电子商务数字化转型和运营外文文献翻译

文献信息文献标题：DigitalTransformation&DigitalBusinessStrategyinElectronicCommerce-TheRoleofOrganizationalCapabilities（电子商务中的数字化转型与数字化经营战略——组织能力的作用）文献作者及出处：NadeemA,AbedinB,CerpaN,etal.Digitaltransformation&digitalbusinessstrategyinelectroniccommerce-theroleoforganizationalcapabilities[J].Journaloftheoreticalappliedelectroniccommerceresearch,2018,13(2):i-viii.字数统计：英文2652单词，16575字符；中文4797汉字外文文献DigitalTransformation&DigitalBusinessStrategyinElectronicCommerce-TheRoleofOrganizationalCapabilitiesOverviewDigitaltransformationiswidelyaffectingvariousindustriesparticularlyhealthcare,telecommunications,automotive,bankingandmanufacturingsectors.Itenablesinnovationpractices,improveddesigns,andnewbusinessmodels,andshapeshoworganizationscreatevalueontheInternet.Companiescanleveragerobustcustomerrelationshipsandincreasecrosssellingopportunitiesthroughsuccessfuldigitaltransformation.Digitaltransformationisnotsolelyaboutacquiringanddeployingthefitforpurposetechnologies;ratheritisasignificantapproachintacklingmanagerialissuessuchashumanresources,businessefficiency,andbusinessprocessredesign.AccordingtoHess,digitaltransformationhasbecomeahighpriorityontheleadershipagendaofmanyorganizations.Almost70%ofreportedorganizationaltransformationpracticesfailtomeetorganizationsambitions,thetimelineforthetransformation,orboth,emphasizingtheimportanceoftheneedformoreresearchinthisfield.However,whilethetermdigitaltransformationisincreasinglybeingusedintheelectroniccommerceresearchandpractice,ithasrarelybeendefinedintheextantliteratureandprofessionalarticles.Thus,thefirstobjectiveofthisstudyistoreviewcurrentunderstandingofthisnotionintheextantliterature,andtoexplorewhatdigitaltransformationentails.Paststudiesintheinformationsystemsandelectroniccommerceliteraturehavealreadyreportedtheinfluenceofvariousisolatedtechnicalfactorssuchastechnologyuse,dataintegration,andtypeofdigitaltechnologies,aswellasnon-technicalfactorslike digitalleadership and human resourcemanagement, and business processmanagementondigitaltransformationoforganizations.Thenextobjectiveofthiseditorialemphasizestheimportanceofdigitalstrategyandorganizationalcapabilitiesin successful digital transformation of organizations. Past research shows thatbusinessdigitalstrategy,digitalcapabilities,andimplementationofrightsetoforganizationalcapabilities,arecriticalrequirementsforaneffectiveandefficiententerprise transformation towards creating superior customer-centric services in the digital era. Currently there is an inconsistentunderstandingofwhatconstitutesorganizationalcapabilitiesandadigitalbusinessstrategyinadigitaltransformationprocess.Thus,thisstudyconductsasystematicliteraturereviewonaselectedsetof journalstoexplorewhatentailsorganizationalcapabilitiesanddigitalbusinessstrategy,andusescurrentempiricalevidencesforproposingaframeworkforfutureresearchonhowthesetwofactorsmayaffectorganizations’digitaltransformation.MethodologyWehaveconductedasystematicliteraturereviewonselectedleadingInformationSystemsjournals(seeTable1)forpaperspublishedfromtheyear2000to2017.Weusedcombinationsofthreekeytermsforconductingthesearchontitles,abstracts,andkeywordsofeachpaper:Digitalbusinessstrategy,Digitaltransformation,Businessdigitalization.SELECTEDJOURNALSMISQuarterly,JournaloftheassociationofInformationSystems,InformationSystemJournal,JournalofStrategicInformationSystems,JournalofManagementInformationSELECTEDJOURNALSMISQuarterly,JournaloftheassociationofInformationSystems,InformationSystemJournal,JournalofStrategicInformationSystems,JournalofManagementInformationSystems,MISQExecutive,SloanManagementReview,CommunicationsJournalsoftheACM,Humancomputer-interaction,BehaviourandInformationTechnology,InformationTechnologyandPeople,DecisionSupportSystems,EuropeanJournalofInformationSystems,InformationandManagement,InformationSystemResearch,JournalofInformationTechnology.FollowingBandara’sguidelines,twomainstepswereconducted:(i)selectingtherelevantsourcestobesearched,and(ii)definingthesearchstrategyintermsofatimeframe,searchterms,andsearchfields.Figure1showstheprocessofrelevantarticleselection.Figure1:ProcessforselectingarticlesthroughsystematicliteraturereviewThefirststageofoursearchresultedin292articles.Afterthat,wecheckedtherelevancyoftheeachpapertotheresearchobjectivesintwostages:Firstly,weassessedthisusingeacharticle’stitle,abstract,andkeywords;thisresultedinselectionof54articles.Secondly,weexaminedthebodyoftheselectedarticles,whichledustoafinalsetof28articles.Wethenanalysedtheseselected28articlesthoroughlyfortheirdemographicinformationsuchaslocation,industry,andresearchmethods,andthenusedWolifswinkel’sguidelinesfordiscoveringtheunderlyingdimensionsoforganizationalcapabilities,digitalbusinessstrategy,anddigitaltransformation.Wolifswinkel’sguidelinesinvolveasystematicreadingandapplicationofcodestothefinalsetofpublishedarticles,whichwouldleadtoidentificationofcategories,sub-categoriesandcorecategoriesorthemes.Figure2showsthequalitativeprocessofanalysingthesystematicliteraturereviewfinalsetofarticles.Wecarriedouttheanalysisofthearticlesinastepwisemode.Initially,wereadallthepapersindetail,andhighlightedsentencesthatseemedrelevanttotheresearchquestionsandresearchscope.ThehighlightedpartfromeveryarticlewastermedasExcerpts.Wethenreadtheexcerptsrepeatedlyandnotedinthelogbookforfuturereference.Duringthisprocessofexcerptionopencodingtakesplace.Figure2:ProcessofanalysesofsystematicliteraturereviewarticlesWithopencodingasthefirststep,weinitiatedtheabstractionstagethroughreadingallthepapersandextractingdimensions.Weusedthetermdimensionsinsteadofcategories(asshowninfigure2)toreflectacharacteristicorfeature.Next,axial coding was conducted, in which dimensions were sub divided sub-categoriescalledattributes.Attributeswouldbecharacteristicsofeachdimension.Eachattributeofadimensionwouldbeauniquefeatureandessentialpartofthedimension.Lastly,theprocessofcomparativeanalysistookplace,wherelinkingandmappingofdimensionswithattributeswascarriedout.Thislaststageofselectivecodinginvolvedidentificationofcoredimensions.Thecoredimensionsrepresentthecentralphenomenonbehindthestudy.Itidentifiesthemainideatheliteraturereviewrepresents.Inthisstage,wehighlighteddimensionswithapoorexplanationorwithnospecificattributesrepresenting,andweeithereliminatedthemormergedthemwithanothersimilardimension.ThisaboveliteraturedatacodingprocesswascarriedoutbygoingforwardandbackwardbetweenthearticlesassuggestedbyWolifswinkel’s.Oncethedatawasexhaustedorfullysaturatedonlythentheprocessoftheorybuildingstarts.Therefore,ifanynewdimensionsorattributesemergedinthisstage,wereviewedthedataagainstartingfromtheexcerptionsprocessuntilthedatawassaturated.OutcomesoftheSystematicReviewAsFigure3shows,thelevelofpublicationactivityinthisfieldstartedtoincreasefrom2009andthenincreasedconsiderablyin2016.Furthermore,resultsalsodemonstratethatresearchondigitaltransformationhasextensivelybeenfocusingonautomotiveindustry,bankingsector,telecommunicationsandhealthcare,oilandgasandmanufacturingsectorsasshownbelowinFigure4.Moreover,theliteraturereviewportraysthatalargenumberofstudieshasconcentratedontheUSandEuropeancountriessuchasFrance,Germany,Switzerland,DenmarkandUK,andincomparison,lessworkhasbeensofarundertakeninAsiaotherregionsliketheMiddleEast,LatinAmerica,andAfrica.Figure3:PublicationtrendofreviewedarticlesFigure4:SelectedpapersbyindustrysectorInthisstudy,wediscusstheoutcomesofthesystematicreviewintwogroups:firstly,wepresentwhatthenotionofdigitaltransformationentailsandidentifyitsunderlying dimensions. We also discuss what digital business strategy organizationalcapabilitymaymeanandwhattheirunderlyingdimensionsarebasedonpaststudiesintheliterature.Secondly,weaggregatethecurrentempiricalevidencestodemonstratehowthesethreeconceptsmayrelate.TheUnderlyingDimensionsFollowingWolifswinkel’sguidelinesandaftercompletionofthecodingprocess,thecoredimensionsandattributesfordigitaltransformation,digitalbusinessstrategy,andorganizationalcapabilitywereextractedandidentifiedasshownbelowinTable2.Thefinalsetofdimensionsfordigitaltransformation,digitalbusinessstrategyandorganizationalcapabilitiesweregivenaspecificcodeasshowninthetablebelowforproperidentificationandpresentation.#DimensionsofDT#DimensionsofDTDigital(DT)DT1UseoftechnologyDT2 ValuecreationDescriptionReflectsafirm’scapabilitytoexploreandexploitnewtechnologiesReflectstheinfluenceofdigitaltransformationonafirm’svaluecreationDT3 StructuralchangesDT4 FinancialaspectsDT5 Digitalleadership

