(1.University of Paris-Dauphine，Paris 75116,，F(xiàn)rance; 2.Clark University,，Worcester 01610，USA,；3.Edinboro University,，Edinboro 16444，USA,； 4.Weizenbaum Institute for the Networked Society and University of Potsdam,，Berlin 14482，Germany； 5.Department of Sociology and Political Science,，Norwegian University of Science and Technology,，Trondheim 7491，Norway,； 6.School of Business and Management,，Shanghai International Studies University，Shanghai 201620,，China,； 7.Institute of AI and Change Management,Shanghai Univercity of International Business and Economics，Shanghai 201620,，China)
Abstract： In the increased focus on digital transformation and its unexplored, companies have increased attention to it, but the digital transformation project failure rate remains high, thereby reaffirming the “IT productivity paradox” or “AI productivity paradox. The purpose of this paper is to holistically scrutinize the current approach of digital transformation as perceived by companies. A deductive qualitative study draws upon the Human-Digital Competitiveness (HDC) model to elucidate results of digital transformation by six companies in China. These results show that these companies see digital transformation as organizational transformation, and they recognize the pressures from hyper-competitive environments, the importance of Customer-Centric approaches, and the rewards for and development of higher quality employees. These results also reveal clear concerns with ERP inadequacy in addressing business process and with adequate and flexible planning to address the volatile business environment.
Key words : digital transformation,；organizational transformation；hyper-competitiveness
