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Socio-technical perspectives of digital transformations


26-28 April 2022


26 April: 09:00-17:00

27 April:09:00-17:00

28 April: 09:00-16.00




Kolding - Room 61.01



Entrepreneurship and Relationship Management




An emerging trend in the business world is initiating a digital transformation to utilize new digital technologies to cope with changing customer demands. Digital technologies are an essential part of any digital transformation, often referred to as digitization, the technical process of transforming from an analogue to a digital one. Digitalization is the socio-technical phenomenon about organizations' capability to utilize digital technologies to achieve an organization's new goals. This Ph.D. course aims to provide the participants with different social-technical perspectives on how organizations cope with digital transformations. The theme of the course includes (1) Concepts and models for digital transformations (2) Social-technical systems (3) Dynamic capabilities and ambidexterity (4) Industry 4.0 – concepts and technologies (5) Action Learning.

(a) Understand and be able to discuss digital transformations form a set of social technical perspectives.

(b) Gain insight into practical social-technical challenges of digital transformations provided by guest lectures from the Danish industry.

(C)Insights into practical action-learning methods for facilitating digital transformations.


The course is divided into five themes:

Day 1 - Technology outset (April 26th 2022)

09:00 Welcome and introduction

10:00 (Theme 1) Digital transformation: Concepets and models

12.00 Lunch

12.45 (Theme 2) Industry 4.0: Tecnologies and concepts

14.00 Industry presentation on digital transformation (VELUX)

14.45 Group work: Bridging teory and practice

16.45 Refelction on day 1

17.00 End of day 1


Day 2 - Human outset (April 27th 2022)

09:00 Welcome and introduction to day 2

09:15 (Theme 3) Socio-technical systems

12.00 Lunch

12.45 (Theme 4) Dynamic capabilities and amdexterity

14.00 Industry presentation on digital transformation (LEGO)

14.45 Group work: Bridging teory and practice

16.45 Refelction on day 2

17.00 End of day 2


Day 3 - Learning outset (April 28th 2022)

09:00 Welcome and introduction to day 3

09:15 (Theme 5) Action learning

12.00 Lunch

12.45 Presentations and group work on own PhD projects

15.30 Final reflections and evalution

16.00 End of course


Theme 1: Professor Jan Stentoft
Theme 2: Associate Professor Anders Haugh
Theme 3: Professor, WSR Steffen Korsgaard
Theme 4: Associate Professor Kent Wickstrøm
Theme 5: Adjunct Professor Daryl Powell (NTNU)


(Theme 1) Digital transformation: Concepets and models

Baygi, R.M., Introna, L.D. & Hultin, L. (2021). Everything flows: Studying continuous socio-technical transformation in a fluid and dynamic digital wolrd. MIS Quarterly, 45(1), 423-452.

Flores, E., Xu, X. & Lu, Y. (2020). Human Capital 4.0: a workforce competence typology for Industry 4.0. Journal of Manufacturing Technoly Management, 31(4), 687-703.

Kane, G. (2019). The technology fallacy. Research-Technology Management, 62(6), 44-49.

Scuotto, V., Nicotra, M. Del Giudice, M. Krueger, N. & Gregori, G.L. (2021). A microfoundational perspective on SMEs’ growth in the digital transformation era. Journal of Business Research, 129, 382-392.

Vial, G. (2019). Understanding digital transformation: A review and a research agenda. Journal of Strategic Information Systems, 28, 118-144. 


(Theme 2) Industry 4.0: Tecnologies and concepts

Klingenberg, C.O., Borges, M.A.V. & Antunes Jr., J.A.V. (2021). Industry 4.0 as a data-driven paradigm: A systematic literature review on technologies. Journal of Manufacturing Technology Management, 32(3), 570-592.

Stentoft, S., Wickstrøm, K.A., Philipsen, K. & Haug, A. (2021). Drivers and barriers for Industry 4.0 readiness and practice: Empirical evidence from small and medium-sized manufacturers. Production Planning & Control, 32(10), 811-828.

Mittal, S., Khan, M.A., Romero, D. & Wuest, T. (2018). A critical review of smart manufacturing & Industry 4.0 maturity models: Implications for small and medium-sized enterprises (SMEs). Journal of Manufacturing Systems, 49, 194–214.

Schumacher, A., Erol, S. & Sihn, W. (2016). A maturity model for assessing Industry 4.0 readiness and maturity of manufacturing enterprises. Procedia CIRP, 52, 161–166.

Zheng, T., Ardolino, M., Bacchetti, A. & Perona, M. (2021). The applications of Industry 4.0 technologies in manufacturing context: A systematic literature review. International Journal of Production Research, 59(6), 1922-1954.

Frank, A.G., Dalenogare, L.S. & Ayala, N.F. (2019). Industry 4.0 technologies: Implementation patterns in manufacturing companies. International Journal of Production Economics, 210, 15–26.


(Theme 3) Socio-technical systems

Akrich, M., Callon, M. & Latour, B. (2002). The key to success in innovation part I: The art of interessement. International Journal of Innovation Management, 6(2), 187-206.

Akrich, M., Callon, M. & Latour, B. ( 2002). The key to success in innovation part II: The art of choosing good spokespersons. International Journal of Innovation Management, 6(2), 207-225.

Garud, R., Gehman, J. & Giuliani, A.P. (2016). Technological exaptation: A narrative approach. Industrial and Corporate Change, 25(1), 149-166.

Nambisan, S. (2017). Digital entrepreneurship: Toward a digital technology perspective of entrepreneurship.  Entrepreneurship Theory and Practice, 41(6), 1029-1055.


(Theme 4) Dynamic capabilities and amdexterity

O’Reilly III, C. A. & Tushman, M.L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Research in Organizational Behavior, 28, 185-206.

O'Reilly III, C. A. & Tushman, M.L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324-338.

Teece, D.J. (2014). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328-352.

Birkinshaw, J., Zimmermann, A. & Raisch, S. (2016). How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives. California Management Review, 58(4), 36-58.

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

Bidmon, C. M. & Boe-Lillegraven, S. (2020). Now, switch! Individuals’ responses to imposed switches between exploration and exploitation. Long Range Planning, 53(6), 101928.


(Theme 5) Action learning

Powell, D.J., de Vries, M., van Roij, M. & Slomp, J. (2021) Blended Network Action Learning – A Digital Lean Approach to Solving Complex Organizational Problems Across Space and Time. ELEC2021

Powell, D.J. & Coughlan, P. (2020). Rethinking lean supplier development as a learning system. International Journal of Operations & Production Management, 40(7/8), 921-943.

Coghlan, D. & Coughlan, P. (2010). Notes toward a philosophy of action learning research. Action Learning: Research and Practice, 7(2), 193-203.

Balle et al. (2019) The Lean Sensei. LEI, Boston, MA (

Evaluation :

- Read course material (pre course)

- Prepare on-pager/poster of PhD projects (pre course)

- Active particiaption (during course)

- Hand-in 5-7 pages, e.g. as part of a paper, demostration the application of socio-technical perspectives on digital transformation (post course)

Last Updated 01.02.2022