From Technological Forecasting & Social Change Christine Blanka, Barbara Krumay, David Rueckel,2022

1. From Technological Forecasting & Social Change
Christine Blanka, Barbara Krumay, David Rueckel,2022
Presenter ：CHEN,YOU-SHENG (Shane)
2022/08/04
The interplay of digital transformation
and employee competency :
A design science approach

2. JCR For Technological Forecasting & Social Change
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3. Vocabularies 1/4
P. English Chinese
1
employee
competency
員工能力
1 academia 學術界
1 agree upon 共識
1 intrapreneurial 內部創業
1 inherent 固有異構性
1 perennial 長期存在
1 catching up 追上
P. English Chinese
1 simultaneously foster 同時的促進
1 nurturing 培養
2 competencies 能力素質
2 anchored 扎根
2 sociotechnical
phenomena
社會技術現象
2 substantial 實質性
2 inductive 歸納
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4. Vocabularies 2/4
P. English Chinese
3 Subsumed 歸入
3 competence 勝任力
3 holistic typology 整體類型
3 particular
occupations
特殊職業
3 prominent 突出
3 autonomy 自主權
3 prerequisite 先決條件
P. English Chinese
4 consistent with 併存
4 evolves from 演變自
4 field-tested and
grounded
實地測試
與接地
4 connotation 內涵
5 coincide 重合
5 consolidated 鞏固的
5 saturation 飽和
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5. Vocabularies 3/4
P. English Chinese
6 ambidextrous coding 雙靈活編碼
6 vivo coding 實境代碼
6 inter-coder reliability 評分者間信度
6 intra-coder reliability 施測者間信度
6 drew on 借鑑
7 entrepreneurship 企業家精神
7 taking the initiative
and going above
主動出擊
P. English Chinese
7 exploitation 開發
7 venture 風險
7 consequences 結果
7 spotting 發現
9 endurance 耐力
9 impulses 推動
10 circumstances 環境
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6. Vocabularies 4/4
P. English Chinese
10 penetration 滲透
10 delimit 界定
10 dissemination 傳播
11 strategic
considerations
戰略思考
11 pillar 核心
11 happens
spontaneously
自我發生
11 foci 焦點
P. English Chinese
11 unprecedented 史無先例
12 muddling through 得過且過
12 Bearing that in mind 牢記這一點
12 fast pace 快節奏
12 illuminated 啟發
12 fine-grained 細粒的
12 thoroughly 徹底的
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7. Table of contents
01 Introduction
02 Review
03 Methods
04 Findings
05 Discussion
06 Conclusion
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8. Purpose
Methodology
Findings
Employees can be enabled to apply
their knowledge and hence influence
the transformation
To adopt a human-centered view of digitalization at
the intersection of digital and human transformation.
Drawing on design science research (DSR)
There is a gap in digital transformation
concerning the role of human resources and
employee competency
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9. Originality
Outcome
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• To evaluate a framework that takes into account
individual employee competency in the context of an
organization’s digital transformation
• Based on interviews with various domain experts in
research and practice, authors offer a holistic perspective
• The development of intrapreneurial competencies is
dynamic
• Employee competencies function as triggers to reach the
next level of digital transformation

10. Introduction
01
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11. • Businesses have faced numerous challenges in
integrating new technologies
• Digitalization is a transformation rather than a
technological challenge
• Adopting the right digital technology and nurturing
employee competencies to apply the technology
• Researchers have recognized human capital as an
increasingly valuable resource in the context of
digitalization (Colbert et al., 2016)
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Introduction
This Photo is licensed under CC BY-SA-NC

12. • The competencies not only computer skills but
combining digital and intrapreneurial competencies
(Gekara & Nguyen, 2018) to progress toward digitalization
• There is no academic framework that identifies
employee competencies
• There is no clear knowledge about which competencies
are required for companies’ digitalization strategies
• Shedding light on the link between human capital and
transformation
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Introduction
This Photo is licensed under CC BY-SA-NC

13. Research question
“Which individual employee competencies
enable the digital transformation of
companies? ”
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14. Literature review
02
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15. 2.1. Digitalization, digital transformation
and the business context
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2019 Hess
Categorized diverse interpretations of digitalization,
Depending on whether the (technical) process or procedure
of converting analog into digital objects
1967
Goblick &
Holsinger
2010 Tilson et al.
2017 Legner et al.
The manifold sociotechnical phenomena and processes of
adopting and using [...] technologies in broader individual,
organizational, and societal contexts
• Digitalization is employed to convert analog information into digital objects
• Digital transformation refers to the application of new digital technologies to
grow, improve, or expand a company

