BS4S42 - Managing Digital Transformation 01 Sep 2024 - 31 Aug 2030 | Version 1

Associated Module Information

Module Code: BS4S42
Module Title: Managing Digital Transformation
Faculty: Faculty of Business and Creative Industries
Faculty Group: Operations Management
Faculty Sub Group: Management
Module Leader: Catherine McCluskey
Module Team: Omoboyede Alalabiaye, Sriram Chinnadurai, Simon Thomas, Katie Jones
First Intended Intake: SEP 2024 Final Year of Intake: 2029
Date Closed:
Credit Value: 20 Credit Level: 7
Language: English
Percentage of Module Taught in Welsh: 0
Equivalent Module:
HECOS codes: 100080 - international business 100088 - leadership 100089 - management studies
HECOS Code Weighting: 40 10 50

Document Version Information

Version 1
Valid From 01 Sep 2024
Valid To 31 Aug 2030

Module Aims

Ensure that students can Identify and evaluate opportunities and barriers for digitisation in various types of organisational contexts.  

Allow students to learn from digital disruption/digital transformation case studies:-) and reflect upon why digital transformation can succeed or fail.  

Develop a critical understanding of the importance of change management, socio-technical implications and leadership in the process of digital transformation in organisations.  

Encourage students to reflect upon the ‘Future of Work’ and what this means for them. 

Content Summary

Digitisation versus digitalisation: The emergence of the digital economy has unlocked new opportunities for businesses whilst challenging others. Explore how industries and organisations succeed and/or fail in the fast-paced digital world. 

Digital disruption versus digital transformation: Simultaneously creating new modes of competition in both traditional and new sectors of the economy.  

Innovation management vs digital transformation: Many organisations are becoming increasingly more ‘digital’, to capture value from new innovations. Delve into the local, regional and global digital connectivity challenges. 

Business model innovation: By cutting costs, value creation, customer journey, enhancing performance and delivering new services.  

Leading digital transformation: New digital technologies, digital strategy, business strategy and business models affect the value proposition of existing goods and services. 

Managing technological change and the future of work constructs:  Future managers need to be able to appreciate the capabilities of digital technologies, but also the organisational context in which they will be embedded. 

Learning and Teaching Methods

Activity Type Hours
Lecture 10
Practical Classes and Workshops 20
Independent Study 80
Directed Study (Including online independent learning) 70
Formative Assessment - Independent 20
Total Hours Selected 200

Learning Outcomes

# Learning Outcome
LO1 To systematically evaluate the potential impact of ‘digital’: e.g. disruption, new business models and digital transformation trends on organisations and industry sectors.
LO2 To critically analyse key issues’ managers/leaders need to acknowledge and respond to, when confronted with digital disruption/transformation.

Module Requisites

N/A

Assessment Criteria

Assessment Category Assessment Type Description Duration Word Count Weight (%) Best of? Pass Mark
Asynchronous Assessment Literature/book/paper review 1 A review of academic literature / book / paper. It should draw out the relevance and applicability of academic theory to the argument being developed related to the topics under consideration 0 2500 60 No 40
Synchronous Onsite Oral Assessment Presentation (Synchronous Onsite) 1 A prepared oral presentation by a candidate before assessor(s) and possibly peers, where knowledge, technical content, ability to answer questions and presentational skills are assessed 15 N/A 40 No 40

Assessment Matrix

Assessment Type Learning Outcomes
LO1 LO2
Literature/book/paper review 1 ✔ ✔
Presentation (Synchronous Onsite) 1 ✔ ✔

Reading List

Abdullah, S., Mohd Nawi, M.N., Halim, M.A.S.A., Omar, K., Rosli, N.A. and Harun, A.N. (2024) ‘Digital Transformation for Sustainable Business Performance: A Systematic Literature Review’. UCJC Business and Society Review 21(80), pp. 48–83. doi: 10.3232/UBR.2024.V21.N1.02. 

Adel, A. (2022) ‘Future of industry 5.0 in society: human-centric solutions, challenges and prospective research areas’. Journal of Cloud Computing 11(1). doi: 10.1186/s13677-022-00314-5. 

Anderl, E., Becker, I., von Wangenheim, F. and Schumann, J.H. (2016) ‘Mapping the customer journey: Lessons learned from graph-based online attribution modeling’. International Journal of Research in Marketing 33(3), pp. 457–474. doi: 10.1016/j.ijresmar.2016.03.001. 

Coreynen, W., Matthyssens, P. and Van Bockhaven, W. (2017) ‘Boosting servitization through digitization: Pathways and dynamic resource configurations for manufacturers’. Industrial Marketing Management 60, pp. 42–53. doi: 10.1016/j.indmarman.2016.04.012. 

Ghobakhloo, M. (2020) ‘Industry 4.0, digitization, and opportunities for sustainability’. Journal of Cleaner Production 252. doi: 10.1016/j.jclepro.2019.119869. 

Heider, A., Gerken, M., van Dinther, N. and Hülsbeck, M. (2021) ‘Business model innovation through dynamic capabilities in small and medium enterprises – Evidence from the German Mittelstand’. Journal of Business Research 130, pp. 635–645. doi: 10.1016/j.jbusres.2020.04.051. 

O’Leary, D.E. (2023) ‘Digitization, digitalization, and digital transformation in accounting, electronic commerce, and supply chains’. Intelligent Systems in Accounting, Finance and Management 30(2), pp. 101–110. doi: 10.1002/isaf.1524. 

Rose, K., Eldridge, S. and Chapin, L. (2015) OCTOBER 2015 THE INTERNET OF THINGS: AN OVERVIEW Understanding the Issues and Challenges of a More Connected World. 

Skog, D.A., Wimelius, H. and Sandberg, J. (2018) ‘Digital Disruption’. Business and Information Systems Engineering 60(5), pp. 431–437. doi: 10.1007/s12599-018-0550-4. 

Workforce of the future (2018). Available at: www.pwc.com/people. 

Yang, Y., Chen, N. and Chen, H. (2023) ‘The Digital Platform, Enterprise Digital Transformation, and Enterprise Performance of Cross-Border E-Commerce—From the Perspective of Digital Transformation and Data Elements’. Journal of Theoretical and Applied Electronic Commerce Research 18(2), pp. 777–794. doi: 10.3390/jtaer18020040. 

Zutshi, A., Nodehi, T., Grilo, A. and Rizvanovic, B. (2019) ‘The Evolution of Digital Platforms’. in Advances in Management Research. CRC Press, pp. 41–50. doi: 10.1201/9780429280818-3