)
Appendix A.15. Lifecycle Behavior Model (LBM)
Appendix A.16. Fit-Viability Model (FVM)
Appendix A.17. Practice Theory (PT) and Ecosystem Adoption of Practices over Time (EAPT)
Appendix A.18. Unified Theory of Acceptance and Use (UTAUT/UTAUT2)
Appendix A.19. Value-Based Adoption Model (VAM)
Appendix A.20. Model of Acceptance with Peer Support (MAPS)
Appendix A.21. Socio-Psycho Networks Complexity Theory (SPNCT)
Appendix A.22. Firm Technology Adoption Model (F-TAM)
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# | Top 25 Digital Technologies Represented in Dataset #1 | Count of Records | Percent of Total Records |
---|---|---|---|
1 | Information & comms technology (ICT), telematics | 37 | 8.8% |
2 | General or broad discussion of technology | 36 | 8.6% |
3 | e-Learning | 36 | 8.6% |
4 | Mobile, wearable | 28 | 6.7% |
5 | Digital banking | 26 | 6.2% |
6 | Cloud, platform as a service (PaaS) | 25 | 5.9% |
7 | e-Business, ubiquitous commerce | 24 | 5.7% |
8 | Blockchain, distributed ledger | 23 | 5.5% |
9 | Telemedicine, mobile health (mHealth) | 17 | 4.0% |
10 | Model-based | 14 | 3.3% |
11 | Enterprise software (e.g., ERP, CRM, e-SCM, fintech) | 14 | 3.3% |
12 | Smart technology, smart home | 11 | 2.6% |
13 | Building information modeling (BIM) | 11 | 2.6% |
14 | e-Shopping | 10 | 2.4% |
15 | Industry 4.0 | 7 | 1.7% |
16 | Internet | 7 | 1.7% |
17 | Social media | 6 | 1.4% |
18 | Remote office, telework | 5 | 1.2% |
19 | Learning management system (LMS) | 5 | 1.2% |
20 | Digital marketing | 4 | 1.0% |
21 | Artificial intelligence | 4 | 1.0% |
22 | Digital media | 4 | 1.0% |
23 | Smart factory, logistics 4.0 | 4 | 1.0% |
24 | Game theory | 4 | 1.0% |
25 | Internet of things (IoT) | 4 | 1.0% |
Total | 366 | 87% |
Adoption Theory or Model | Date of First Appearance in the Literature | Common Acronym | Adoption Factors | Citation |
---|---|---|---|---|
Diffusion of Innovations Theory | 1962 | DOI | Communication channels, compatibility, complexity, felt needs/problems of the decision-making unit, image, image visibility, innovativeness of the decision-making unit, norms of the social system, observability, perceived ease of use, relative advantage, socioeconomic characteristics of the decision-making unit, time, trialability, voluntariness of use. | Rogers, 1962 (1st Edition) [22], 1995 (4th) [23], 2003 (5th) [9] |
Theory of Reasoned Action | 1967 | TRA | Attitude toward behavior, behavioral beliefs and outcome evaluations, behavioral intention, normative beliefs, motivation to comply, relative importance of attitudinal and normative considerations, subjective norms. | Fishbein, 1967 [24]; Fishbein & Ajzen, 1975 [25]; Ajzen, Fishbein, 1980 [26] |
Social Cognitive Theory | 1977 | SCT | Behavioral intention, environmental factors, goals, outcome expectancies, perceived behavioral control, personal factors, socio-structural factors, time. | Bandura, 1977 [27], 1986 [28], 2001 [29] |
Theory of Attitude and Behavior | 1980 | TAB | Affect (joy or displeasure), behavioral intention, facilitating conditions, perceived consequences, social factors. | Triandis, 1980 [30] |
Upper Echelon Theory | 1984 | UET | Age, cognitive-based values, education, experience, financial position, functional tracks, group characteristics, other career experiences, socioeconomic roots. | Hambrick & Mason, 1984 [31] |
Theory of Planned Behavior | 1985 | TPB | Attitude toward behavior, behavioral beliefs and outcome evaluations, behavioral intention, control beliefs and perceived facilitation, normative beliefs and motivation to comply, perceived behavioral control, subjective norms | Ajzen, 1985 [32], 1991 [33] |
Structuration Theory and Adaptive Structuration Theory | 1986 | ST AST | Appropriation of structures, atmosphere, conflict management, decision processes, efficiency, emergent sources of structure, group’s internal system, knowledge and experience, leadership, new social structures, perceptions, resources, rules, social interaction, structure of advanced information technology, styles of interacting, time. | Giddens, 1986 [34]; DeSanctis & Poole 1994 [35] |
