Relevant bibliographies by topics / Digital change

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Digital change'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 February 2022

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Journal articles on the topic "Digital change"

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Renear, Allen H., David Dubin, and Karen M. Wickett. "When digital objects change - exactly what changes?" Proceedings of the American Society for Information Science and Technology 45, no. 1 (2008): 1–3. http://dx.doi.org/10.1002/meet.2008.14504503143.

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Tratkowska, Kamila. "Digital transformation: theoretical backgrounds of digital change." Management Sciences 24, no. 4 (2020): 32–37. http://dx.doi.org/10.15611/ms.2019.4.05.

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Elijah, Ng‟ang‟a. "Digital Culture versus Change." IOSR Journal of Engineering 06, no. 08 (August 2016): 21–34. http://dx.doi.org/10.9790/3021-068012134.

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Kreutzer, Ralf T. "Change-Management." Der Betriebswirt 57, no. 3 (September 30, 2016): 15–18. http://dx.doi.org/10.3790/dbw.57.3.15.

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Die Notwendigkeit zu einer digitalen Transformation stellt sich für jedes Unternehmen – allerdings in unterschiedlicher Intensität. Um den für diese Transformation notwendigen Change-Prozess erfolgreich zu gestalten, bedarf es eines profunden Wissens des Change-Managements. Die wichtigsten Erfolgsfaktoren und weiteres Handwerkszeug werden hier beschrieben. The necessity of a digital transformation exists for every company – only the intensity differs. In order to manage the tranformation successfully a profound knowledge of change management is needed. The key success factors and addtional tools for this process are presented here. Keywords: performance engine, geschäftsmodelle, digitale transformation
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Choi, Eunjoo, Eunjung Lee, Sungeu Chae, and Jiwon Shim. "Climate Change and Digital Media." Journal of AI Humanities 6 (October 31, 2020): 55–78. http://dx.doi.org/10.46397/jaih.6.3.

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Kemper, Björn. "Actively Driving the Digital Change." Laser Technik Journal 14, no. 4 (September 2017): 1. http://dx.doi.org/10.1002/latj.201770401.

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Schreiner, K. "Digital Games Target Social Change." IEEE Computer Graphics and Applications 28, no. 1 (January 2008): 12–17. http://dx.doi.org/10.1109/mcg.2008.4.

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O'REGAN, P. R., M. MORAD, and A. I. CHALMERS. "Digital Analysis of Shoreline Change." New Zealand Geographer 51, no. 2 (October 1995): 25–31. http://dx.doi.org/10.1111/j.1745-7939.1995.tb02048.x.

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Ribble, Mike. "Digital Citizenship for Educational Change." Kappa Delta Pi Record 48, no. 4 (October 26, 2012): 148–51. http://dx.doi.org/10.1080/00228958.2012.734015.

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Elwyn, G. ""Patientgate"--digital recordings change everything." BMJ 348, mar11 16 (March 11, 2014): g2078. http://dx.doi.org/10.1136/bmj.g2078.

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Dissertations / Theses on the topic "Digital change"

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Penton, Sanna, and Felicia Pettersson. "Factors Affecting Managerial Willingness to Change : A Case Study on Change Management When Implementing New Digital Technology." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-253834.

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The rapid growth of technology development increases the need for incumbent organizations to digitally transform. Studies show that digitally mature organization have a 26% higher profitability than peers (Westerman et al., 2012), nonetheless, success is rarely obtained as it requires incumbents to radically change their working methods and participate in a very painful transition. To gain knowledge on how to increase the success rate of digital transformations, this thesis examines what critical factors that affect the willingness for change of first line managers. Furthermore, it shows how change management can be applied to improve this willingness. Using a qualitative and exploratory approach through a case study, this research shows that earlier experience of work-related change, perceived usefulness and digital maturity affect the first line managerial willingness to change. Except from applying general theories on change management as well as considering more specific research on technology implementations, this study suggest organizations should focus on leading digital change from transforming individuals based on the three critical factors found to affect managerial change willingness. In doing so, stakeholder management analysis is suggested being a helpful tool as well as moving focus from the technology to a new way of working.
Den snabba teknologiska utvecklingen bidrar till ökat behov av digital transformation hos etablerade organisationer. Studier visar att digitalt mogna organisationer har 26% högre lönsamhet än andra (Westerman et al., 2012), men sällan uppnås framgång då det kräver radikala förändringar av arbetssätt hos etablerade företag, något som kan vara mycket smärtsamt. För att få kunskap om hur man kan öka antalet lyckade digitala transformationer, undersöker denna studie vilka kritiska faktorer som påverkar förändringsviljan hos första linjens chefer. Dessutom, visar den hur förändringsledning kan tillämpas för att förbättra denna vilja. Genom en kvalitativ och explorativ metod, och specifikt en fallstudie, visar denna forskning att tidigare erfarenhet av jobbrelaterad förändring, uppskattad användarbarhet och digital mognad påverkar förändringsviljan hos första linjens chef. Förutom att applicera allmänt kända teorier på temat förändringsledning såväl som att ta hänsyn till mer specifik forskning gällande tidigare implementationer av ny teknik, föreslår denna studie att organisationer vid ledning av digital förändring ska fokusera på att omvandla individer baserat på de tre kritiska faktorerna som funnits påverka chefers förändringsvilja. För att lyckas i det förslås organisationer tillämpa intressentanalys liksom fokusera på att flytta fokus från teknik till ett nya arbetssätt.
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Johansson, Emma, and Adam Ryner. "Mellanchefen i digital transformation : En fallstudie om hur mellanchefer driver digital transformation." Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-178821.

