This thesis derives guidelines to path a way for digital transformation using the example of commercial dental laboratories. Therefore, commercial dental laboratories' current approach to managing digital transformation was identified by conducting 12 expert interviews with commercial dental laboratories according to SMEs' underlying size categorisation. Based on the discrepancy between the theory-based procedural stages and the laboratories' holistic assessment, practical and comprehensible guidelines were derived.
It was found that size-specific differences prevail in the way digitalisation measures are managed. Micro-sized and small laboratories suffer from financial and personal constraints and are limited to collaborating with partners. In contrast, medium-sized laboratories are confronted with increased internal complexity and resulting ambiguity within the workforce. This thesis enables managers of different sized laboratories to adapt guidelines tailored to their industry and provides support in implementing new technology.
Digital transformation is the technology-induced change on different organisational levels that includes both the exploitation of digital technologies and the exploration of digital innovation to transform the business model. Even though digital transformation is empirically and conceptually elaborated in theory, existing literature neglects the specifies of Small- and Medium-sized Enterprises (SMEs). Often existing models lack concrete recommendations for action that guide through the digital transformation and offer decision-making assistance.
Table of Contents
1. Introduction
1.1 Initial Situation and Problem Definition
1.2 Research Question and Research Aim
1.3 Structure of the Bachelor Thesis
2. Theoretical Framework
2.1 Definition of Digital Transformation
2.2 Definition of Small- and Medium-sized Enterprises
2.2.1 Definition based on Quantitative Criteria
2.2.2 Definition based on Qualitative Criteria
2.3 Introduction to the German Dental Laboratory Industry
2.4 Procedure Model for Digital Transformation
2.4.1 Inspiration Phase
2.4.2 Orientation Phase
2.4.3 Planning Phase
2.4.4 Implementation Phase
2.4.5 Evaluation and Adaptation Phase
2.5 Maturity Model for Digital Transformation
2.5.1 Strategy as one Dimension of the Hybrid Model
2.5.2 Customers as one Dimension of the Hybrid Model
2.5.3 Products as one Dimension of the Hybrid Model
2.5.4 Processes as one Dimension of the Hybrid Model
2.5.5 Organisation as one Dimension of the Hybrid Model
2.5.6 IT Infrastructure and Technology as one Dimension of the Hybrid Model
2.5.7 Corporate Environment as one Dimension of the Hybrid Model
3. Methodical Procedure
3.1 Basic Design
3.2 Sampling
3.3 Qualitative Data Collection
3.3.1 Type of Interview
3.3.2 Preparation of Guided Interview Questionnaire
3.3.3 Documentation of Interview
3.4 Data Evaluation
3.5 Validation
4. Research Results
4.1 The Work Process of Digital Dental Technology
4.2 Presentation of the Interview Results
4.2.1 Category of Strategy
4.2.2 Category of Customers
4.2.3 Category of Products
4.2.4 Category of Processes
4.2.5 Category of Organisation
4.2.6 Category of IT-Infrastructure and Technology
4.2.7 Category of Corporate environment
4.2.8 Category of Recommendations for Action
5. Research Discussion
5.1 Inspiration Phase
5.2 Orientation Phase
5.3 Planning Phase
5.4 Implementation Phase
5.5 Evaluation and Adaptation Phase
6. Research Conclusion and Recommendations
6.1 Limitations for Research
6.2 Suggestions for Future Research
6.3 Conclusion
Research Objectives and Themes
The primary aim of this thesis is to develop practice-oriented and intuitive guidelines for managing digital transformation processes specifically tailored to small- and medium-sized enterprises (SMEs), using the German commercial dental laboratory sector as the empirical case study.
- Analysis of digital transformation challenges within the SME sector.
- Application of maturity and procedure models to the dental laboratory environment.
- Investigation of current industry approaches through expert interviews.
- Identification of size-specific differences in managing digitalization measures.
- Derivation of practical recommendations and decision-making assistance for laboratory managers.
