Scott, Charles

Many companies use information systems to support their operations, but to properly utilize IS, organizations must go through a Digital Transformation (DT) process. One of the strategic assets needed to begin or accelerate the DT journey is Dynamic Capabilities (DC). Despite the progress that DT has achieved in understanding the contributions of individuals to the construction and maintenance of DC, there have been requests to engage more deeply with the nature of the work performed by actors who support these capabilities. Therefore, we focus on the actors' roles in DC and use the Actor Modeling Framework to connect actors to DC. Then we developed a guideline by using a design-science approach to connect different parts of DT, and its application was tested in Prince George, Red Deer, and Grande Prairie EDOs. The guideline is like a clear map showing EDO organizations where they need to go to implement DT.

Campus Sport Centres are important for university or college to retain and recruit student body, faculty, staff, and community memberships. It is important for these institutions to implement effective strategic plans that meet the needs of customers and stakeholders while remaining financially independent. The study determines how a campus sport centre can become financially self-sustaining without the need of government funding to support the operations of the facility while delivering value to its customers and stakeholders. The study used the Charles Jago Northern Sport Centre (CJNSC) of the University of Northern British Columbia (UNBC) as the case organization. The strategic priority for the CJNSC is to become a financially self-sustaining facility to cover costs associated with its aging facility. Through the review of secondary data and some primary data, the study identified eight key revenue streams that could be implemented by the CJNSC. These include; 1) increases to the percentage of UNBC student recreation and fitness fees that the CJNSC receives, 2) increased fees to programming and memberships, 3) forming strategic alliances, 4) space utilization, 5) sport tourism planning with seasonality of facility booking space, 6) cancellation fees for memberships, 7) a membership pricing strategy, 8) naming rights. It was determined through the case organization that reducing expenses would not have the long-term benefit for the CJNSC and only existing and new revenues would satisfy the goal of being financially self-sustaining. This information is provided through an integrative framework that could be used as a template or tool by other organizations of similar structure and system as the CJNSC to develop their sports centers for successful outcomes.