The Impact of Digital Transformation on Traditional Business Models

  • Authors

    • Dr. Chloe Bernard Assistant Professor, University of Paris-Saclay, France Author

    DOI:

    https://doi.org/10.67228/3071642X/IJCFDE-2022PI8S5T

    Published 01-02-2022

  • Digital Transformation, Business Model Innovation, Digital Technology, Artificial Intelligence, Cloud Computing, Customer Experience, Business Strategy, Industry 4.0, Organizational Change

    Issue

    Vol. 5 No. 1 (2022)

    Section

    Articles

    How to Cite

    Bernard, C. (2022). The Impact of Digital Transformation on Traditional Business Models. International Journal of Commerce, Finance and Digital Economy, 5(1), 01-15. https://doi.org/10.67228/3071642X/IJCFDE-2022PI8S5T

  • Abstract

    Digital transformation has fundamentally reshaped traditional business models through the adoption of technologies such as artificial intelligence, cloud computing, big data analytics, the Internet of Things (IoT), blockchain, and automation. This study examines how digital technologies drive business model innovation by transforming organizational processes, customer engagement, revenue generation, and operational efficiency. Using a qualitative research approach based on academic literature, industry reports, and digital transformation frameworks, the study explores the key drivers, benefits, and challenges of digital transformation. The findings reveal that organizations adopting effective digital strategies achieve improved customer experiences, enhanced productivity, faster innovation, and sustainable competitive advantages. The study concludes that long-term business success depends on redesigning traditional business models by integrating digital capabilities with organizational agility and customer-centric strategies.

  • References

    [1] Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118–144.

    [2] Bharadwaj, A., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482.

    [3] Westerman, G., Bonnet, D., & McAfee, A. (2014). Leading Digital: Turning Technology into Business Transformation. Harvard Business Review Press.

    [4] Matt, C., Hess, T., & Benlian, A. (2015). Digital transformation strategies. Business & Information Systems Engineering, 57, 339–343.

    [5] Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Dong, J. Q., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901.

    [6] Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.

    [7] Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363.

    [8] Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41–49.

    [9] Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042.

    [10] Bharadwaj, S., El Sawy, O. A., Pavlou, P. A., & Venkatraman, N. (2013). Digital business strategy: Toward a next generation of insights. MIS Quarterly, 37(2), 471–482.

    [11] Mikalef, P., & Gupta, M. (2021). Artificial intelligence capability: Conceptualization, measurement calibration, and empirical study on its impact on organizational creativity. Information & Management, 58(3), 103434.

    [12] Marston, S., Li, Z., Bandyopadhyay, S., Zhang, J., & Ghalsasi, A. (2011). Cloud computing: The business perspective. Decision Support Systems, 51(1), 176–189.

    [13] Xu, L. D., He, W., & Li, S. (2014). Internet of Things in industries: A survey. IEEE Transactions on Industrial Informatics, 10(4), 2233–2243.

    [14] Casino, F., Dasaklis, T. K., & Patsakis, C. (2019). A systematic literature review of blockchain-based applications: Current status, classification and open issues. Telematics and Informatics, 36, 55–81.

    [15] Warner, K. S. R., & Wäger, M. (2019). Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal. Long Range Planning, 52(3), 326–349.

  • Downloads

Similar Articles

41-50 of 86

You may also start an advanced similarity search for this article.