16. 2.1. Digitalization, digital transformation
and the business context
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2015 Matt et al. Transformations on different levels of abstraction should be
operationalized through a digital transformation strategy,
and hence integrated into a holistic managerial concept.
2003
Andal-Ancion
et al.
1994 Venkatraman
the first to use the term transformation when presenting a
type of maturity model consisting of different levels of IT-
enabled business transformation
2015
Karimi &
Walter
Identifies relationships between the use of digital
technologies, disruptive phenomena, and the response of
organizations to digitalization (framework)
2021 Verhoef et al.
1993
Henderson &
Venkatraman
Research has adopted an organizational perspective on the
challenge of digitalizing businesses and the influence of
digital technologies on companies

17. 2.1. Digitalization, digital transformation
and the business context
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• Research on digitalization has extended into the field of management as evident
from a large number of special issues
General management
(Lanzolla et al., 2020)
Human resources (HR)
(Holland & Bardoel, 2016)
Entrepreneurship
(Berger et al., 2021)

18. 2.2. Human-centered perspective
on digitalization
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2021 Shakina et al.
Those skills complement the use of digital technologies, and
together contribute to sustainable competitive advantage
2003
Miozzi &
Ramirez Digital knowledge alone is not enough: the ability to apply it
and understand possible opportunities is also crucial
2019 Frank et al.
2006
Baraldi &
Nadin
Employees require a mixed skillset in the form “of technical
competence, analytical ability and work experience”
1995 Bird
Competencies can change over time, and include elements
such as traits, skills, knowledge, and motivation
• Research focusing on the individual level investigates the influence of digitalization
on human resources
• We define competency as a construct describing individual behavior that
integrates skills and knowledge, and results in superior performance

19. 2.2. Human-centered perspective
on digitalization
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2017
Walchshofer
& Riedl Top-level management required to recognize and evaluate
the value of digital technologies and possible competitive
advantage should possess at least basic digital competencies
2017 Tumbas et al.
2016
Horlacher &
Hess
2003
Miozzi &
Ramirez
Employees should possess more general rather than specialist
competencies to “overcome the narrow fragmentation of
knowledge and nurture competences across disciplines”
2019 Butschan et al.
Process-based competencies are also prominent (crucial in
dealing with change and innovation)
• The finding supports our assumptions that employees take an active role, and
therefore will require competencies to complement digital ones

20. 2.2. Human-centered perspective
on digitalization
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2017 Legner et al.
IT is the main enabler of digitalization, the people involved
are the key to its successful realization
2003
Sambamurthy
et al.
2015 Kane et al.
The IS and management fields has largely emphasized
technology as an enabler and has investigated the influence
of digitalization on human resources
• The mix of digital and application-oriented
competencies enables employees to take a
proactive role in promoting digital transformation
• We assume that individuals are not only affected
by digitalization but can actively shape it

21. 2.3. Intrapreneurial competency and
digital transformation
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2010 Åmo Entrepreneurial thinking is required within existing
organizations
2003 Antoncic & Hisrich
2013
Kuratko &
Audretsch The idea that innovative employee behavior can influence
company performance
2011 Parker
2019 Blanka
Characterized by thinking across organizational boundaries,
behaving proactively, promoting corporate strategies, and
supporting attaining competitive advantage
2014 Zhu et al.
2013
Guerrero &
Pen ̃a-Legazkue
1985 Pinchot
1992
Chandler and
Jansen
Originated a well-established typology of entrepreneurial
competency: entrepreneurial; managerial; and technical-
functional

22. 2.3. Intrapreneurial competency and
digital transformation
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2016
Bacigalupo et
al.
The European Commission established the EntreComp framework to
enhance human capital and address future challenges. It defines
entrepreneurial competency as necessary for value creation in various
contexts, including intrapreneurship
2017
Var- gas-
Halabí et al.
Emphasized the following factors in characterizing intrapreneurs’
competency: promoting opportunities; proactivity; flexibility; drive;
and risk-taking
• Not only are general digital competencies necessary,
but also intrapreneurial ones
• Not only to manage the effects of digitalization but also
to proactively shape the associated transformation
• Intrapreneurial competencies make a valuable
contribution to digitalization
This
Photo
is
licensed
under
CC
BY-NC-ND

23. Methods
03
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3.1. The design science research approach
2012
Van Aken &
Romme
DSR can answer the calls for research producing output relevant for
practice
2007 Hevner DSR is often seen as a more applied approach than existing
qualitative research approaches, which focus more on theory
development
2007 Peffers et al.
State-of-the-field literature sphere
(Identified a lack of research)
Phenomenon sphere
(Identified the relevant real-world challenge)
 Digital transformation
 Intrapreneurial competency
 Individual competencies of employees
 The level of digital transformation of
the organization

