Digital transformation by enabling strategic capabilities in the context of “BRICS”

Abstract

Purpose: Our study characterizes the BRICS scenario concerning digital transformation and its association with the I4.0 value creation system. For such, we developed a discussion paper based on content analysis of 857 journals in business administration, describing in a proposed framework the institutionalization of BRICS policies that nurture global competitiveness among emerging countries and development needs to catch up. Design/methodology/approach: Data from 16 official documents of government, ministries, and economic studies were analyzed by applying Atlas TI, contrasting theory of 875 papers to discuss the framework. Content analysis indicated a few research gaps, technological needs, and governance to enable firms to sustain competitive advantages applying I4.0 value creation systems, converging an agile journey of a digital transformation. Findings: This paper's central question is to understand how organizations achieve a sustainable I4.0 value creation system adopting digital transformation in the BRICS. The reduced transaction costs driven by platforms and ecosystems orchestration and the related or integrated multiple level sources of knowledge could speed benefits of domestic firms and subsidiaries of global organizations. Research gaps could be understood by a new combination of resources and knowledge, exploiting technologies, and, also, the discussion of social economic relevance of Industry 4.0. Research limitations/implications: Because of the complexity and the novelty of the framework, further studies could still developed. New structures and paths for alternative strategic factors may be proposed in the future with the inclusion of new relationships in the adoption of platforms business models and ecosystems. Future studies should consider digital knowledge-based assets attained to economic activities across national boundaries; data analytics or data-driven technology adoption and their effects on global attractiveness. Practical implications: The paper proposes evaluating whether strategic capabilities subsidize performance, propitiating the catching up with a focus on the I4.0 system and digital transformation management. The proposed framework demonstrates the benefits of digital transformation by enabling strategic capabilities, making efforts to reduce a lack of research paths concerning the policy attributes that define platform use strategy from an architectural standpoint and its benefits. Social implications: The particularities of turning either an I4.0 global organization or a digital organization operate in various environments, allowing access to the activities' digital context. Social implications concerning digital resources as strategic accelerators are determined by BRICS peculiarities, such as social behavior, consumerism, communication pattern, leadership, and workforce skills. Finally political aspects and interference in the economy are deployed in society, which must also be considered. Originality/value: This paper proposes a conceptual framework to better understand whether the heterogeneity of resources could explain I4.0 and digital configurations, while new platforms have driven features in global industrial environments and ecosystems. The seizing opportunities in these countries and sense-making use of platforms and orchestration of ecosystems are found as the critical topics being the main value of this important discussion.