Eignung von Managementkonzepten zur Überwindung von Barrieren der digitalen Transformation in mittleren Unternehmen – eine empirische Analyse

This dissertation analyzed management concepts for implementing digital transformation (DT) in medium-sized companies. The focus was on gaining insights into overcoming individual and organizational barriers as well as deficits in IT capabilities during DT. To this end, the DT projects in three medium-sized companies were investigated within the framework of empirical case studies. The decisions and activities of the medium-sized companies during the DT project were analyzed with the help of document analyses and comprehensive interviews with the management and project managers. The information collected was evaluated using the content analysis method. The information and documents of the case company ALPHA about its DT project, which was planned and documented continuously over three years, were particularly yielding for the analyses. The information from the other two case companies, BETA and GAMMA, was merely supplemental to the data basis due to the lack of planning and documentation of the DT project. The analyses led to three key findings. First, the central information systems such as CAD, ERP, and WMS in ALPHA's divisions served as north star for all activities in the company's DT project. Second, the creation of a three-year master plan for DT across the company based on the implementation and customization of the central information systems in the business units provided a stable framework for aligning planning, decisions, and actions at the operational levels. It allowed the synced digitization of cross-unit processes, which strengthened cooperation between units and reduced risks to day-to-day operations. The third finding relates to the involvement of employees in the preparation and detailed planning and their training in IT topics. This gave employees an influence on the design of future processes, enabled them to see and help shape their future workplace at an early stage and adapt their skills to future needs. This avoided acceptance problems, and secured a sustained success of DT, reflected in annual growth rates of over 30%. Further insights were gained on the role of the chief digitization officer (CDO), top managers and pilot projects. Further research is needed on analyses of best practices for DT in medium-sized companies.