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3.1. The design science research approach
Fig. 1. Applied research approach based on the DSR of Hevner et al.
(2004).
By relating digital transformation and employee competencies, and conducting interviews
with various domain experts to evaluate, redesign, and refine the framework
The existing body of knowledge,
theories, and experiences
Target business needs and
evaluates the rigorously-
designed artifact

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3.2. Applied DSR activities
Starting with theorizing, followed by framing a problem-solution avenue and
creating an artifact in iterations, and finally validating

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3.2. Applied DSR activities
A semi-
structured
interview
• developed an interview guideline
• gain a deeper understanding of digital
transformation in the context of the relevant
domain
An evaluation
of the
framework
• revealed and explained the framework to
the interviewees
• asked them to share their opinions,
thoughts, and impressions
• evaluate criteria such as validity, utility,
quality, and efficacy
(Gregor & Hevner, 2013; Romme & Dimov, 2021; Romme & Reymen, 2018)
Between November 2018 and
June 2019
Native translated into English and
cross-checked to ensure accuracy
The interviews were digitally
recorded, transcribed, and analyzed
using the MAXQDA software
Achieved ambidextrous coding
Inter-coder =0.76
Intra-coder =0.97

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3.2. Applied DSR activities
 A relatively high pressure to automate
eg: manufacturing companies, construction, warehousing and storage
 Published a digitalization strategy or whose media coverage reported their
digitalization efforts

29. Findings
04
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4.1. Initial framework design
An EU-designed framework to integrate the policy
perspective (Bacigalupo et al., 2016)
A literature review to obtain an overview and a kind of
meta-analysis of the existing research (Mitchelmore & Rowley,
2010)
A handbook of practice-oriented literature (Rae, 2007)
We pooled competencies from 3 sources
*
**
***

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4.1. Initial framework design
1
1. management insight
(strategic management)
Considering the employee
perspective and the fact that
employees can only partially
influence strategic
management decisions

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4.1. Initial framework design
2
3
2. proactiveness
Being motivation, self-
awareness, learning by
experimentation, and
sustainable thinking
3. idea generation
Being creative, and
identifying opportunities

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4.1. Initial framework design
3
4
3. idea generation
Being creative, and identifying
opportunities
4. opportunity evaluation
The competencies required for
idea assessment and the
recognition of options arising
from opportunities

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4.1. Initial framework design
2
5
6
5. interpersonal
mobilization
Interacting with others,
building consensus, and
collaborating
6. market foresight
Identifying current market
niches and emerging customer
needs and future markets

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4.1. Initial framework design
IT application—
is strategic in
its generic form
localized
exploitation
Key to utilizing
IT strategically
internal
integration
Realized on both
the technological
and process
levels
business process
redesign
Capturing
companies’
interactions,
maximize
potential
business network
redesign
IT play in
influencing
business scope
and the logic of
business
relationships
business scope
redefinition
• Authors consulted 3 researchers from the IS field
• Without exposing the 3 pre-selected frameworks, then asked about their awareness
of attempts to explain digital transformation
• Conclusion that Venkatraman’s framework (1994) was the best fit for purpose

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4.1. Initial framework design
Authors assumed that digital
competencies are crucial
throughout the digital
transformation process

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4.2. Framework evaluation and redesign

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4.2. Framework evaluation and redesign
Authors evaluated and redesigned the frameworks iteratively, based primarily on the
interviews but also considering other sources
• The relevance of digital competencies
increases as digital transformation progresses
• Individuals with basic technical knowledge
can recognize the potential of digital
transformation and associated future
developments

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4.2. Framework evaluation and redesign
• The development of individual transformation
(intrapreneurial) competencies is not linear
but is a dynamic, iterative, and cyclical
process
• The three competency clusters in the
framework follow a logical three-step flow
-Intent
-Action
-Implementation

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4.2. Framework evaluation and redesign
• Learning at both the individual and organizational levels is an essential
source of knowledge and implementation competency
• Intrapreneurial competencies at the employee level and organizational
learning throughout the transformation process are both crucial
• Our framework thus integrates organizational learning, which is based on
dynamic competency development at the individual level but follows a
somewhat linear path from one level of transformation to the next

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4.2. Framework evaluation and redesign
 All experts expressed the need for such a framework to establish a common
understanding of employee competency and digital transformation
 All respondents considered the framework would be helpful in developing a
program to identify gaps in employee competencies
 The business experts found the framework useful in assessing the current status of
their firm’s journey to digital transformation
 2 experts (I2, I6) were even able to pinpoint their current status within the
framework and thus identify the next steps needed to support digital transformation
 2 business experts (I6, I8) mentioned that they would use the framework “for
developing a digitalization strategy related to employee learning” (I6)

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Discussion
05

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Discussion 1/5
 Our research extends an existing framework (Venkatraman, 1994) and illustrates the
changing requirements for competencies in the context of digital transformation
 Employees’ active roles in realizing digital opportunities and their empowerment
(Martínez-Caro et al., 2020)
 Intrapreneurial competency (Butschan et al., 2019; Gekara & Nguyen, 2018) is also necessary for
employees to engage in tasks and processes beyond digital expertise.
 We assume the focus should be on employees’ ability to assess the possibilities
offered by digitalization to foster transformation
 Companies must already have reached a certain level of digital maturity to gain
competitive advantage from employees’ transformation competencies.

