FEATURED TOPICS IN RESEARCH ON DIGITAL TRANSFORMATION: EVIDENCE FROM A BIBLIOMETRIC STUDY AND CONTENT ANALYSIS

Facin, Ana Lucia Figueiredo; Barbosa, Ana Paula Franco Paes Leme; Matsumoto, Cristiane; Cruz, Ana Flavia Safady da Gama; Salerno, Mario Sergio

doi:10.1590/S0034-759020220602x

Ana Lucia Figueiredo Facin

Universidade Estadual Paulista, Programa de Mestrado Profissional em Engenharia de Produção, Guaratinguetá, SP, Brazil

https://orcid.org/0000-0003-0379-4574

Ana Paula Franco Paes Leme Barbosa

Universidade de São Paulo, Escola Politécnica, Departamento de Engenharia de Produção, São Paulo, SP, Brazil

https://orcid.org/0000-0003-1474-8872

Cristiane Matsumoto

Universidade de São Paulo, Escola Politécnica, Departamento de Engenharia de Produção, São Paulo, SP, Brazil

https://orcid.org/0000-0002-1888-7311

Ana Flavia Safady da Gama Cruz

Universidade Estadual Paulista, Departamento de Engenharia de Produção, Itapeva, SP, Brazil

https://orcid.org/0000-0002-3766-0147

Mario Sergio Salerno

Universidade de São Paulo, Escola Politécnica, Departamento de Engenharia de Produção, São Paulo, SP, Brazil

https://orcid.org/0000-0002-2025-2534

AUTHOR'S CONTRIBUTIONS

Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Mário Sérgio Salerno worked on the conceptualization and theoretical-methodological approach. The theoretical review was conducted by Cristiane Matsumoto. Data collection was coordinated by Ana Lucia Figueiredo Facin. Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Ana Flavia Safady da Gama Cruz participated in the data analysis. Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Mário Sérgio Salerno participated in the writing and final review of the manuscript.

Definition	Source
“concerned with the changes digital technologies can bring about in a company’s business model, which result in changed products or organizational structures or in the automation of processes.”	Hess et al. (2016, p. 124)Hess, T., Matt, C., Benlian, A., & Wiesböck, F. (2016). Options for formulating a digital transformation strategy. MIS Quarterly Executive, 15(2), 123-139. Recuperado de https://web.p.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=0&sid=673e4e82-96cb-49e1-9d0e-fab9091828b1%40redis https://web.p.ebscohost.com/ehost/pdfvie...
“includes the networking of actors such as businesses and customers across all value-added chain segments, and the application of new technologies [...] requires skills that involve the extraction and exchange of data as well as the analysis and conversion of that data into actionable information. This information should be used to calculate and evaluate options, in order to enable decisions and/or initiate activities.”	Schallmo and Williams (2017, p. 4)Schallmo, D., & Williams, C. (2017). Digital transformation of business models: Best practices, enablers and roadmap. International Journal of Innovation Management, 21(8), 1740014. doi: 10.1142/S136391961740014X https://doi.org/10.1142/S136391961740014...
use of “new digital technologies, such as social media, mobile access, analytics or embedded devices to enable major business improvements like enhancing customer experience, streamlining operations or creating new business models [...] expresses the comprehensiveness of the actions that need to be taken when organizations are faced with these new technologies”	Singh and Hess (2017, p. 2)Singh, A., & Hess, T. (2017). How chief digital officers promote the digital transformation of their companies. MIS Quarterly Executive, 16(1), 1-17. Recuperado de http://web.b.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=0&sid=cbe90ff0-1a3d-4ed3-9a39-b07e7274e408%40sessionmgr101 http://web.b.ebscohost.com/ehost/pdfview...
“process that is used to restructure economies, institutions and society on a system level.”	Rachinger, Rauter, Müller, Vorraber, and Schirgi (2019, p. 1144)Rachinger, M., Rauter, R., Müller, C., Vorraber, W., & Schirgi, E. (2019). Digitalization and its influence on business model innovation. Journal of Manufacturing Technology Management, 30(8), 1143-1160. doi: 10.1108/JMTM-01-2018-0020 https://doi.org/10.1108/JMTM-01-2018-002...
“process where digital technologies play a central role in the creation as well as the reinforcement of disruptions.”	Vial (2019, p. 118)Vial, G. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28(2), 118-144. doi:10.1016/j.jsis.2019.01.003 https://doi.org/10.1016/j.jsis.2019.01.0...
“is an ongoing process of strategic renewal that uses advances in digital technologies to build capabilities that refresh and replace an organization’s business model, collaborative approach, and culture.”	Warner and Wäger (2019, p. 344)Warner, K., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326-349. doi: 10.1016/j.lrp.2018.12.001 https://doi.org/10.1016/j.lrp.2018.12.00...
“is a learning process that requires integrating technology, business and learning strategies in an entrepreneurial-oriented organization”	North, Aramburu, and Lorenzo (2020, p. 245)North, K., Aramburu, N., & Lorenzo, O. (2020). Promoting digitally enabled growth in SMEs. Journal of Enterprise Information Management, 33(1), 238-262. doi: 10.1108/JEIM-04-2019-0103 https://doi.org/10.1108/JEIM-04-2019-010...

Sigma	References	Cluster #	Topic
0,14	Atzori et al. (2010)Atzori, L., Iera, A., & Morabito, G. (2010). The Internet of things: A survey. Computer Networks, 54(15), 2787-2805. doi: 10.1016/j.comnet.2010.05.010 https://doi.org/10.1016/j.comnet.2010.05...	6	Internet of things: what has been done and what must be done
0,13	Porter and Heppelmann (2014)Porter, M. E., & Heppelmann, J. E. (2014). How smart, connected products are transforming competition. Harvard Business Review, 92(11), 64-88. Recuperado de https://hbr.org/2014/11/how-smart-connected-products-are-transforming-competition https://hbr.org/2014/11/how-smart-connec...	4	Strategic and operational implications of smart and connected products
0,12	Nylén and Holmström (2015)Nylén, D., & Holmström, J. (2015). Digital innovation strategy: A framework for diagnosing and improving digital product and service innovation. Business Horizons, 58(1), 57-67. doi: 10.1016/j.bushor.2014.09.001 https://doi.org/10.1016/j.bushor.2014.09...	3	Tools to manage new types of digital innovation processes
0,11	Gawer and Cusumano (2014)Gawer, A., & Cusumano, M. A. (2014). Industry platforms and ecosystem innovation. Journal of Product Innovation Management, 31(3), 417-433. doi: 10.1111/jpim.12105 https://doi.org/10.1111/jpim.12105...	4	Management of competition related to platform-based innovation
0,10	Lerch and Gotsh (2015)Lerch, C., & Gotsch, M. (2015). Digitalized product-service systems in manufacturing firms: A case study analysis. Research-technology Management, 58(5), 45-52. doi: 10.5437/08956308X5805357 https://doi.org/10.5437/08956308X5805357...	3	General overview of service digitization in industrial firms
0,10	Foss and Saebi (2016)Foss, N. J., & Saebi, T. (2016). Why business models are important in entrepreneurship research: What we have learned and where do we go from here? Bergen, Norway: Norwegian School of Economics.	1	Review and future agenda on business model innovation
0,09	Baines and Lightfoot (2014)Baines, T., & Lightfoot, H. W. (2014). Servitization of the manufacturing firm. International Journal of Operations & Production Management, 34(1), 2-35. doi: 10.1108/IJOPM-02-2012-0086 https://doi.org/10.1108/IJOPM-02-2012-00...	4	How practices and technologies (e.g., IT) are organized to render advanced services (servitization) in manufacturing companies
0,09	Bharadwaj, Sawy, Pavlou, and Venkatraman (2013)Bharadwaj, A., Sawy, O. A. El, Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471-482. Recuperado de https://www.jstor.org/stable/43825919 https://www.jstor.org/stable/43825919...	5	Digital business strategy: combination of IT and business strategies
0,07	Afuah and Tucci (2012)Afuah, A., & Tucci, C. L. (2012). Crowdsourcing as a solution to distant search. Academy of Management Review, 37(3), 355-375. doi: 10.5465/amr.2010.0146 https://doi.org/10.5465/amr.2010.0146...	4	Highlights the advantages of crowdsourcing to create solutions for a company’s problems compared to other options (internal resources or outsourcing). The access to IT may boost such advantages
0,06	Liao et al. (2017)Liao, Y., Deschamps, F., Loures, E. D. F. R., & Ramos, L. F. P. (2017). Past, present and future of Industry 4.0-a systematic literature review and research agenda proposal. International Journal of Production Research, 55(12), 3609-3629. doi: 10.1080/00207543.2017.1308576 https://doi.org/10.1080/00207543.2017.13...	1	Review about Industry 4.0 and future agenda

