Skip to main content
SpringerLink
Log in

Rolle des Chief Digital Officer (CDO) im Rahmen der digitalen Transformation von Unternehmen

  • Chapter
  • First Online:
Geschäftsmodelle in der digitalen Welt

Zusammenfassung

Innerhalb der letzten Jahre unterlagen die Wirtschaft und sämtliche in ihr agierenden Unternehmen einem fortschreitenden Wandel. Diese Entwicklung wurde durch bedeutende Innovationen innerhalb der letzten 40 Jahre in der digitalen Computer-Technologie begünstigt. Heutzutage bedeutet Digitalisierung aber mehr als neue Technologie für Unternehmen: nämlich die grundlegende Transformation sämtlicher Geschäftsmodelle. Um den Herausforderungen dieser digitalen Transformation nun gerecht zu werden, installieren immer mehr Unternehmen sämtlicher Größenordnung die für die Digitalisierung geschaffene und neue Position des Chief Digital Officer (CDO), der die digitale Transformation orchestrieren soll. Die Studie untersucht auf Basis eines qualitativen Forschungsdesigns den CDO-Bereich und die Rolle, die ein CDO in Unternehmen einnimmt.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution

Subscribe and save

Springer+ Basic
$34.99 /Month
  • Get 10 units per month
  • Download Article/Chapter or eBook
  • 1 Unit = 1 Article or 1 Chapter
  • Cancel anytime
Subscribe now

Buy Now

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 59.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Similar content being viewed by others

Literatur

  • Albanese, J., & Manning, B. (2016). Revive – How to Transform Traditional Business into Digital Leaders. New Jersey: Pearson Education Inc.

    Google Scholar 

  • Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22 (6–7), 393–520.

    Google Scholar 

  • Arnold, C., Kiel, D., & Voigt, K.-I. (2016). How the industrial Internet of things changes business models in different manufacturing industries. International Journal of Innovation Management, 20 (8), 1–25.

    Google Scholar 

  • Bates, F.L., & Harvey, C.C. (1975). The Structure of Social Systems. New York: Wiley.

    Google Scholar 

  • Becker, W., Schmid, O., & Botzkowski, T. (2018). Role of CDOs in the Digital Transformation of SMEs and LSEs. An Empirical Analysis. 51st Hawaii International Conference on System Sciences, Hawaii, 4534–4543.

    Google Scholar 

  • Berman, S.J. (2012). Digital Transformation: opportunities to create new business models. Strategy & Leadership, 40 (2), 16–24.

    Article  Google Scholar 

  • 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.

    Google Scholar 

  • Biddle, B.J. (1986). Recent Developments in Role Theory. Annual Review of Sociology 12, 67–92.

    Article  Google Scholar 

  • Brenner, W., & Witte, C. (2007). Erfolgsrezepte für CIOs: Was gute Informationsmanager ausmacht. München und Wien: Carl Hanser Verlag.

    Google Scholar 

  • Brinker, M. (2015). The Rise of the Chief Digital Officer – Key considerations for driving digital growth from the C-suite. Deloitte.

    Google Scholar 

  • CDO Club (2014). Chief Digital Officer Club – Talent Map 2013.

    Google Scholar 

  • De Kare-Silver, M. (2016). Building the 2020 Digital Team – How to Organise and Structure for a Digital, Multi-Channel World. Leicester: Troubador Publishing.

    Google Scholar 

  • Diamandis, P.H. (2015). The World in 2025: 8 Predictions for the Next 10 Years. Singularity University.

    Google Scholar 

  • Doz, Y. (2011). Qualitative research for international business. Journal of International Business Studies, 42 (5), 582–590.

    Article  Google Scholar 

  • Dubé, L., & Paré, G. (2003). Rigor in information systems positivist case research: Current practices, trends, and recommendations. MIS Quarterly Executive, 27 (4), 597–636.

    Google Scholar 

  • Eisenhardt, K.M. (1989). Building theories from case study research. Academy of Management Review, 14 (4) 532–550.

    Article  Google Scholar 

  • Enkel, E. (2015). Management von Wissensnetzwerken – Erfolgsfaktoren und Beispiele. Wiesbaden: Springer.

    Google Scholar 

  • Fitzgerald, M., Kruschwitz, N., Bonnet, D., & Welch, M. (2013). Embracing Digital Technology. MIT Sloan Management Review, Cambridge.

    Google Scholar 

  • Foddy, W. (1993). Constructing Questions for Interviews and Questionnaires. Cambridge: University Press.

    Google Scholar 

  • Haffke, I. (2017). The Implications of Digital Business Transformation for Corporate Leadership, the IT Function, and Business-IT Alignment. Technische Universität Darmstadt, Darmstadt, Dissertation.

    Google Scholar 

  • Haffke, I., Kalgovas, B., & Benlian, A. (2016). The Role of the CIO and the CDO in an Organization’s Digital Transformation. Thirty Seventh International Conference on Information Systems, Dublin.

    Google Scholar 

  • Hess, T., Matt, C. Benlian, A., & Wiesböck, F. (2016). Options for Formulating a Digital Transformation Strategy. MIS Quarterly Executive, 15 (2), 103–119.

    Google Scholar 

  • Horlacher, A. (2016). Co-Creating Value – The Dyadic CDO-CDIO Relationship during the Digital Transformation. 24th European Conference on Information Systems, Istanbul.

    Google Scholar 

  • Horlacher, A., & Hess, T. (2014). Der Chief Digital Officer. Medienwirtschaft, 11 (3), 32–35.