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Discussion 2/5
 This paper complements previous research on digital transformation by focusing
on human transformation
 We characterize the intrapreneurial journey primarily by the fact that employees
acquire certain knowledge through the development of individual competencies
in the cycles of intent-action-implementation
 Intrapreneurial competency is
the foundation of an organization’s
ability to manage digital transformation
This Photo is licensed under CC BY-SA-NC

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Discussion 3/5
 Our research demonstrates the interplay between individual competency and
organizational capability when implementing digital transformation
 In general, researchers agree that individual and organizational learning are related
(e.g., Matthews et al., 2016) and that organizational learning mediates the relationship
between organizations’ dynamic capabilities and competitive advantage
(Giniuniene & Jurksiene, 2015)
 Learning is therefore an important process in the context of digital transformation
and takes place at all transformation levels

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Discussion 4/5
 Our refined framework demonstrates an interplay of both dynamic and more linear
developments
The first learning
cycle focuses on those
competencies that
develop employees’
awareness of
digitalization and its
associated
opportunities
The second focus
on the preceding
competencies,
promotes the
identification and
seizing of digital
opportunities
The third builds on
the cycle of intent
and action and aims
to instill a
visionary attitude
among employees

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Discussion 5/5
 The DigiTransComp framework reinforces how individuals’ intrapreneurial
competency is a crucial pillar of the transformation process
 Based on their dynamic characteristics, fostering and applying employee
competencies can help organizations reach the next level of digital transformation
 Individual learning, in creating knowledge, is integrated at the organizational level

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Discussion -practical implications
 Rather than focusing exclusively on technical aspects,
researchers should also consider employees and their
development
 Digitalization is a transformational process and a
cyclical, rather than stepwise, development
 Digitalization has a substantial impact on a company,
and future developments are difficult to assess
 Maintaining an awareness of the key role of human
resources will ensure that companies are well-
equipped to pursue digital transformation.

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Conclusion
06

50. Conclusion
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 We add to the knowledge base by designing a framework (Gregor & Hevner,
2013) that offers a holistic perspective
 By focusing on competency rather than skills (considering the application of
knowledge)
 By focusing on transformation competency (digital and intrapreneurial)
rather than digital competency
 The integration of experts’ views in the design process ensures the rigor and
relevance of research

51. Limitations
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• More empirical research would be
required to obtain deeper insights
into digital transformation and fine-
grained results on the role of human
capital
• Focused on the role of employee
competency as a human resource,
might conduct studies that more
specifically examine the role of
organizational learning and dynamic
capabilities in the transformation
process

52. Future research
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• The role of organizational structure
(e.g., company size) and features (e.g.,
main tasks or industry)
would facilitate a deeper
understanding of how context
influences competency and digital
transformation

53. Thanks

54. Resources
• Christine Blanka, Barbara Krumay, David Rueckel, The interplay of digital transformation and employee
competency: A design science approach, Technological Forecasting and Social Change, Volume 178,
2022, 121575, ISSN 0040-1625, https://doi.org/10.1016/j.techfore.2022.121575.
• Modern Digital Transformation for Business Presentation
https://slidesgo.com/theme/modern-digital-transformation-for-business
• P16,39,45,47,51 Microsoft Stock images (royalty-free images)
• Other pictures from Bing search and using CC

55. Extended learning
● 社會技術系統(Sociotechnical System)
https://wiki.mbalib.com/zh-tw/社会技术系统
● Socio-technical systems theory
https://business.leeds.ac.uk/research-stc/doc/socio-technical-systems-theory
● 如何打造「內部創業」文化，發揮團隊潛力？
https://crossing.cw.com.tw/article/5777
● MAXQDA 以更聰明的方式工作
https://www.maxqda.com/taiwan
● 翻譯研究的信度與效度
http://blog.udn.com/trjason/14986438
● 編碼者間一致性信度
https://blog.pulipuli.info/2015/06/cohenkappa-cohens-kappa-coefficient.html
● A Content Analysis of Reliability in Advertising Content Analysis Studies
https://dc.etsu.edu/cgi/viewcontent.cgi?article=2566&context=etd
● Venkatraman (1994) conceptual framework
https://www.researchgate.net/figure/enkatraman-1994-conceptual-framework_fig1_39037179