Reference	Strength	Beginning of the burst	End of the burst	Topic
Yoo, Henfridsson and Lyytinen (2010)Yoo, Y., Henfridsson, O., & Lyytinen, K. (2010). The new organizing logic of digital innovation: An agenda for information systems research. Information Systems Research, 21(4), 724-735. doi: 10.1287/isre.1100.0322 https://doi.org/10.1287/isre.1100.0322...	3.1439	2017	2018	A new product architecture created by digital technology leads to deep changes in how the company prepares to innovate
Kohtamäki, Partanen, Parida, and Wincent (2013)Kohtamäki, M., Partanen, J., Parida, V., & Wincent, J. (2013). Non-linear relationship between industrial service offering and sales growth: The moderating role of network capabilities. Industrial Marketing Management, 42(8), 1374-1385. doi: 10.1016/j.indmarman.2013.07.018 https://doi.org/10.1016/j.indmarman.2013...	2.2333	2017	2017	Expands the discussion about the impact of industrial services on performance. The research shows the moderating effect of network capabilities
Alstyne et al. (2016)Alstyne, M. W. Van, Parker, G. G., & Choudary, S. P. (2016). Pipelines, platforms, and the new rules of strategy: Scale now trumps differentiation. Harvard Business Review, 94, 54-62. Recuperado de https://enterprisersproject.com/sites/default/files/piplelines_platforms_and_the_new_rules_of_strategy.pdf https://enterprisersproject.com/sites/de...	2.1619	2018	2018	The focus of strategy shifts from traditional ‘pipeline’ businesses to ‘platform’ businesses, from resource control to resource orchestration
Loebbecke and Picot (2015)Loebbecke, C., & Picot, A. (2015). Reflections on societal and business model transformation arising from digitization and big data analytics: A research agenda. Journal of Strategic Information Systems, 24(3), 149-157. doi:10.1016/j.jsis.2015.08.002 https://doi.org/10.1016/j.jsis.2015.08.0...	1.9762	2019	2020	How digitization drives the transformation of businesses and society

[1] AUTHOR'S CONTRIBUTIONS

Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Mário Sérgio Salerno worked on the conceptualization and theoretical-methodological approach. The theoretical review was conducted by Cristiane Matsumoto. Data collection was coordinated by Ana Lucia Figueiredo Facin. Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Ana Flavia Safady da Gama Cruz participated in the data analysis. Ana Lucia Figueiredo Facin, Ana Paula Franco Paes Leme Barbosa, Cristiane Matsumoto and Mário Sérgio Salerno participated in the writing and final review of the manuscript.

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FEATURED TOPICS IN RESEARCH ON DIGITAL TRANSFORMATION: EVIDENCE FROM A BIBLIOMETRIC STUDY AND CONTENT ANALYSIS

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