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| Comparisons of Multiple Modes of Digital Transformation of State-owned Enterprises: A Case Analysis Based on 50 State-owned Enterprises |
| Zhang Zhe1,Yang Zhen2,3,Chen Jin3,4,Li Qian1 |
| (1. School of Economics and Business Administration, Beijing Normal University, Beijing 100088, China;2. Institute of Industrial Economics, Chinese Academy of Social Sciences, Beijing 100006, China;3. Research Center for Technological Innovation;4. School of Economics and Management, Tsinghua University, Beijing 100084, China;) |
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Abstract Since state-owned enterprises are usually large in scale and play a pivotal role in the industry chain, their digital transformation will involve a wide range of factors. Therefore, it is a key issue of how to choose an appropriate transformation model for properly promoting the digital transformation of state-owned enterprises and reducing transformation risks. However, the research objects of mainstream research are mostly private enterprises and manufacturing enterprises; the purpose of these studies is to explore the mechanism and path to promote the digital transformation of enterprises by enhancing market competitiveness as a driving force. In contrast, the research on state-owned enterprises has not been fully carried out.#br#Therefore this study makes a qualitative text analysis to study the process and mechanism of digital transformation of Chinese state-owned enterprises. It builds a qualitative text database based on the case text database of 50 state-owned enterprises' digital transformation processes publicly released by the SASAC. In addition, this paper describes the digital transformation process of state-owned enterprises with the dual integration theory of "technology-management". Moreover, taking "driving factors-behavioral logic-transitional outcomes" as the logical framework, this paper analyzes the qualitative data following the general steps of grounded theory for qualitative material analysis. Finally, it analyzes the driving factors for the digital transformation of state-owned enterprises, and presents the types of digital transformation paths conditioned by different combinations of driving forces.#br#The research conclusion shows that the digital transformation of state-owned enterprises is a strategic transformation process,by which it means the transformation starts with the integration of new digital technologies and digital infrastructure, takes the "digital technology integration-organization management reform" dual "ripple" interactive promotion and integration as the path, and finally realizes the holistic transformation of corporate strategy. The internal driving force of the digital transformation of state-owned enterprises includes the scene innovation power, leadership for strategic transformation and the resource integration power. Among them, the "minor innovation" of each scene is the basis for business process reengineering and digital upgrade of management modules; leadership for strategic transformation is the glue that integrates the various isolated business management modules of state-owned enterprises, thereby effectively promoting the dual integration of "technology-management"; while resource integration power is the driving force that transforms data into production factors and enables data elements and other production factors to synergize to create value. More specifically, when the combined driving force of the digital transformation of state-owned enterprises is different, the transformation paths are different, and three models can be summarized, including the digital technology-driven model, the strategic leadership-driven model, and the digital capability-cultivating model. Among them, for enterprises that promote digital transformation in a digital technology-driven model, the penetration and integration of digital technology first acts on the micro-scenario of the organization, and the enterprises will start the digital technology-driven business process and realize the digital transformation "from the bottom up"; for enterprises that promote digital transformation with a model driven by strategic leadership, their "first-order change" begins with macro-strategic planning; enterprises that promote digital transformation with a digital capability-cultivation model occupy the mainstream. At the beginning of the transformation, there is usually no obvious sequence of synergies between technology and management. However, with the continuous penetration of digital technology in micro-scenarios, senior managers are simultaneously carrying out meaning construction, structural transformation, and organizational resource integration in implementing the mission of state-owned enterprises. These enterprises will gradually cultivate their digital capabilities, build an integrated digital management platform, and finally realize the transformation of core capabilities.#br#For state-owned enterprises that are still in the digital technology-driven mode to carry out digital transformation,it is suggested that they take the path of technology-driven management change and promote digitalization to achieve strategic transformation. For state-owned enterprises that are already undergoing leadership-driven transformation, digital transformation can be further promoted through the scenario-deepening digital transformation path. Finally, for state-owned enterprises that promote digital transformation through digital capability cultivation, they can take a resource-enabled digital transformation path. By breaking the data isolated islands of internal modules, it is expected to realize the empowerment of data resources for digital transformation and go through the key turning area of S-shaped strategic transformation.#br#
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Received: 24 January 2022
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