Technology Acceptance Model | 1989 | TAM TAM2 TAM3 | Anxiety, attitude toward behavior, behavioral intention, enjoyment/perceived enjoyment, experience, external variables, image, image visibility, job relevance, job fit, output quality, perceived ease of use, perceived usefulness, perceptions of external control, playfulness, result demonstrability, self-efficacy, subjective norms, usability, voluntariness of use. | Davis, 1989 [36]; Davis, Bagozzi & Warshaw, 1989 [37]; Venkatesh & Davis, 2000 [38]; Venkatesh & Bala, 2008 [39] |
Technology - Organization - Environment Model | 1990 | TOE | Adaptable innovations, availability, championship, communication processes, compatibility, competitive pressures, complexity, firm size, formal and informal linking structures, government regulation, regulatory environment, industry characteristics and market structure, management risk position, market uncertainty, organizational readiness, perceived barriers, perceived direct benefits, perceived financial cost, perceived government pressure, perceived industry pressure, performance gap, presence of champions, regulatory support, relative advantage, role of information technology, satisfaction with existing systems, slack, strategic planning, technology characteristics, technology competence, technology integration, technology readiness, technology support infrastructure, top management support, trialability. | Tornatzky & Fleicher, 1990 [40] |
Model of PC Utilization | 1991 | MPCU | Complexity, job relevance, job fit, long-term consequences, social factors. | Thompson, Higgins, Howell, 1991 [41] |
Motivational Model | 1992 | MM | Behavioral intention, enjoyment/perceived enjoyment, output quality, perceived ease of use, perceived usefulness, relative importance of attitudinal and normative considerations. | Davis, Bagozzi & Warshaw, 1992 [42] |
Task-Technology Fit Model | 1995 | TTF | Authorization, compatibility, data quality, ease of use/training, locatability, relationship, reliability, timeliness. | Goodhue, Thompson, 1995 [43] |
Institutional Theory and Process- Institutional-Market-Technology Framework | 1995 | INST PIMT | Business processes, change instruments, change strategies, coercive forces, contracts and agreements, governance, information exchange, market structure, mimetic forces, normative forces, norms and cultures, regulations and legislations, shared infrastructure. | Scott, 1995 [44]; Koppenjan & Groenewegen, 2005 [45]; Janssen, et al. 2020 [46] |
Decomposed TPB and Augmented TAM | 1995 | DTPB A-TAM | Attitude toward behavior, behavioral intention, compatibility, complexity, facilitating conditions, perceived behavioral control, perceived ease of use, perceived usefulness, relative advantage, relative importance of attitudinal and normative considerations, self-efficacy, social or peer influence, superior’s influence. | Taylor & Todd, 1995 [47,48] |
Lifecycle Behavior Model | 1997 | LBM | Age, perceived financial cost, time, total expected discounted benefits. | Swanson et al., 1997 [49] |
Fit-Viability Model | 2001 | FVM | Alignment with core capabilities, alignment with other company initiatives, cost benefit, ease of technical implementation, fit with company’s culture and values, fit with organizational structure, funding requirement, market value potential, maturity of the environment, personnel requirements, time to positive cash flow, user’s ability, user’s willingness. | Tjan, 2001 [50]; Liang, Wei 2004 [51] |
Practice Theory and Ecosystem Adoption of Practices Over Time | 2002 | PT EAPT | Ecosystem, time. | Reckwitz 2002 [52]; Nysveen, Pedersen, Skard (2020) [53] |
Unified Theory of Acceptance and Use of Technology (2/Extended) | 2003 | UTAUT UTAUT2 | Age, behavioral intention, compatibility, complexity, effort expectancy, experience, extrinsic motivation, facilitating conditions, gender/gender sensitivity, habit (from experience), hedonic motivation, image, image visibility, job relevance or job fit, outcome expectancies, perceived behavioral control, perceived ease of use, perceived usefulness, performance expectancy, price value, relative advantage, social factors, social or peer influence, subjective norms, voluntariness of use. | Venkatesh et al., 2003 [54]; Venkatesh, Thong, Xu, 2012 [55] |
