Introduction

Today’s technical, economic, and social developments are opening a broad variety of new opportunities for worldwide firms to enhance their earnings. Though, between 66% and 87% of firms’ digital transformations struggle or even fail (Libert et al., 2016; Wade & Shan, 2020). In contrast to the industrial world, in which Porter’s (1979; 1980; 1985) five-forces model of competition dominated strategic thought and action, the digital world is moving quicker, more complex, and more performance oriented.