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Background: Research in digital transformation has previously focused on understanding top management and operational roles but the role of middle management has rarely been examined. This despite several studies showing that the middle manager has a central role in change processes. A few studies have shed light on how the middle manager influence and contribute to digital transformation, however, there are few empirical studies that examine how the middle manager works to drive change in digital transformation. Purpose: The purpose of this study is to create a deeper understanding about middle management’s role in digital transformation.  Methodology: This is a qualitative case study of a company in household services. It is based on five semi-structured interviews and a literature review. The study has adopted an abductive approach. Conclusion: The study shows that the middle manager acts as a connecting link between management and operational level. The results show that middle managers drive change in digital transformation by identifying problems and business opportunities, initiating change, interpreting and translating management language for employees, promoting and raising ideas from the operational activities and following up and modifying change processes to achieve better results. They have the opportunity to do this because of their intermediate position in the organization.
Bakgrund: Forskningen inom digital transformation har tidigare fokuserat på att förstå lednings- och operativa roller, men till stor grad negligerat mellanchefsperspektivet. Detta trots att flera studier belyst att mellanchefen har en central roll i förändringsarbete. Ett fåtal studier har undersökt hur mellanchefen influerar och bidrar till digital transformation. Däremot finns det få empiriska studier som undersöker hur mellanchefen faktiskt arbetar för att driva förändring inom digital transformation. Syfte: Syftet med denna studie är att skapa djupare förståelse för mellanchefens roll i digital transformation. Genomförande: Detta är en kvalitativ fallstudie av ett företag inom hushållsnära tjänster. Den utgår från fem semistrukturerade intervjuer samt en litteratur genomgång. Studien har antagit en abduktiv ansats. Slutsats: Studien visar att mellanchefen fungerar som en förbindelselänk mellan ledning och operativ nivå. Resultaten visar att mellanchefer driver förändring i digital transformation genom att identifiera problem och affärsmöjligheter, initiera förändring, tolka och översätta ledningens språk för medarbetare, främja och lyfta idéer från den operativa verksamheten och följer upp och modifierar förändringsprocesser för att uppnå bättre resultat. De har möjligheten att göra detta på grund av deras mellanliggande position i organisationen.
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Nilsson, Carl, and Alexander Nordensved. "Digital communication in a global IT change project : How do employees perceive digital communication and what impact does this communication have on their willingness to change?" Thesis, Uppsala universitet, Institutionen för informatik och media, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-269735.

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The use of digital communication has become more interesting for organizations since the rise of globalization and liberation of markets. It allows employees within multinational companies to communicate effectively with each other. The use of digital communication when managing global, IT-enabled change is, however, an area that has not received much attention from scholars. Therefore, the purpose of this study was to investigate use of digital communication in a global IT change project. Iveroth (2010) argues that a high degree of willingness to change is achieved when employees understand the intended change, accept the meaning of the change, have an interest in changing and finally act accordingly towards the new intended state (behaviour). Thus, a research question needed to be addressed: How do employees perceive digital communication and what impact does this communication have on their willingness to change? The study was carried out within a global organization that performed an IT change project in which a content management system (CMS) was updated from an old to a new platform. With support from the chosen theoretical framework, empirical data was then collected through interviews, observations and document analysis during a 10-week internship. To grasp the full complexity of IT change, a meta-framework was used as the theoretical framework of this study. Since the meta-framework focuses on how change leaders can manage successful IT change, and does not solely focus on communication aspects within an IT change initiative, extensions of relevant organizational change communication theories were included in the framework. The result showed that when change leaders use digital communication in an IT change initiative, it has a strong effect on how employees perceive communication. In general, we found patterns indicating that the use of digital communication can create a certain amount of understanding for a global IT change initiative among employees. However, reaching meaning, interest and behaviour among employees is more complex.
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Whelan, Maxine E. "Persuasive digital health technologies for lifestyle behaviour change." Thesis, Loughborough University, 2018. https://dspace.lboro.ac.uk/2134/32507.

