The digital transformation is one, if not the biggest, challenge for companies in every industry (Laïfi & Josserand 2014). It is only a matter of time before it will find its way into every unit of companies (Lyytinen et al. 2016). Furthermore, trends such as big data and the fourth industrial revolution are being taken up by companies and, together with the digital transformation, pose further challenges for companies (Kaufmann 2015) such as greater complexity and dynamism in markets and companies (Pfläging & Hermann 2015). One approach to mastering this could be the “structural change” of companies (Gloger & Margetich 2014; Laloux 2015; Robertson 2015). The exact implementation of this “change” is currently a controversial topic. Several approaches for a “structural change” emerge in the literature. The basis of the considerations are the theoretical considerations of Laloux (2015), who interprets “evolutionary” structures as sustainable. Anderson & Uhlig (2015) and Nowotny…
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In times of digital transformation, the buzzword restructuring is on everyone’s lips. For the workforce, this means more pressure and fear of losing their…
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