![]() ![]() 2010 Hansen and Sia 2015 Kaltenecker et al. However, most studies regarding digital transformation are primarily concerned with an intra-organizational perspective, such as the transformation of processes, products, and services, organizational structures, or business models (e.g., see Agarwal et al. ![]() Digital transformation also challenges organizations that build only physical products with the need to incorporate digital services as part of their offerings (Vial 2019). ![]() We refer to the organizational transformation to account for these adaptations in value creation through the innovative use of digital technologies as digital transformation (Riasanow et al. Scholars and practitioners can use these clusters when analyzing or building a new platform ecosystem, or transforming a traditional ecosystem towards a platform ecosystem.ĭigital innovations enabled by new technologies fundamentally transform the way organizations interact with each other (Fichman 2014 Yoo et al. Clusters 06–15 are ecosystem-specific that only include roles found in one ecosystem. ![]() Cluster 02–05 are intertwined, as they include roles from at least two ecosystems. Cluster 01 is the core cluster, containing the roles of organizations from all five ecosystems. For our analysis, we combine the strengths of conceptual modeling using e3 value with a cluster analysis based on text mining to identify similarities in the respective ecosystems. Therefore, this work targets to examine the similarities of digital transformation in five platform ecosystems: automotive, blockchain, financial, insurance, and IIoT. However, only transformations of single ecosystems have been studied. Digital transformation is continuously changing ecosystems, which also forces established companies to re-evaluate their value proposition. ![]()
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