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BACKGROUND. Unhealthy lifestyle behaviours such as physical inactivity are global risk factors for chronic disease. Despite this, a substantial proportion of the UK population fail to achieve the recommended levels of physical activity. This may partly be because the health messages presently disseminated are not sufficiently potent to evoke behaviour change. There has been an exponential growth in the availability of digital health technologies within the consumer marketplace. This influx of technology has allowed people to self-monitor a plethora of health indices, such as their physical activity, in real-time. However, changing movement behaviours is difficult and often predicated on the assumption that individuals are willing to change their lifestyles today to reduce the risk of developing disease years or even decades later. One approach that may help overcome this challenge is to present physiological feedback in parallel with physical activity feedback. In combination, this approach may help people to observe the acute health benefits of being more physically active and subsequently translate that insight into a more physically active lifestyle. AIMS. Study One aimed to review existing studies employing fMRI to examine neurological responses to health messages pertaining to physical activity, sedentary behaviour, smoking, diet and alcohol consumption to assess the capacity for fMRI to assist in evaluating health behaviours. Study Two aimed to use fMRI to evaluate physical activity, sedentary behaviour and glucose feedback obtained through wearable digital health technologies and to explore associations between activated brain regions and subsequent changes in behaviour. Study Three aimed to explore engagement of people at risk of type 2 diabetes using digital health technologies to monitor physical activity and glucose levels. METHODS. Study One was a systematic review of published studies investigating health messages relating to physical activity, sedentary behaviour, diet, smoking or alcohol consumption using fMRI. Study Two asked adults aged 30-60 years to undergo fMRI whilst presented personalised feedback on their physical activity, sedentary behaviour and glucose levels, following a 14-day wear protocol of an accelerometer, inclinometer and flash glucose monitor. Study Three was a six-week, three-armed randomised feasibility trial for individuals at moderate-to-high risk of developing type 2 diabetes. The study used commercially available wearable physical activity (Fitbit Charge 2) and flash glucose (Freestyle Libre) technologies. Group 1 were offered glucose feedback for 4 weeks followed by glucose plus physical activity feedback for 2 weeks (G4GPA2). Group 2 were offered physical activity feedback for 4 weeks followed by glucose plus physical activity feedback for 2 weeks (PA4GPA2). Group 3 were offered glucose plus physical activity feedback for six weeks (GPA6). The primary outcome for the study was engagement, measured objectively by time spent on the Fitbit app, LibreLink app (companion app for the Freestyle Libre) as well as the frequency of scanning the Freestyle Libre and syncing the Fitbit. RESULTS. For Study One, 18 studies were included in the systematic review and of those, 15 examined neurological responses to smoking related health messages. The remaining three studies examined health messages about diet (k=2) and physical activity (k=1). Areas of the prefrontal cortex and amygdala were most commonly activated with increased activation of the ventromedial prefrontal cortex predicting subsequent behaviour (e.g. smoking cessation). Study Two identified that presenting people with personalised feedback relating to interstitial glucose levels resulted in significantly more brain activation when compared with feedback on personalised movement behaviours (P < .001). Activations within regions of the prefrontal cortex were significantly greater for glucose feedback compared with feedback on personalised movement behaviours. Activation in the subgyral area was correlated with moderate-to-vigorous physical activity at follow-up (r=.392, P=.043). In Study Three, time spent on the LibreLink app significantly reduced for G4GPA2 and GPA6 (week 1: 20.2±20 versus week 6: 9.4±14.6min/day, p=.007) and significantly fewer glucose scans were recorded (week 1: 9.2±5.1 versus week 6: 5.9±3.4 scans/day, p=.016). Similarly, Fitbit app usage significantly reduced (week 1: 7.1±3.8 versus week 6: 3.8±2.9min/day p=.003). The number of Fitbit syncs did not change significantly (week 1: 6.9±7.8 versus week 6: 6.5±10.2 syncs/day, p=.752). CONCLUSIONS. Study One highlighted the fact that thus far the field has focused on examining neurological responses to health messages using fMRI for smoking with important knowledge gaps in the neurological evaluation of health messages for other lifestyle behaviours. The prefrontal cortex and amygdala were most commonly activated in response to health messages. Using fMRI, Study Two was able to contribute to the knowledge gaps identified in Study One, with personalised glucose feedback resulting in a greater neurological response than personalised feedback on physical activity and sedentary behaviour. From this, Study Three found that individuals at risk of developing type 2 diabetes were able to engage with digital health technologies offering real-time feedback on behaviour and physiology, with engagement diminishing over time. Overall, this thesis demonstrates the potential for digital health technologies to play a key role in feedback paradigms relating to chronic disease prevention.
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Gupta, Shikha. "Organizational Barriers to Digital Transformation." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-230615.

