WELCOME TO DIGITAL TRANSFORMATION ERA: FROM PROOF-OF-CONCEPT TO BIG DATA INSIGHTS CREATION

Digital transformation (DT) is no longer an optional strategic priority, but the direction for managers of traditional firms that their success is built in the pre-digital era. With all hype around DT opportunities, it is rather a highly complex challenge that affects many or all segments of a firm and more so at the early stages of DT. Firms at the early stage of DT face the challenge of choosing among a big variety of existing and emerging technologies on the market, neglecting technological uncertainty, navigating through the technological solutions ocean, and avoiding hype-driven decisions while being technology competence-less. With this respect, the phase preceding any adoption or rejection of a new DT initiative and aiming at the first meeting and proving feasibility and commercial opportunities becomes increasingly important. The thesis investigates three particular phenomena of the earliest Digital Transformation (DT) stage, that are seemingly well-known and intuitively clear but suffer from the lack of empirical and conceptual evidence base as well as theoretical ground on closer inspection, namely, proof-of-concept, data-driven decision-making, and Big Data insights creation. Focusing on the three aspects of the early stage of DT allows building a research agenda that consists of complementing each other parts. Three-essays research was run with three related objectives. Each objective is addressed by conducting independent research using comparative methods. The thesis applies the qualitative approach as the overarching, with the relative to the three essays methodologies, namely, qualitative case study, ethnography, and participatory observation. The thesis uses qualitative methods to derive main findings and quantitative methods based on novel computational techniques to add more nuances to the results. This allows a new empirical and conceptual perspective on the earliest stages of DT. The findings suggest that a) cognitive biases drive what I labeled as perceived technology potentiality, moreover, technology awareness develops step-wise as PoC is run moving from borrowed technology awareness to minimum acquired technology awareness and enhanced technology awareness. These findings were used to explain how PoC dynamic changes with time. Further, findings show how b) different types of traps (cognitive and data) drive managerial trust in data when data-driven decision-making is first used. The findings were taken as the ground to build the three traps zones notion, where the decisions and trust in data are driven by different combinations of traps. Finally, findings reveal that c) Big Data dimensions have their related sub-dimensions, differences and similarities of which led to the discovery of the two effects of Big Data dimensions, namely, Proliferation and Additive. These findings helped to explain how exactly Big Data dimensions participate in the Big Data insights creation and to build the conceptual matrix of Big Data insights creation. In this vein, the research contributes to the technology innovation literature by shedding light on the phenomena of the earliest stage of DT and by initiating the first comprehensive conversation on PoC, data-driven decision-making, and Big Data insights creation. Further, the research contributes to the existing literature on managerial cognition, decision-making, and Big Data usefulness. Finally, contributions to methods in the technology innovation field are drawn.