Purpose

The purpose of this paper is to investigate how digital transformation changes highly traditional business processes and how it impacts value co-creation and co-destruction. More specifically, the aim is to examine, using the resource interaction approach, how the friction between non-digital and digital resources affects the co-creation and co-destruction of value in a network during digital transformation. Based on this, the authors provide managerial implications on how to handle simultaneous digital and traditional business processes to co-create value during digital transformation.

Design/methodology/approach

A case study is conducted of a digital platform provider and of three traditional confectioneries. In this analysis, the authors looked at the business processes of highly traditional confectioneries that have introduced online services through a digital platform and are undergoing digital transformation.

Findings

In some industries, it is neither possible nor advisable to fully digitalise all business processes, and companies have to partially retain their traditional, analogue character to create value. The process of value co-creation during digital transformation is affected by friction between the digital and non-digital resources and is mitigated by specific lubricants (e.g. mutual reliance, smooth personal communication, willingness to help, attitude towards change). This results in the improvement of processes and capabilities in terms of digital development and traditional production. Friction may also lead to value co-destruction, for example, as the result of transformation from face-to-face to digital interactions.

Originality/value

The authors contribute to research on the digital transformation of highly traditional companies that need to introduce new, digital technologies and resources while continuing their traditional processes. The authors develop the concept of lubricants that mitigate the friction between resources and, therefore, facilitate value co-creation in a business network. Additionally, the authors provide managerial implications for how to handle simultaneous digital and traditional business processes during digital transformation.

中文翻译：

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高度传统企业数字化转型中的价值共创与共毁

目的

本文的目的是研究数字化转型如何改变高度传统的业务流程，以及它如何影响价值共创和共毁。更具体地说，其目的是使用资源交互方法研究非数字资源和数字资源之间的摩擦如何影响数字化转型过程中网络中价值的共同创造和共同破坏。基于此，作者就如何同时处理数字化和传统业务流程以在数字化转型期间共同创造价值提供了管理启示。

设计/方法/方法

对一家数字平台提供商和三种传统糖果进行了案例研究。在本次分析中，作者研究了通过数字平台引入在线服务并正在进行数字化转型的高度传统糖果的业务流程。

发现

在某些行业，将所有业务流程完全数字化既不可能也不可取，公司必须部分保留其传统的模拟特征才能创造价值。数字化转型过程中的价值共创过程受到数字和非数字资源摩擦的影响，并通过特定的润滑剂（如相互依赖、顺畅的个人沟通、乐于助人、对变革的态度）来缓解。这导致了数字化开发和传统生产方面的流程和能力的改进。摩擦也可能导致价值共毁，例如，作为从面对面到数字交互转变的结果。

原创性/价值

作者致力于研究高度传统的公司的数字化转型，这些公司需要在继续其传统流程的同时引入新的数字技术和资源。作者提出了润滑剂的概念，可以减轻资源之间的摩擦，从而促进商业网络中的价值共创。此外，作者还就如何在数字化转型期间同时处理数字化和传统业务流程提供了管理启示。