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Digital Transformation is changing the ICT industry and companies must act with speed to stay in the race. In order to be a credible business transformation partner, responding to industry changes and customer demands faster, companies today are transforming themselves and embarking on their digital journey and digitalization is high on every company’s agenda.   Most of these transformation initiatives fail or are progressing slowly and one major reason for this is organizational barriers to transformations. These barriers are challenging as organizations and employees react differently to change. Hence in this paper, I will study the transformation process and try to identify and understand the barriers and the most challenging stage of the transformation by interviewing eleven executives from across companies which are in various stages of their Digital Transformation journey. Even though significant number of barriers were identified in the Initiation and the Transition phases, the results indicate that each phase is equally important and is an outcome of the previous phase. By addressing barriers in the first two phases and taking concrete actions, the resistance can be reduced, and organizations can smoothly transition and transform ensuring that the organization and staff embrace the changes.   Several barriers to change and transformation were identified ‐ Unclear Company Vision and Goal of the Transformation; Top Management, Leaders and their Leadership style; Project group, Organizational set‐ up and Agility; Change and Middle managers lacking expertise; Lack of Rewards and Incentives; Unclear Measurement systems, Lack of HR involvement and a strong Learning culture missing.   In this work with executives working across a variety of industries, the findings suggest that by putting people first and by running change management programs with more people‐centric approaches can lead to dynamic results. The study revealed the need for top leaders and executives to present a united front, provide more autonomy, increase collaboration and transparency across project functions and structures. Middle managers and HR need to work together bettersupporting and coaching the employee’sindividual development plans, tracking changes, creating an atmosphere that engages and energizes employees and by rewarding or incentivizing employees ensure that the changed behaviours stick and quickly spread throughout the organization. Siloed organizational structures were further identified as making the organizations obsolete and the transformation journey must begin by putting together diverse project teams encompassing the right capabilities and skills with a clear driver of change.
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Farné, Alessandra. "Communication for social change and digital activism online discourses of united for global change." Doctoral thesis, Universitat Jaume I, 2015. http://hdl.handle.net/10803/669051.

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Communication is a key element in promoting social change and, currently, social movements, one of the main drivers of socio-political demands aimed at transforming the existing system of injustices and inequalities, are carrying out profuse examples of communicative actions, particularly in the online realm. In this context, this thesis seeks to contribute to advance in the current scholarship on online communication for social change and, specifically, to explore which features of citizens¿ online communication promote engagement for global peaceful social change. For that purpose, the research methodology combines mixed methods including bibliographic review of the literature in the field of online communication for social change, as well as (online) content and discourse analysis applied to an international initiative promoted by social movements. The study focuses on the case of United for Global Change, which is the name of an international day of protest that took place on October 15, 2011 (15O), following the reawakening of social movements from the Spring of that year. This case has been studied along three main axes: 1) analysis of web and social media content; 2) analysis of video activism and 3) analysis of media representations. Research findings suggest that the actual setting of Web 2.0 enables new forms of constructing knowledge and meaning that are being leveraged by social movements to insert new narratives and communicative strategies into public discourses to promote peaceful social change. Specifically, these online communicative actions embrace the following facets: cross-cutting issues, inclusiveness, justice, hope, peace and nonviolence, video activism, and media-orientation.
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Arnold, Maik. "Leading Digital Change: Management of Hybridity and Change in Education and Social Service Institutions." TUDpress, 2020. https://tud.qucosa.de/id/qucosa%3A74133.

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Since the 1990s, change management has received considerable attention as the new paradigm for the management of organisational transformations as well as behavioural and motivational changes within both for-profit and non-profit organisations. As such, constant changes have also become the new “normality” in education and social service organisations. It is inherent to organisations to be confronted permanently and simultaneously with different ‘rationalities’ of their stakeholders. As hybrid organisations, they have to mediate between the logics of governmental, marketbased, and societal structures (Brandsen et al., 2005). This is also crucial in the light of the various challenges related to the integration of digital technologies into almost all areas of education and social services and the development of new virtual business cultures within those organisations.
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Persson, Jesper, and Karahan Manas. "Towards the new normal : Digital transformation through digital leadership and digital transformation strategies." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-103941.

