@article {1217,
	title = {Mastering the Digital Transformation Process: Business Practices and Lessons Learned},
	journal = {Technology Innovation Management Review},
	volume = {9},
	year = {2019},
	month = {02/2019},
	pages = {36-50},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {Due to its unique features and accessibility, the focus of implementing digital technology is no longer just to improve internal operations, but to expand internal dimensions, reach customers and external partners, affect services, integrate processes, disrupt markets, and fundamentally change industries. It is no surprise that the notion of digital transformation has garnered much research interest, especially from the practitioners{\textquoteright} point of view, but academic achievements are somehow lagging behind, possibly because frameworks for digital transformation are still evolving. In this article, we tried to address that gap by conducting holistic research of digital transformation in companies. We used a series of in-depth interviews to inform comprehensive case studies of three companies from different industries that are in different stages of digital transformation. We carefully investigated the companies{\textquoteright} experiences in the process of digital transformation, which are discussed here to provide valid theoretical framing. We conclude that, in addition to technology adoption, important factors for successful digital transformation are the ability of an organization to change and operational excellence in the integration of external digital services with internal IT support. In that light, we summarize our findings in a form of discovered (sub)dimensions that are the basis for the proposed digital transformation framing, while the narratives and case experiences provide with examples of best practice.},
	keywords = {case study, change management, digital business, digital model, digital transformation, digital transformation model, digitization, human capital, Innovation management, talent management},
	issn = {1927-0321},
	doi = { http://doi.org/10.22215/timreview/1217},
	url = {https://timreview.ca/article/1217},
	author = {Lucija Ivan{\v c}i{\'c} and Vesna Bosilj Vuk{\v s}i{\'c} and Mario Spremi{\'c}}
}
@article {802,
	title = {Using a Capability Perspective to Sustain IT Improvement},
	journal = {Technology Innovation Management Review},
	volume = {4},
	year = {2014},
	month = {06/2014},
	pages = {28-39},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {A firm{\textquoteright}s dependency on the information technology (IT) function is increasingly central to its ability to innovate. The IT function must balance this need for change with sustaining consistent, highly reliable operation of all existing services. A firm{\textquoteright}s ability to rapidly change IT is impeded by its legacy portfolio of applications and infrastructure because changes need to be very carefully managed and understood in order to avoid unintended consequences leading to system failure and process breakdown. The change imperative for IT is urgent and often determines how IT is valued by the rest of the firm. 

Improving the IT function{\textquoteright}s agility requires improvement in IT capabilities, which can be categorized into three broad classes: technology, process, and competency. This article identifies the critical success factors for creating sustainable change for each of these three capability classes. It draws on the practical experience of the authors and leverages appropriate standards that provide grounding for change within the IT function of the firm, along with the roles and tasks that will be involved in this change agency. The article is of primary benefit for IT executives seeking to sustain an ongoing, systematic transformation of the IT function to enable IT entrepreneurship and agility.},
	keywords = {capability improvement, capability maturity model, change management, competency capability, enterprise architecture, IT function, organizational culture, organizational learning, process capability, shadow IT, technology capability},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/802},
	url = {http://timreview.ca/article/802},
	author = {Paul E. Renaud and Sheppard D. Narkier and Sonia D. Bot}
}
@article {536,
	title = {A Guide for Entrepreneurs Who Lead and Manage Change},
	journal = {Technology Innovation Management Review},
	volume = {2},
	year = {2012},
	month = {03/2012},
	pages = {27-31},
	publisher = {Talent First Network},
	address = {Ottawa},
	abstract = {To grow a business, entrepreneurs must know how to lead and manage change. However, the change management literature offers little in the way of specific, practical advice that leaders can use to guide their actions. This article builds on a review of the change management literature, a small field study, and years of experience supporting technology companies. It identifies and describes the top nine leadership actions (and their associated behavioural traits) that technology entrepreneurs who lead and manage change should carry out. },
	keywords = {change management, entrepreneurship, leadership},
	issn = {1927-0321},
	doi = {http://doi.org/10.22215/timreview/536},
	url = {http://timreview.ca/article/536},
	author = {Llynne Plante}
}
