对于想要在数字时代保持竞争力的组织来说,数字化转型已经成为一个关键话题。本文从微观视角探究了企业数字化转型的影响因素,分析这些驱动因素是如何相互作用的,以及它们是作为补充还是替代。通过对上市企业的调查,我们发现组织集权结...对于想要在数字时代保持竞争力的组织来说,数字化转型已经成为一个关键话题。本文从微观视角探究了企业数字化转型的影响因素,分析这些驱动因素是如何相互作用的,以及它们是作为补充还是替代。通过对上市企业的调查,我们发现组织集权结构、双元创新能力与人力资源水平这些驱动因素并不像通常认为的那样具有互补性,而是相互作用。此外,组织集权程度似乎与其他两个驱动因素是替代作用,而创新能力与人力资源水平呈现互补作用,并且在高水平的双元创新能力下,分权的组织形式更能促进数字化转型的发展,这与它们单独作用的结果显然不同。这些发现从微观基础的角度为数字化转型的发生提供重要的理论见解。分析和探讨这些因素共同作用的机制,了解数字化转型相对成功的企业所具备的特征,在一定程度上,为管理者数字化转型的战略决策制定提供了新的理论基础。Digital transformation has become a key topic for organizations that want to remain competitive in the digital age. In this paper, we explore the influencing factors of digital transformation in enterprises from a micro perspective, analyzing how these drivers interact with each other and whether they act as complements or substitutes. From a survey of listed firms, we find that the drivers of organizational centralization structure, ambidexterity innovation and human resource level are not complementary as commonly believed, but rather interact with each other. Moreover, the degree of organizational centralization seems to be a substitute for the other two drivers, while innovation capability and human resource level show complementary roles, and a decentralized form of organization is more conducive to the development of digital transformation at high levels of ambidexterity innovation, which is clearly different from the results of their individual roles. These findings provide important theoretical 展开更多
文摘对于想要在数字时代保持竞争力的组织来说,数字化转型已经成为一个关键话题。本文从微观视角探究了企业数字化转型的影响因素,分析这些驱动因素是如何相互作用的,以及它们是作为补充还是替代。通过对上市企业的调查,我们发现组织集权结构、双元创新能力与人力资源水平这些驱动因素并不像通常认为的那样具有互补性,而是相互作用。此外,组织集权程度似乎与其他两个驱动因素是替代作用,而创新能力与人力资源水平呈现互补作用,并且在高水平的双元创新能力下,分权的组织形式更能促进数字化转型的发展,这与它们单独作用的结果显然不同。这些发现从微观基础的角度为数字化转型的发生提供重要的理论见解。分析和探讨这些因素共同作用的机制,了解数字化转型相对成功的企业所具备的特征,在一定程度上,为管理者数字化转型的战略决策制定提供了新的理论基础。Digital transformation has become a key topic for organizations that want to remain competitive in the digital age. In this paper, we explore the influencing factors of digital transformation in enterprises from a micro perspective, analyzing how these drivers interact with each other and whether they act as complements or substitutes. From a survey of listed firms, we find that the drivers of organizational centralization structure, ambidexterity innovation and human resource level are not complementary as commonly believed, but rather interact with each other. Moreover, the degree of organizational centralization seems to be a substitute for the other two drivers, while innovation capability and human resource level show complementary roles, and a decentralized form of organization is more conducive to the development of digital transformation at high levels of ambidexterity innovation, which is clearly different from the results of their individual roles. These findings provide important theoretical