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Today's organizations struggle to remain competitive due to challenges regarding changing technology and customer expectations. Although many organizations strive to digitally transform their business, they still fail due to digital incompetence, unpreparedness and ignorance. Thus, the thesis aims to investigate how to transform organizations into digital businesses, the required competencies of digital leaders and the interaction between digital leadership and digital transformation strategies. For this purpose, we conduct a systematic literature review to build a conceptual framework that, by hypotheses and propositions, may serve as a point of departure for future empirical research. With this model, we propose that leaders with higher levels of digital leadership, in terms of management skills, customer skills, digital skills and organizational skills, have a positive influence on the establishment of digital transformation strategies. Thus, this thesis contributes to an understanding of digital leadership, digital transformation strategies and the interlinkages between these.
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Bak, Brandon T. "Preventing Digital Piracy: A Change in the Business Model." Scholarship @ Claremont, 2012. http://scholarship.claremont.edu/cmc_theses/507.

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With the arrival of the digital age, faster internet speeds, and greater storage capacities in our computers, digital piracy is on the rise. Neither the illegality of piracy nor the unethical nature of doing so has stopped people from partaking in the act. Studies show that tens of billions of dollars of pirated goods are downloaded every year, yet our policies fail to solve the issue of digital copyright infringement. The biggest issues contributing to the problem are the lack of a policy that consumers take seriously in combination with some digital goods being too expensive in their current state of distribution. This thesis is aimed at taking a direct approach to reduce digital piracy from two different angles. The first angle deals with the incentive structure of society and the need for a government backed policy that has legitimacy in the view of United States citizens and the second angle is the creation of an alternative distribution model for digital software as a service based platform.
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Pope, A. J. "Recent change of Svalbard glaciers quantified using digital photogrammetry." Thesis, Swansea University, 2005. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.638550.

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Understanding the response of glaciers to climate change is critical if estimates of future sea level rise are to be better constrained. A significant portion of recent sea level rise is thought to be from small glaciers, unfortunately these are scattered around the world making their contribution extremely difficult to quantify. Contributions tend to be reported for regions or groupings of glaciers and one of the regions with the largest potential contribution is the Arctic. This region has been identified as being extremely sensitive to climate fluctuations and is expected to be one of the first regions to respond to future climate change. The aim of this research is to quantify the surface change two key glaciers on Svalbard, one of the largest groupings, of glaciers in the Arctic. Surface change will be quantified through the use of Digital Elevation Models (DEMs) derived from aerial images. The quality of the derived surface is dependent on the quality of the ground data used to generate and validate the model. For this reason, extensive field work was conducted to install a network of accurate GPS points around the study glaciers. A Failure Warning Model (FWM) method is used to assess the reliability of the DEMs and the technique is developed through the implementation of a Multiple input Failure Warning Model (MiFWM) method that is more robust. This thesis shows that both study glaciers have experienced significant change during the study period. The calculated rates of change were comparable both to other ground based estimates and other photogrammetric estimates. In addition, the results do not contradict the suggestion that ground based monitoring methods consistently underestimate glaciers contribution to sea level.
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Books on the topic "Digital change"

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Rossignoli, Cecilia, Francesco Virili, and Stefano Za, eds. Digital Technology and Organizational Change. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-62051-0.

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North, Klaus, Ronald Maier, and Oliver Haas, eds. Knowledge Management in Digital Change. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-73546-7.

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Behera, Prafulla Kumar, and Purna Chandra Sethi, eds. Digital Democracy – IT for Change. Singapore: Springer Singapore, 2021. http://dx.doi.org/10.1007/978-981-16-2723-1.

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Ferraby, Lyn. Change control during computer systems development. New York: Prentice Hall, 1991.

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Digital India: Understanding information, communication, and social change. Thousand Oaks, Calif: SAGE Publications, 2012.

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Kupiek, Martin. Digital Leadership, Agile Change und die Emotion Economy. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-31042-4.

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Kupiek, Martin. Digital Leadership, Agile Change and the Emotional Organization. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-33489-5.

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Radical change: Books for youth in a digital age. New York: H.W. Wilson Co., 1999.

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Prensky, Marc. From digital natives to digital wisdom: Hopeful essays for 21st century learning. Thousand Oaks, Calif: Corwin, 2012.

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Workshop, on Digital Libraries: Managing Convergence Continuity and change (2001 United States Educational Foundation in India). Workshop on Digital Libraries: Managing Convergence, Continuity, and Change, 12th-16th March, 2001. [Mysore: University of Mysore, 2001.

