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Diese k\u00f6nnen sich nicht auf die laufende Verbesserung ihres erfolgreichen Bestandsgesch\u00e4fts beschr\u00e4nken, sondern m\u00fcssen gleichzeitig neue, digitale Gesch\u00e4ftsmodelle aufbauen, um allenfalls bereits wegbrechendes Gesch\u00e4ft zu kompensieren. Das Konzept der Organisationalen Ambidextrie bezeichnet die F\u00e4higkeit von Unternehmen, bei neuartigen strategischen Vorhaben (Exploration) gleichzeitig auf Kernkompetenzen aus dem Bestandsgesch\u00e4ft (Exploitation) als Wettbewerbsvorteil zu setzen. In diesem Beitrag wird ein Kriterienkatalog vorgestellt, der die F\u00e4higkeit von Organisationen beschreibt, das Ambidextrie-Konzept speziell bei den strategischen Vorhaben zur Digitalen Transformation umzusetzen. Dieser Katalog dient als Managementinstrument f\u00fcr eine Standortbestimmung und Zielvorgaben und l\u00e4sst sich zu einem Reifegradmodell weiterentwickeln. Sowohl das IT-Know-how als auch das Zusammenspiel der Chief-Information- (CIO) und der j\u00fcngeren Chief-Digital-Officer (CDO)-Rolle sind dabei von zentraler Bedeutung und begr\u00fcnden den Unterschied zur allgemeinen Organisationalen Ambidextrie.<\/jats:p><jats:p>Der Katalog wurde in einem iterativen Design-Science-Research-Ansatz mit zwei Design- und Evaluationszyklen entwickelt und enth\u00e4lt f\u00fcr ein Erhebungsinstrument einsatzfertige Fragestellungen zu 46\u00a0Gestaltungsfaktoren in sieben Dimensionen mit insgesamt 99\u00a0Kriterien. Als konzeptionelle Grundlagen dienten insbesondere literaturbasiertes Wissen zu Rollenanforderungen f\u00fcr CIO und CDO, einschl\u00e4gige Untermengen von Kriterien aus Reifegradmodellen und Assessments zu allgemeiner Digitaler Transformation, Intrapreneurship und Innovationskultur f\u00fcr digitale L\u00f6sungen. Die Bezeichnung CDO-CIO Do-it Kit ergibt sich aus den Anfangsbuchstaben der Dimensionen: <jats:italic>CDO-CIO<\/jats:italic> Zusammenarbeit, <jats:italic>D<\/jats:italic>igital-Transformation-Strategie, <jats:italic>O<\/jats:italic>rganisation, <jats:italic>I<\/jats:italic>nnovation, <jats:italic>T<\/jats:italic>ransformationsmanagement, <jats:italic>K<\/jats:italic>ultur &amp; Kompetenz sowie <jats:italic>IT<\/jats:italic> &amp; IT-Kompetenz.<\/jats:p>","DOI":"10.1365\/s40702-022-00874-9","type":"journal-article","created":{"date-parts":[[2022,5,12]],"date-time":"2022-05-12T08:10:20Z","timestamp":1652343020000},"page":"818-839","update-policy":"https:\/\/doi.org\/10.1007\/springer_crossmark_policy","source":"Crossref","is-referenced-by-count":8,"title":["Organisationale Ambidextrie f\u00fcr Digitale Transformation gezielt entwickeln\u00a0\u2013 Konzeption des \u201eCDO-CIO Do-it Kit\u201c auf Basis eines Reifegradansatzes","Developing Organizational Ambidexterity for Digital Transformation\u00a0\u2013 Design of the \u201cCDO-CIO Do-it Kit\u201d Based on a Maturity Model Approach"],"prefix":"10.1365","volume":"59","author":[{"ORCID":"https:\/\/orcid.org\/0000-0002-7080-1861","authenticated-orcid":false,"given":"Andrea","family":"Back","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"ORCID":"https:\/\/orcid.org\/0000-0002-6018-2411","authenticated-orcid":false,"given":"Udo","family":"Bub","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"David M.","family":"Wagner","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"93","published-online":{"date-parts":[[2022,5,12]]},"reference":[{"key":"874_CR1","doi-asserted-by":"publisher","first-page":"249","DOI":"10.1007\/s11576-009-0167-9","volume":"51","author":"J Becker","year":"2009","unstructured":"Becker\u00a0J, Knackstedt\u00a0R, P\u00f6ppelbu\u00df\u00a0J (2009) Entwicklung von Reifegradmodellen f\u00fcr das IT-Management. 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