Value-Based Adoption Model | 2007 | VAM | Behavioral intention, enjoyment/perceived enjoyment, perceived fee, perceived usefulness, perceived value, technicality. | Kim, Chan, Gupta, 2007 [56] |
Model of Acceptance with Peer Support | 2009 | MAPS | Network centrality, network density, value network centrality, value network density. | Sykes et al., 2009 [57] |
Socio-Psycho Networks Complexity Theory | 2011 | SPNCT | Accessibility, age, compatibility, competitive pressures, computer self-efficacy, consumer readiness, education, enjoyment/perceived enjoyment, experience, facilitating conditions, firm size, gender/gender sensitivity, group homogeneity, image, image visibility, information searching behavior, interactivity, interoperability, organization mission, owner/family influence, participation, perceived ease of use, perceived service quality, perceived usefulness, reliability, result demonstrability, scope of business operation, serviceability, subjective norms, trading partners’ readiness, trialability, trust, voluntariness of use, work pattern. | Ukoha et al., 2011 [58] |
Firm Technology Adoption Model | 2017 | F-TAM | Government championship, government policy, industry adoption, managerial innovativeness, organizational readiness, perceived ease of use, perceived indispensability, perceived social influences, perceived usefulness, risk-taking culture, strategic fit, technological readiness, trust in digital operations. | Doe et al., 2017 [59] |
Adoption Influencers | Relationship to Entity | |||||
---|---|---|---|---|---|---|
# | Affinitized Category | General Question to Be Answered for Each Affinitized Category | Individual | Entity | Environment | Affinitized Adoption Factors |
1 | Facilitating Conditions | Do conditions exist within the entity that facilitate adoption of DI/DT? | ✓ | championship, change instruments, change strategies, coercive forces, communication channels, communication processes, conflict management, decision processes, extrinsic motivation, facilitating conditions, innovativeness of the decision-making unit, interactivity, leadership, managerial innovativeness, network centrality, network density, owner/family influence, performance gap, presence of champions, resources, risk-taking culture, superior’s influence, time, timeliness, top management support, voluntariness of use | ||
2 | Perceived Outcome & Value | Do I expect positive outcomes and value from my performance or the capabilities of the entity by adopting DI/DT? | ✓ | ✓ | behavioral beliefs and outcome evaluations, control beliefs and perceived facilitation, cost benefit, data quality, efficiency, funding requirement, job relevance, job fit, outcome expectancies, output quality, perceived direct benefits, perceived fee, perceived financial cost, perceived usefulness, perceived value, performance expectancy, price value, relative advantage, result demonstrability, task outputs, time to positive cash flow, total expected discounted benefits, value network centrality, value network density | |
3 | External Pressure & Influence | Do conditions exist outside the entity (in the environment) that influence me or the entity to adopt DI/DT? | ✓ | competitive pressures, consumer readiness, contracts and agreements, environmental factors, external variables, government championship, government policy, government regulation, regulatory environment, industry adoption, industry characteristics and market structure, market structure, market uncertainty, market value potential, maturity of the environment, mimetic forces, perceived government pressure, perceived industry pressure, regulations and legislations, regulatory support, trading partners’ readiness | ||
4 | Operational Alignment | Does the DI/DT align with the entity’s infrastructure, capabilities, initiatives, processes, and operational requirements? | ✓ | alignment with core capabilities, alignment with other company initiatives, appropriation of structures, business processes, emergent sources of structure, fit with organizational structure, functional tracks, governance, groups internal system, information searching behavior, perceived service quality, role of information technology, rules, scope of business operation, serviceability, shared infrastructure, slack, work pattern | ||