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Book chapters on the topic "Digital change"

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Milani, Fredrik. "Change Strategy." In Digital Business Analysis, 251–74. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-05719-0_14.

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Griffiths, Marie, and Richard Dron. "Enabling organisational change." In Strategic Digital Transformation, 165–73. New York : Routledge, 2020. | Series: Business and digital transformation: Routledge, 2019. http://dx.doi.org/10.4324/9780429020469-19.

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Fenton, Alex, Naomi Timperley, and Rosy Boardman. "Visible change and inspiring." In Strategic Digital Transformation, 149–56. New York : Routledge, 2020. | Series: Business and digital transformation: Routledge, 2019. http://dx.doi.org/10.4324/9780429020469-17.

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Shekhar, Shashi, and Hui Xiong. "Digital Change Detection Methods." In Encyclopedia of GIS, 240. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-35973-1_285.

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Scholkmann, Antonia B. "Resistance to (Digital) Change." In Digital Transformation of Learning Organizations, 219–36. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_13.

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AbstractResistance to change has been elaborated on from different perspectives: with a focus on employee resistance to change and as a systemic phenomenon, but also in the light of digital change and digital transformation. However, an integration of these approaches is not easy to find. This chapter discusses the phenomenon of resistance to change in light of current understandings of the concept as well as new elaborations, which might help to pinpoint specific challenges of digital change resistance. To this end, I will dive into the research traditions that have been built up around the concept. In order to understand resistance to digital change, specifically, I will draw upon the theory of Danish educational researcher Knut Illeris and explore the potential of his writings to explain resistance to digital change from a learning perspective. Throughout I will use examples from higher education digitalization research, to illustrate the respective phenomena. Key navigation points of this chapter are to elaborate resistance to (digital) change both as an individual and a systemic phenomenon and to contribute to a better understanding of resistance to digital change in light of incremental and disruptive change expectations.
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Stark, John. "Manage Organisational Change." In Digital Transformation of Industry, 153–58. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-41001-8_25.

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Berger, Thomas, and Michael Thomas. "Integrating Digital Technologies in Education: A Model for Negotiating Change and Resistance to Change." In Digital Education, 101–19. New York: Palgrave Macmillan US, 2011. http://dx.doi.org/10.1057/9780230118003_6.

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Girifalco, Louis A. "The Electronic Digital Computer." In Dynamics of Technological Change, 230–84. Boston, MA: Springer US, 1991. http://dx.doi.org/10.1007/978-1-4684-6509-9_6.

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Kreutzer, Ralf T., Tim Neugebauer, and Annette Pattloch. "Change-Management – Wandel erfolgreich gestalten." In Digital Business Leadership, 213–34. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-11914-0_3.

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Outram, Chris. "Everything Needs to Change — Or Does It?" In Digital Stractics, 23–30. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1007/978-1-137-57483-1_3.

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Conference papers on the topic "Digital change"

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Udofia, Emmanuel, and Buduka Stanley. "Change Management: A Game Changer for Effective Digital Transformation." In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206331-ms.

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Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.
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Geiger, Manuel, Franziska Jago, and Susanne Robra-Bissanzt. "Physical vs. Digital Interactions: Value Generation Within CustomerRetailer Interaction." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.12.

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The traditional retail sector is currently facing major challenges, particularly due to digitalisation and the associated changes in customer behaviour, increasing demands in the service world, new technologies and other factors. The COVID19 pandemic has accelerated and intensified this process. From a retailer's point of view, it is essential to create value for the customer through digital interactions. In this article, a study based on the Value in Interaction Model investigates whether it is possible for physical retailers to make a digitally supported interaction as valuable as the direct contact in the store and what influence this has on the Perceived Relationship Quality. The results show that the difference in perceived value between the physical and digital retailer interaction is relatively small. This proves that when the interaction layers are actively designed with a focus on value, a digital interaction can be almost as valuable as the traditional in-store interaction.
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Danani, Shraddha, and Janis L. Gogan. "How Digital Market Hosts Control Sellers." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.16.

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How do hosts of digital markets exercise control over sellers? Our three-case study, set in India, reveals that seller control portfolios used by large digital market hosts differ from control portfolios in other contexts (reported in prior research). The platform host neither preselects nor hires most sellers; this limits hosts’ control options. The platform supports many shortduration transactions, yet some related processes take place offline – again limiting hosts’ control options. In this context of many-sellers, many-buyers, digital market hosts (similar to other controllers) attempt to balance formal and informal controls. By identifying specific control mechanisms that hosts utilize, our study findings provide a useful foundation to support further research on control challenges in digital markets and other digital platforms.
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Bali, Ahmed, Kurdistan Saeed, and Kanaan Abdullah. "The role of communication technology in political change and the freedom of digital media." In REFORM AND POLITICAL CHANGE. University of Human Development, 2021. http://dx.doi.org/10.21928/uhdiconfrpc.pp192-202.