    Google Scholar 

  • Horlacher, A., & Hess, T. (2016). What Does a Chief Digital Officer Do? Managerial Tasks and Roles of a New C-level Position in the Context of Digital Transformation. 49th Hawaii International Conference on System Sciences, Hawaii, 5126–5135.

    Google Scholar 

  • Huber, D., & Kaiser, T. (2015). Wie das Internet der Dinge neue Geschäftsmodelle ermöglicht. HDM Praxis der Wirtschaftsinformatik, 52 (5), 681–689.

    Google Scholar 

  • Katz, D., & Kahn, R.L. (1978). The social psychology of organizations, New York: John Wiley&Sons Inc..

    Google Scholar 

  • Klötzer, D., & Pflaum, A. (2017). Toward the Development of a Maturity Model for Digitalization within the Manufacturing Industry’s Supply Chain. 50th Hawaii International Conference on System Sciences, Hawaii, 4210–4219.

    Google Scholar 

  • Köhler, W., Yussefi, S., & Behrendt, S. (2015). Digital Governance, Leadership & Culture. How digital transforms a corporation – The German digital Transformation Study, Heidrick & Struggles.

    Google Scholar 

  • Laumer, S., Maier, C., Eckhardt, A., & Weitzel, T. (2016). User personality and resistance to mandatory information systems in organizations: a theoretical model and empirical test of dispositional resistance to change. Journal of Information Technology, 31, 67–82.

    Google Scholar 

  • Leblanc, R., & Giliies, J. (2005). Inside The Boardroom – How Boards Really Work And The Coming Revolution In Corporate Governance. Mississauga: Wiley.

    Google Scholar 

  • Merton, R.K. (1957). The role-set: Problems in sociology theory. The British Journal of Sociology, 8 (2), 106–120.

    Article  Google Scholar 

  • Murray, G. (2015). Chief Digital Officers: Bridging the Innovation Gap Between the CIO and CMO, IDC.

    Google Scholar 

  • Porter, M.E. (2008). The Five Competitive Forces That Shape Strategy. Harvard business review, 86 (1), 78–93.

    Google Scholar 

  • Raskino, M., & Waller, G. (2015). Digital to the Core: Remastering Leadership for Your Industry, Your Enterprise, and Yourself. New York: Bibliomotion Inc.

    Google Scholar 

  • Schlosser, F., Beimborn, D., Weitzel, T., & Wagner, H.T. (2015). However, achieving alignment between business and IT remains an open challenge. Achieving social alignment between business and IT – an empirical evaluation of the efficacy of IT governance mechanisms. Journal of Information Technology, 30 (2), 119–135.

    Google Scholar 

  • Sia, S.K., Soh, C., & Weill, P. (2016). How DBS Bank Pursued a Digital Business Strategy. MIS Quarterly Executive, 15 (2), 105–121.

    Google Scholar 

  • Singh, A., Barthel, P., & Hess, T. (2017). Der CDO als Komplement zum CIO. Wirtschaftsinformatik & Management, Wiesbaden.

    Google Scholar 

  • Singh, A., & Hess, T. (2017). How Chief Digital Officers Promote the Digital Transformation of their Companies. MIS Quarterly Executive, 16 (1), 1–17.

    Google Scholar 

  • Tumbas, S., Berente, N., & vom Brocke, J. (2017). Three Types of Chief Digital Officers and the Reasons Organizations Adopt the Role. MIS Quarterly Executive, 16 (2), 121–134.

    Google Scholar 

  • Weill, P., & Woerner, S.L. (2013). The Future of the CIO in a Digital Economy. MIS Quarterly Executive, 12 (2), 65–75.

    Google Scholar 

  • Yin, R.K. (2014). Case Study Research – Design and Method, SAGE Publications Inc., Thousand Oaks.

    Google Scholar 

  • Zisler, K., Mohr, N., Strahl, A., & Dowling, M. (2016). Chief Digital Officer: Enabler der digitalen Transformation. Zeitschrift Führung + Organisation, 85, 76–83.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Unternehmensführung & Controlling, Otto-Friedrich-Universität Bamberg, Bamberg, Deutschland

    Wolfgang Becker

  2. Otto-Friedrich-Universität Bamberg, Bamberg, Deutschland

    Oliver Schmid

Authors
  1. Wolfgang Becker
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Oliver Schmid
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Wolfgang Becker .

Editor information

Editors and Affiliations

  1. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Unternehmensführung & Controlling, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Wolfgang Becker

  2. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Internationale Rechnungslegung und Wirtschaftsprüfung, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Brigitte Eierle

  3. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Innovationsmanagement, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Alexander Fliaster

  4. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Vertrieb und Marketing, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Björn Ivens

  5. School of Business and Management, Queen Mary University of London, London, UK

    Alexander Leischnig

  6. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Supply Chain Management, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Alexander Pflaum

  7. Lehrstuhl für Betriebswirtschaftslehre, insbesondere Produktion und Logistik, Otto-Friedrich-Universität Bamberg, Bamberg, Germany

    Eric Sucky

Rights and permissions

Reprints and permissions

Copyright information

© 2019 Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Becker, W., Schmid, O. (2019). Rolle des Chief Digital Officer (CDO) im Rahmen der digitalen Transformation von Unternehmen. In: Becker, W., et al. Geschäftsmodelle in der digitalen Welt. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-22129-4_18

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-22129-4_18

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-22128-7

  • Online ISBN: 978-3-658-22129-4

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation