Client Engagement in Digital Transformation: Managing Resources for Seamless Transitions

  • Authors

    • Sarah Wilson Human Resources Director, Enterprise Group, USA. Author
    • Daniel Moore Chief Technology Officer, Bright Future Tech, USA. Author

    DOI:

    https://doi.org/10.67228/30715628/IJMIET-2019PI6F8T

    Published 06-04-2019

  • Digital Transformation, Client Engagement, Resource Management, Change Management, Technology Integration, Client Collaboration, Business Transformation, Client Relationship, Future of Digital Transformation, Resource Allocation

    Issue

    Vol. 2 No. 1 (2019)

    Section

    Articles

  • Abstract

    In today's rapidly evolving business landscape, digital transformation has become a critical strategy for organizations to remain competitive and relevant. However, successful digital transformation requires more than just technological upgrades—it necessitates a comprehensive approach to managing resources and engaging clients throughout the transition. This paper explores the role of client engagement in the digital transformation process, emphasizing how to manage and allocate resources effectively to ensure a smooth transition. By examining best practices, challenges, and strategies for overcoming barriers, the paper provides insights into how businesses can foster strong relationships with clients, build trust, and deliver sustainable outcomes. The paper also discusses future trends in digital transformation and the impact of emerging technologies on client engagement. Ultimately, effective client engagement and resource management are key drivers in ensuring the success of digital transformation initiatives.

  • References

    [1] Vial, G. (2019). Understanding Digital Transformation: A Review and Research Agenda. Journal of Strategic Information Systems.

    [2] Kane, G. C., et al. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review.

    [3] Bharadwaj, A., et al. (2013). Digital Business Strategy: Toward a Next Generation of Insights. MIS Quarterly.

    [4] Sebastian, I. M., et al. (2017). How Big Old Companies Navigate Digital Transformation. MIS Quarterly Executive.

    [5] Verhoef, P. C., Reinartz, W. J., & Krafft, M. (2010). Customer Engagement as a New Perspective in Customer Management. Journal of Service Research, 13(3), 247–252.

    [6] Vargo, S. L., & Lusch, R. F. (2008). Service-Dominant Logic: Continuing the Evolution. Journal of the Academy of Marketing Science, 36(1), 1–10.

    [7] Payne, A. F., Storbacka, K., & Frow, P. (2008). Managing the Co-Creation of Value. Journal of the Academy of Marketing Science, 36(1), 83–96.

    [8] Prahalad, C. K., & Ramaswamy, V. (2004). Co-Creation Experiences: The Next Practice in Value Creation. Journal of Interactive Marketing, 18(3), 5–14.

    [9] 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.

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

    [11] Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, Not Technology, Drives Digital Transformation. MIT Sloan Management Review.

    [12] Sebastian, I. M., Ross, J. W., Beath, C., Mocker, M., Moloney, K., & Fonstad, N. O. (2017). How Big Old Companies Navigate Digital Transformation. MIS Quarterly Executive, 16(3), 197–213.

    [13] Ross, J. W., Beath, C. M., & Sebastian, I. M. (2017). How to Develop a Great Digital Strategy. MIT Sloan Management Review, 58(2), 7–9.

    [14] Matt, C., Hess, T., & Benlian, A. (2015). Digital Transformation Strategies. Business & Information Systems Engineering, 57(5), 339–343.

  • Downloads

Similar Articles

61-70 of 108

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