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This study examines the nature of the relationship between journalists and politicians in the age of media entrepreneurship, with emphasis on the factors and challenges faced by both media entrepreneurs and politicians while using digital media. This study relies on an inductive approach through using the qualitative method, this involves conducting interviews (N: 41) with journalists to discover whether they work in traditional media organizations or/and own and manage digital media enterprises, it also brings to lights new information about politicians, especially those who have media inclinations. This study reveals that digital media provide journalists with opportunities to achieve professional and financial independence. However, their work in the context of Iraqi scope does not go beyond spreading propaganda and promoting various agenda of political parties and politicians. In terms of the content of media entrepreneurship, this study unveils anonymous social media which are affiliated with/ or supported by politicians which work as piracy for trolling political opponents and activists. It is assumed that such social media have serious repercussions for freedom and privacy. This worries activists and journalists that they are unable to express their opinions freely for fear of being attacked by anonymous social media working on behalf of politicians. Therefore, the ethics of social media and their ownership seems to be a major concern in the Iraqi political media space, and it should be taken into consideration in future research.
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Abdullah, Ahmed, Kurdistan Saeed, and Kanaan Abdullah. "The role of communication technology in political change and the freedom of digital media." In REFORM AND POLITICAL CHANGE. University of Human Development, 2021. http://dx.doi.org/10.21928/uhdiconfrpc.pp115-125.

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This study examines the nature of the relationship between journalists and politicians in the age of media entrepreneurship, with emphasis on the factors and challenges faced by both media entrepreneurs and politicians while using digital media. This study relies on an inductive approach through using the qualitative method, this involves conducting interviews (N: 41) with journalists to discover whether they work in traditional media organizations or/and own and manage digital media enterprises, it also brings to lights new information about politicians, especially those who have media inclinations. This study reveals that digital media provide journalists with opportunities to achieve professional and financial independence. However, their work in the context of Iraqi scope does not go beyond spreading propaganda and promoting various agenda of political parties and politicians. In terms of the content of media entrepreneurship, this study unveils anonymous social media which are affiliated with/ or supported by politicians which work as piracy for trolling political opponents and activists. It is assumed that such social media have serious repercussions for freedom and privacy. This worries activists and journalists that they are unable to express their opinions freely for fear of being attacked by anonymous social media working on behalf of politicians. Therefore, the ethics of social media and their ownership seems to be a major concern in the Iraqi political media space, and it should be taken into consideration in future research.
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Piccoli, Gabriele, Biagio Palese, and Joaquin Rodriguez. "Solopreneur Digital Ecosystems: Genesis, Lineage and Preliminary Categorization." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.18.

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This paper traces the genesis and lineage of solopreneur digital ecosystems. These ecosystems, fostered by a digital environment that is infrastructural, combinatorial and servitized, are enabling the rise to prominence of the solopreneur. We theorize solopreneur digital ecosystems as the latest incarnation of systems beyond firm control, with digital platforms and digital marketplaces as their principal enablers. In an effort to compare them from the perspective of the solopreneur, we categorize solopreneur digital ecosystems on three dimensions: algorithmic control, commoditization, and lock-in. Our work contributes a framework that solopreneurs can use to identify ecosystems in which they can optimally invest their talents and scarce resources. We discuss the findings of this mapping and draw implications for research and practice.
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Acilar, Ali, Dag Håkon Olsen, Niels Frederik Garmann-Johnsen, and Tom Roar Eikebrokk. "Factors Contributing to the Business Digital Divide: A Systematic Literature Review." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.2.

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The main aim of this study is to review the literature relating to the factors that contribute to the business digital divide. A systematic literature review was conducted using two databases (Scopus and Web of Science). A total of 28 articles were selected and analyzed. The selected studies are conducted in various developing and developed countries, including all firm sizes and different sectors, and cover several different digital technologies. Identified factors determining the business digital divide are categorized as technological, organizational, and environmental factors. The discussion and the potentials for further research are also presented.
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Gašperlin, Blaž. "Conceptual Model for SMEs' Data Maturity Assessment." In Digital Support from Crisis to Progressive Change. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-485-9.55.

