Organisational Transformation—Going Digital

Nick Shannon () and Bruno Frischherz ()
Additional contact information
Nick Shannon: Management Psychology Ltd.
Bruno Frischherz: Didanet GmbH

Chapter 11 in Metathinking, 2020, pp 83-105 from Springer

Abstract: Abstract In this case study on the digital transformation of organisations, we conduct a comparative text and image analysis. We use the Metathinking Framework to examine a series of very different accounts of digital transformation: infographics, best practice papers, contributions from a panel discussion and interview excerpts with a specialist. The results of the analysis are in the form of thinking profiles that illustrate the different cognitive styles of the persons. We also show how the analysis reveals limitations in which the concept of digital transformation has been thought about, specifically a one-sidedness in the use of thinking modes and neglect of certain subject areas.

Date: 2020
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-030-41064-3_11

Ordering information: This item can be ordered from
http://www.springer.com/9783030410643

DOI: 10.1007/978-3-030-41064-3_11

Access Statistics for this chapter

More chapters in Management for Professionals from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().