Excerpt from the Book
4.2.1 Category of Strategy
The dimension strategy includes the formulation of a digital solutions strategy. Therefore, clear goals and visions in liaison with digitalisation projects and key performance indicators for strategic positioning and possible projects' evaluation are essential. Each laboratory clearly expressed goals related to the last digitalisation. "Goals: That is easy to formulate; it is perfecting the accuracy of fit." Various goals are enumerated, such as topicality of technology (I1), the perfectionism of the manager aimed to increase product quality (I3) and quality standards (I3), as well as leveraging efficiency (I9). Moreover, gaining a knowledge advantage over competitors is considered essential to expand the market position (I4). Digitalisation also exploits to occupy a niche in the market (I5). To engage in specific strategic reflection, two laboratories are convening a team of experts (I12).
There is ambivalence regarding the use of key performance indicators and the evaluation of completed digitisation projects. While medium-sized laboratories carry out economic analyses (I12), smaller laboratories use costing evaluations, especially if they have software-based solutions. "And at the end of the year, I have to say honestly; we look at the evaluation of our accounting software." I4 states that as a craftsman, he does not use any profound business management instruments. It becomes evident that an evaluation can be used to derive a possible superiority of digital to analogue production, utilising which acquisition can be calculated (I10). However, I7 reveals a certain indecisiveness about the specification of key performance indicators that evaluate completed projects. "Difficult to have an exact key performance indicator now." Other interviewees however, evaluate an acquisition based on concrete metrics. "Yes, definitely. So we already look at which customers have intraoral scanners here […]. Of course, this is combined with the printer's costs and the material that is needed. Then we calculate how many models we have to print until it is amortised, I would say."
Summary of Chapters
1. Introduction: Outlines the initial problem, defines the research objective, and provides an overview of the thesis structure.
2. Theoretical Framework: Defines core concepts like digital transformation and SMEs, introduces the dental laboratory industry, and discusses procedural and maturity models.
3. Methodical Procedure: Details the research design, qualitative data collection methods, interview sampling strategy, and data evaluation processes.
4. Research Results: Presents the empirical findings derived from expert interviews, structured by the hybrid model dimensions.
5. Research Discussion: Interprets the findings through the lens of the transformation phases, deriving guidelines based on the identified discrepancies.
6. Research Conclusion and Recommendations: Reflects on research limitations, suggests avenues for future research, and summarizes the final conclusions.
Keywords
Digital Transformation, Small- and Medium-sized Enterprises, SMEs, Dental Laboratory, Germany, Digital Maturity Model, Hybrid Model, Procedure Model, Qualitative Research, Expert Interview, Digitisation, Process Management, Business Strategy, Customer Loyalty, Innovation Management
Frequently Asked Questions
What is the core focus of this bachelor thesis?
This work focuses on the digital transformation of small- and medium-sized enterprises (SMEs) within the specific context of the German commercial dental laboratory sector.
What are the central thematic fields covered in this study?
The study covers strategy, customer relationship management, product innovation, process optimization, organizational structure, IT infrastructure, and the corporate environment.
What is the primary research question?
The thesis asks which guidelines for proceeding with digital transformation can be derived from the example of commercial dental laboratories in Germany.
Which scientific method is utilized in this research?
The research follows a qualitative approach, utilizing expert interviews with 12 decision-makers from dental laboratories, followed by a qualitative content analysis according to Mayring.
What is the main purpose of the developed guidelines?
The guidelines are intended to provide laboratory managers with actionable, size-specific measures and decision-making support for implementing new technologies.
Which keywords characterize this work?
Key terms include Digital Transformation, SMEs, Dental Laboratory, Digital Maturity, and Qualitative Content Analysis.
How does the size of the laboratory influence digital transformation?
The study found that micro-sized and small laboratories often struggle with resource constraints and rely on networking, whereas medium-sized laboratories face higher internal complexity and structural challenges.
What role does leadership play in this transformation?
Leadership is identified as a critical driver for innovation; the manager's approachability, vision, and willingness to initiate change are decisive for the success of digital projects.
How is the "Hybrid Model" applied in this thesis?
The Hybrid Model serves as a framework to assess the current status of digitalization in laboratories across seven dimensions, taking both technical and organizational aspects into account.
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- Maxi Osterhaus (Autor), 2021, Digital Transformation in Small- and Medium-Sized Enterprises. Guidelines for the Commercial Dental Laboratory Sector, Múnich, GRIN Verlag, https://www.grin.com/document/1008393
