Rerouting Digital Transformations - Six Cases in the Airline Industry
- Anne Maike Somsen, Amsterdam Business School, University of Amsterdam, Amsterdam, Noord-Holland, Netherlands
- Hans Borgman, Amsterdam Business School, University of Amsterdam, Amsterdam, Noord-Holland, Netherlands
- Daan Langbroek, KLM Royal Dutch Airlines, Amsterdam, Noord-Holland, Netherlands
- Chintan Amrit, University of Twente, Enschede, Netherlands
AbstractThe purpose of this study is to understand how and why success criteria evolve in the course of a digital transformation initiative. Evolving success criteria can cloud planning processes and lead to post-hoc rationalizations, an observation that is often made but the underlying processes are hardly researched. This exploratory study does so by employing a qualitative approach with six embedded case studies of different digital transformation initiatives (DTIs) within a large European airline company. Our findings show how traditional business case approval practices, the degree of involvement of different stakeholders -each using different metrics-, the closeness in collaboration between these stakeholders and lastly the degree to which key-users embrace the digital solution during a DTI, all contribute to evolving success criteria. A discussion of the findings and limitations, implications for practice and suggestions for future research conclude the article.
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