数字化
竞争对手分析
透明度(行为)
能见度
商业价值
计算机科学
竞争优势
过程(计算)
竞赛(生物学)
过程管理
价值(数学)
业务流程
业务
风险分析(工程)
产业组织
营销
电信
计算机安全
经济
在制品
光学
人力资本
物理
机器学习
操作系统
生物
经济增长
生态学
作者
Varun Grover,Rajiv Kohli
摘要
Digital business strategies (DBS) offer significant opportunities for firms to enhance competitiveness. Unlike the large proprietary systems of the 1980s, today's allow firms to create and reconfigure digital capabilities to appropriate short-term competitive advantage. In the quest to provide value to customers through digitization, such applications can be efficiently deployed. However, we propose that in the long-term not all digitization is desirable. Indiscriminate digital initiatives through the use of micro-applications by a firm could reveal its hand to competitors and erode competitiveness. We propose that a firm's DBS must balance its system--software, process, and information--visibility with the ability to appropriate value from such systems. Through a visibility-value framework, and examples drawn from practice, this article illustrates the tradeoffs involved in making these choices as the firm traverses a dynamic business environment. In doing so, it raises sensitivity to an important caveat in digital environments epitomized by hyper-competition and transparency.
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