Unfolding digital transformation adoption in non-born-technological firms in Vietnam | |
| Author | Nguyen Thi Thao Huong |
| Call Number | AIT Diss. no. DBA-SOM-24-10 |
| Subject(s) | Organizational change--Vietnam Business enterprises--Vietnam Organizational behavior--Vietnam Exploitation |
| Note | A dissertation submitted in partial fulfillment of the requirements for the degree of Doctor of Business Administration, School of Management |
| Publisher | Asian Institute of Technology |
| Abstract | Digital transformation (DT) is a crucial element for businesses to maintain competitiveness amidst the rapidly evolving technological landscape. However, the implementation and efficacy of DT initiatives can exhibit significant variability among firms, particularly in developing markets such as Vietnam. While prior research has delved into the adoption of DT within select Vietnamese enterprises, existing literature predominantly concentrates on performance outcomes and impacts on firms. Nevertheless, there exists a conspicuous gap pertaining to the practical implementation of DT strategies. Furthermore, disparities in adoption patterns between manufacturers and service providers, as well as across various firm sizes, have not received adequate attention. To address these gaps, this study aims to investigate effective strategies for enhancing digital competences across diverse sectors and to develop efficient DT process models tailored for manufacturers and service providers with distinct objectives. The qualitative research conducted involved in-depth interviews with 21 experts representing 16 selected firms operating across diverse industries in Vietnam. The study's findings revealed that firms employ varied methods to bolster their digital competences including outsourcing, internal development, M&A, and partnerships. Non-born-technological companies tend to heavily rely on outsourcing due to their lack of expertise but also prioritize internal development if they possess sufficient financial resources. The study also identified three stages of DT: process digitalization, product/service digitalization, and business model digitalization. Manufacturers often face intermediate DT goals before achieving full business model transformation due to complex structures and limited technology infrastructure support for large-scale data digitization efforts. In contrast, service providers aim for business model transformation from the outset by introducing new value propositions based on innovative technology-enabled services or products. |
| Year | 2024 |
| Type | Dissertation |
| School | School of Management |
| Department | Other Field of Studies (No Department) |
| Academic Program/FoS | Doctor of Philosophy in Business Administration (Publication code = DBA-SM, SM) |
| Chairperson(s) | Karimi, Sahar;Badir,Yuosre F.M. (Co-chairperson); |
| Examination Committee(s) | Xue, Wenchao;Endress, Tobias; |
| Degree | Thesis (Ph.D.) - Asian Institute of Technology, 2024 |