Changesrefertothemodificationsinorganizationalstructures,processes&skillsetsRelatestoafirm'sneedforactionandabilitytofinanceinresponsetodigitaltransformationendeavourNewleadershiprolesandgovernancethatfacilitaterapiddigitaltransformationDT6

Agile & scalable digital StrategicinitiativestobuildoperationsthatareDT7

operationsDigitallyenabledCEX

scalable,flexibleandvaluecapturingStrategic initiatives for leveraging informationforbetterdataoptimizationStrategicinitiativesforcontinuouslynavigatingtheDT8 Digitalartefacts

digital landscape and technologyscanning implementationDT9

Executingbusinessstrategy Building business strategy digitally around theDT10

digitallyExternal collaboration ecosystemofdigitalplatform

enterprisecoredistinctivecompetenciesLeveragingecosystemofpartnersforcomplementarycompetenciesinvolvingvaluepropositionandrevenuesharingDT11DT12

EnterpriseintegrationFlexible workplace

platform Intensive interactive digital connectivity to outsideandinsideenterprisehumanized Providingaflexibleandattractiveworkplaceforborndigitalemployees# DimensionsofDBSExternal collaboration

Descriptionecosystem of partners forDigitalBusinessStrategy(DBS)

ecosystemofdigitalplatformITinfrastructureCross-functionalintegration

complementary competencies involving propositionandrevenuesharingAfusionofITwithbusinessusingITapplicationsystemsReconfigurationofITandbusinessresourcesacrossmultipleorganizationalprocessesDT4DT5

OrganizationalchangesUseoftechnology

structural

RethinkingtheroleofcorporateITandCIOExtendtowhichafirmengages inanycategoryITinvestmentBuilding advance capabilities in response toCapabilities(OC)

DT6#

NewdynamiccapabilitiesDimensionsofOCDigitalleadershipAgile&scalableoperations

environmentalturbulenceDescriptionDevelopingandacquiringnewcompetenciesandambidextrousskillBuildingrobustandflexibleoperationstoovercometheconstraintsoflegacysystemsTable2delineatesthedimensionstheeachofthethreeconceptsalongwiththeirdescription.Weidentifiedtwelvedimensionsofdigitaltransformation.Similarly,weidentified six dimensions of digital business strategy and ten dimensions organizationalcapabilities.Thiswastoaddressthegapintheliteratureintermsofprovidingasynthesisoftheliteratureforidentificationofunderlyingdimensionsforeachofthethreefactors.Theabovetablesummarizesthefindingsfromtheextantliterature and gives a guideline to the upcoming researchers and professionals.Next,weassessedhowthedimensionsinTable 2mayoverlap.Itsignifiesthecommondimensionsthathaveoverlapped,andhighlightshowtheyarerelated.Thisgraphical representation depicts that the dimension shared by digitaltransformation, digital business strategy and organizational capabilities collaborativeecosystemofdigitalplatform.Andthecommondimensionsharedbydigitaltransformationanddigitalbusinessstrategyarenamedasuseoftechnologyand structural changes whereas the common dimensions shared by digitaltransformationandorganizationalcapabilitiesarenamesasdigitalleadership,agileandscalableoperations,digitallyenabledcustomerserviceunit(CSU)&digitalartefacts.Moreover,thecommondimensionsharedbydigitalbusinessstrategyandorganizationalcapabilitiesisdynamiccapabilitiesasshowninFigure5.Figure5:Conceptualframeworkdepictingthegraphicalrepresentationoforganizationalcapabilities,digitaltransformationanddigitalbusinessstrategyPrevious literature has not presented the inter-relationship of the digitaltransformation,digitalbusinessstrategy,andorganizationalcapabilities.Thus,Figure5iswhatourreviewresultedinproposingarelationshipbetweendigitalbusinessstrategy,anddigitaltransformation,areorganizationalcapabilities.Itsuggeststhatdigital transformation is the digital business strategy in action. If deployedsuccessfully,digitalbusinessstrategyisonlytheblueprintthatcanleadtodigitaltransformation.Thisframeworkshowninfigure5signifiesandhighlightstheorganizationalcapabilitiesthatanorganizationneedtoacquirefordeployingdigitaltransformationanddigitalbusinessstrategy.Althoughdigitaltransformation,digitalbusiness strategy,and organizational capabilities are termed as three concepts,theyactuallyhaveinter-relationshipsasshowninfigure5.Theexternalcollaborationofecosystemofdigitalplatformssharedbyallthethreeconceptshighlightsthatdevelopingthecollaborationwithexternalpartnersissignificantintoday’sdigitalworldforco-creatingvalueandbetterorganizationalperformance.Thefirm’sdigitalleadership,agileandscalableoperations,digitalenabledcustomerserviceunit(CSU)anddigitalartefacts,canmanifestorganizationalcapabilitiesrequiredforpursuingthedigitaltransformationtoalignwiththechangingexternalenvironments.Digitalleadershipdescribesthatorganizationsshouldacquiremorerecentandupdateddigitalskillsandcompetencieswhilstintroducingnewleadershiprolestomatchtheelectroniccommerce’schangingexternalenvironments.Likewise,buildingflexibleandvigorousoperationswouldassistinovercomingthepreviouslyembeddedlegacysystemsfurtherassistingtheorganizationindeployingthedigitaltransformation to the firm’s electroniccommerceremainingrelevant.Furthermore,digitallyenabledCSUisanotherimportantelementinresponsetochangingcustomer,asitassistswithanalysingcustomersvaluepropositionintheelectroniccommercecontext,whichwouldbeachievedbydevelopingandimplementingthedigitalprocessesandinfrastructuresthatwouldbebeneficialinhandlinglargeamountofdata.Digitalcapabilitiesfacilitatedbydigitalartefactswouldthereforeenablethefirmtocreateoradaptnewproducts/servicesforitselectroniccommercetofulfilthedesireddigitallyenabledCSUtofitwiththechangingcustomerneeds.Itisnotedthatdigitalbusinessstrategyrequiresthedevelopmentofneworganizationalcapabilitiesthataredevelopedandreconfiguredonacontinuousbasis.Additionally,inordertoseizethebenefitsofdigitaltransformation,moreeffortsneedtobefocusedonthedevelopmentofacompetitivedigitalbusinessstrategy-i.e.specificallydigitalstrategyinitiativesneedtobedefinedfortheexecutionofthedigital transformation. In addition, past literature also highlights thatmarket-alignment drivers of organizationalcapabilities would help identify theorganization’sdriversfordigitaltransformationinelectronic-commerce,whichinturnwouldleadtobetterbusinessperformance.Figure6belowrepresentstherelationshipbetween organizational capabilities, digital transformation and digital strategy.Figure6:Relationshipbetweenorganizationalcapabilities,digitaltransformation&digitalbusinessstrategyConclusionThisstudyexplorestheinter-relationshipbetweentheorganizationalcapabilities,digitaltransformationanddigitalbusinessstrategy,whichfurtherledtotheemergenceoftheconceptualframework.Itexplainsanddemonstrateshowtherequisitesetoforganizationalcapabilitiesanduniquedimensionsofdigitalbusinessstrategywoulddriveanorganizationtowardsdigitaltransformation.Thedigitaltransformation framework described by Figure 5 together with the interrelationship between organizational capabilities and digital transformation(moderatedbydigitalbusinessstrategy)asshowninFigure6wouldrepresentanewimportantbodyofknowledgeonthefundamentalmanagerialpracticesfordigitaltransformationtowardsasuccessfulelectroniccommerce.Theanalysisresultedindistinctivedimensionsofdigitaltransformation,digitalbusinessstrategy,andorganizationalcapabilities.Thisstudyprovidesabroader substantialtheoreticalcontributionondigitaltransformationliteratureanditenrichestheliteraturebyprovidingaframeworkoftheinter-relationshipoftheorganizationalcapabilities,digitaltransformationanddigitalbusinessstrategy.Thisresearchalsorepresentstheuniquesetofdimensionsentailedbydigitaltransformation,digitalbusinessstrategyandorganizationalcapabilities.Thefindingswouldassistorganizations’CEOsandCIOs(C-suitemanagement)whoarelookingforaneffectiveframeworkdepictingtheinter-relationshipbetweenthedigitaltransformation,organizationalcapabilitiesanddigitalbusinessstrategy.Companiesusuallyhireconsultingfirmstoassistthemindevelopinganddeployingfit-for-purposeorganizationalcapabilitiesforpursuingdigitalbusinessstrategythatfurtherleadstodigitaltransformation.However,theywouldoftenendupinvestingahugeamountinimplementingdigitaltechnologiesinsteadandwouldstillbeunabletoachieveeffectivedigitaltransformationthroughouttheorganization.Therefore,thisstudywouldguidethemindetermininganddeployingtherightorganizationalcapabilities for their organization for digital transfo