5 | Social Influence & Status | Is there social influence to adopt DI/DT and do I expect my social status within the entity or environment to improve by adopting DI/DT? | ✓ | ✓ | atmosphere, formal and informal linking structures, image, image visibility, new social structures, normative beliefs and motivation to comply, participation, perceived social influences, relationship, relative importance of attitudinal and normative considerations, social factors, social interaction, social or peer influence, styles of interacting, subjective norms | |
6 | Technology Requirements and Ecosystem | Will the DI/DT under consideration meet the technology requirements for the entity and integrate with the Digital Ecosystem? | ✓ | accessibility, adaptable innovations, authorization, availability, ecosystem, information exchange, interoperability, locatability, observability, reliability, structure of advanced information technology, technicality, technology characteristics, technology integration, technology support infrastructure, trialability | ||
7 | Belief Alignment | Is adopting DI/DT congruent with the beliefs, norms, values, and needs of the individual or entity? | ✓ | ✓ | cognitive based values, compatibility, computer self-efficacy, felt needs/problems of the decision-making unit, fit with company’s culture and values, normative forces, norms and cultures, norms of the social system, organization mission, perceived indispensability, perceptions of external control, satisfaction with existing systems, self-efficacy | |
8 | Demographic Characteristics | Do the individual’s or the entity’s demographics support adoption of DI/DT (i.e. age, gender, education level, years of experience, job grade, experience with DT/DE, etc.)? | ✓ | ✓ | age, education, financial position, firm size, gender/gender sensitivity, group characteristics, group homogeneity, knowledge and experience, other career experiences, personal factors, socioeconomic characteristics of the decision-making unit, socioeconomic roots, socio-structural factors | |
9 | Effort Expectancy | Do I expect the effort associated with adopting DI/DT for me and the entity to be acceptable? | ✓ | ✓ | complexity, ease of technical implementation, ease of use, effort expectancy, experience, habit (from experience), perceived behavioral control, perceived ease of use, personnel requirements, technology competence, usability, user’s ability | |
10 | Perceived Risk | Do I trust that the risk to myself or the entity by adopting DI/DT is acceptable? | ✓ | ✓ | long term consequences, management risk position, organizational readiness, perceived barriers, perceived consequences, technological readiness, technology readiness, trust, trust in digital operations | |
11 | Behavioral Affect & Intent | Do I have or expect to improve positive feelings toward adopting DI/DT? | ✓ | affect, anxiety, attitude toward behavior, behavioral intention, enjoyment/perceived enjoyment, hedonic motivation, perceptions, playfulness, user’s willingness | ||
12 | Strategic Alignment | Does the DI/DT align with the entity’s stated strategic goals and objectives? | ✓ | goals, strategic fit, strategic planning |
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Campagna, J.M.; Bhada, S.V. Strategic Adoption of Digital Innovations Leading to Digital Transformation: A Literature Review and Discussion. Systems 2024, 12, 118. https://doi.org/10.3390/systems12040118
Campagna JM, Bhada SV. Strategic Adoption of Digital Innovations Leading to Digital Transformation: A Literature Review and Discussion. Systems. 2024; 12(4):118. https://doi.org/10.3390/systems12040118
Chicago/Turabian StyleCampagna, Joseph M., and Shamsnaz V. Bhada. 2024. "Strategic Adoption of Digital Innovations Leading to Digital Transformation: A Literature Review and Discussion" Systems 12, no. 4: 118. https://doi.org/10.3390/systems12040118
APA StyleCampagna, J. M., & Bhada, S. V. (2024). Strategic Adoption of Digital Innovations Leading to Digital Transformation: A Literature Review and Discussion. Systems, 12(4), 118. https://doi.org/10.3390/systems12040118