Abstract
The widespread adoption of digital technology tied with the 4th industrial revolution means the complete reinvention of how business is done. Digital Twin (DT) technologies are now a key technology trend that is already being developed and commercialized to optimize numerous manufacturing processes. In this paper, and from an Information Systems (IS) discipline viewpoint, we take stock of the different technological visions of the DT in manufacturing. We leverage this summary as a stepping stone for discussing the DT's sociotechnical design implications by pointing how this approach is essential for the design of DT software that is specific to its environment and users and co-evolves with it. Furthermore, we present our vision for a DT-based Digital Platform that can support product design and life-cycle management while generating value through an ecosystem of twin-driven product-service systems. Lastly, we show how the Transformer 4.0 project will demonstrate the main principle of our vision by placing the DT of the power transformer with the dual role of virtual counterpart of the physical product and as the architectural framework for (i) managing and processing the historical data collected from the multiple working instances of DTs, and (ii) managing and integrating design information (models, specifications, design data, among others). Copyright (C) 2021 The Authors.

Abstract
The impact of digital technologies in manufacturing organizations has been felt for decades. Servitization processes themselves have developed from the traditional Product-Service Systems (PSS) toward new business models infused with digital technologies, paving the way to smart PSS. There is, however, a lack of understanding of how digital platforms (DP) can be leveraged for the offering of smart service offerings. In this paper, we highlight how the emergence of DP traces the evolution of PSS and highlight how a platform-based modular architecture can serve as the reference infrastructure for organizations to deliver smart and highly customized products and services. The architecture of the Transformer 4.0 platform is used to demonstrate how DP can serve as orchestrators for an ecosystem of digital twin-driven smart PSS.

Abstract
The support and influence of industrial business associations (IBAs) for the internationalisation process of small and medium-sized enterprises (SMEs) is questioned. This qualitative case study on the textile industry in Portugal illustrates how SMEs are influenced by their IBA. Findings suggest that it has a preponderant role in supporting the international expansion of associated SMEs. Particularly, the promotion and organisation of trade fairs seem to foster first entries and continuous international expansion in the same way the IBA seems to influence their foreign market selection. However, SMEs feel that the IBA’s work could still be improved by their facilitating more matchmaking processes, promoting collaborations, improving their seizing of available internationalisation opportunities, and providing more information about agents and distributors in foreign markets. Thus, we can say that, despite the internet and global opportunities that firms can directly benefit from, the role of IBAs is still relevant for SME’s internationalisation, and there is still room for improvement.

Abstract
Many organizations find the emerging concept of the Digital Twin (DT) to be compelling as a potential means to reduce the time and cost to develop new products, support fielded products, and enable rapid innovation to respond to new market opportunities. However, realizing the full potential of a DT may require significant changes in the methods, processes, and tools for product development and support currently used by potential adopters in the organization. We introduce an approach for assessing the behaviors and capabilities of the DT and their relationships within the organization's sociotechnical system. We believe this approach can enable DT implementation outcomes better aligned with the organization's strategic goals and objectives, and help to clarify not only what the DT can do, but what it should do for the organization. The approach is explained using an illustrative case study example, which is based on interim progress of our ongoing research project.

Abstract
Digital transformation is a broad description of efforts to introduce new technologies within and across organizations with the potential to revolutionize the way they function and perform. Digital transformation may be addressed at multiple levels of analysis, and this paper focuses on the enterprise level. This includes the organization, its people, systems, tools and technologies, and suppliers and partners that combined create valued outcomes that sustain the enterprise and advance its objectives. Collectively, this is a complex sociotechnical system (STS), and digital transformation is an intervention in a STS of potentially profound scope. Classical STS theory emerged from analysis of individuals and work groups and principles have been defined for the design of work systems at that level. We explore how STS design principles may be applied to the enterprise-level challenges associated with digital transformation. We present an enterprise-level framework that describes a process and methods that are consistent with STS design principles and illustrates how existing systems analysis methods and artifacts may be used to design an enterprise level STS. We review some artifacts employed in digital transformation efforts, including enterprise reference architectures, to better understand how they might function as means to foster communication and collaboration across multiple disciplines and domains in the STS design process.

Abstract
The topic of digital transformation has become increasingly prevalent in recent decades. Its importance is justified by the fact that not only can it change the way companies operate, but also bring to light new business strategies. Indeed, companies have ramped up operational data collection opportunities and adopted digital practices to facilitate new flows of design information, allow teams to interoperate in different ways, or improve system performance. Given that a digital transformation occurs under certain sociotechnical contexts and with specific purposes, their success can critically depend on the ability to unambiguously describe this context and the intended transformation in the form of new operational scenarios. One of the challenges faced when attempting a digital transformation is that these efforts can be ad-hoc and poorly structured, which does not tie the transformation to strategic objectives and operational strengths and limitations. This paper aims at addressing this issue by leveraging an existing systems engineering analysis method called Concept of Operations to provide structure to the digital transformation process. Our work shows that this method has the potential to accelerate the sociotechnical system redesign cycle and generate actionable decisions aligned with strategic goals and operational strengths and limitations. © 2022 The authors and IOS Press.