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Digital transformation has brought about a rapid shift towards a completely digital enterprise, generating a huge amount of data. Most small and medium-sized enterprises (SMEs) have data stored in different places, formats, and systems, or are unaware that it exists (Dark Data). While digital technologies are at the root of rapid data growth within and outside organizations, sharing and exchanging data between organizations presents an additional challenge. We argue that one of the barriers to the successful digital transformation of SMEs is data immaturity. The concept of data maturity has been addressed from different aspects (data quality, governance,...), in specific domains (supply chain management, manufacturing companies,...) and from the perspective of the Capability Maturity Model. However, there has been no study that has addressed a comprehensive assessment of data maturity for the SME sector as a multi-criteria problem. In this research, we propose to combine the ideas of maturity models and multicriteria decision modeling by using a design science research approach. The developed model will help SMEs assess their data maturity level and help them understand what aspects of data maturity they need to advance, what steps they need to take, and how to evaluate their progress
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Alzu'bi, Hamzeh, Elizabeth Taylor, Sherif Matta, and Tom Tasky. "Interactive Lane Change with Adaptive Vehicle Speed." In SAE WCX Digital Summit. 400 Commonwealth Drive, Warrendale, PA, United States: SAE International, 2021. http://dx.doi.org/10.4271/2021-01-0094.

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Lochmann, Mark, Larry Denver, Tina Berger, and Signe Marie Stenseth. "An Objective Indicator of Change." In SPE Digital Energy Conference and Exhibition. Society of Petroleum Engineers, 2015. http://dx.doi.org/10.2118/173451-ms.

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Reports on the topic "Digital change"

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Steverson, C. Detecting change with digital imaging: An application in nuclear safeguards. Office of Scientific and Technical Information (OSTI), August 1989. http://dx.doi.org/10.2172/5964206.

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Island Ark Project Team, Island Ark Project Team. Digital preservation of immaterial island culture in the face of climate change. Experiment, April 2014. http://dx.doi.org/10.18258/2415.

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Leibracht, Bruce C., John C. Johnston, Barbara A. Black, and Kathleen A. Quinkert. Managing Force XXI Change: Insights and Lessons Learned in the Army's First Digital Division. Fort Belvoir, VA: Defense Technical Information Center, March 2002. http://dx.doi.org/10.21236/ada400644.

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Kenneth Glenn MacDicken. Application of Low-Cost Digital Elevation Models to Detect Change in Forest Carbon Sequestration Projects. Office of Scientific and Technical Information (OSTI), July 2007. http://dx.doi.org/10.2172/922194.

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Abell, Thomas, Husar Arndt, and May-Ann Lim. Cloud Computing as a Key Enabler for Digital Government across Asia and the Pacific. Asian Development Bank, June 2021. http://dx.doi.org/10.22617/wps210196-2.

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Governments are responding to rapid change and growing demands by citizens and businesses by accelerating the digitalization of public services. They are updating their e-government capabilities, adding new digital tools and services, augmenting their data analytics capabilities, and putting in place digital economy development plans. Many of these changes are enabled by cloud computing technologies that have become commonplace in the digitally connected world. The rapidly scalable computing resources that cloud computing delivers via the internet bring cost benefits, improve agility, ensure resilience, and provide access to the latest solutions that digital technology can offer.
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Baron, Lisa. Post-Dorian shoreline change at Cape Hatteras National Seashore: 2019 report. National Park Service, April 2021. http://dx.doi.org/10.36967/nrr-2282127.

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In 2018 and 2019 the Southeast Coast Network (SECN), with assistance from park staff, collected long-term shoreline monitoring data at Cape Hatteras National Seashore as part of the National Park Service (NPS) Vital Signs Monitoring Program. Monitoring was conducted following methods developed by the NPS Northeast Coastal and Barrier Network and consisted of mapping the high-tide swash line using a Global Positioning System unit in the spring of each year (Psuty et al. 2010). Shoreline change was calculated using the Digital Shoreline Analysis System (DSAS) developed by the United States Geological Survey (USGS; Himmelstoss et al. 2018). Following the same field methods used for monitoring long-term shoreline change, geospatial data were collected as part of the Hurricane Dorian (or Dorian) Incident Response from September 12–16, 2019. This report summarizes the post-Dorian data and the previous two shoreline data collection efforts (spring 2019 and fall 2018).
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Korsah, K., T. J. Tanaka, T. L. Jr Wilson, and R. T. Wood. Environmental testing of an experimental digital safety channel. Office of Scientific and Technical Information (OSTI), September 1996. http://dx.doi.org/10.2172/385571.

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Heifetz, Alexander, Jacey Young, Xin Huang, Sasan Bakhtiari, Jafar Saniie, and Richard Vilim. Acoustic Channel Link Models for Digital Communication Protocols. Office of Scientific and Technical Information (OSTI), August 2018. http://dx.doi.org/10.2172/1480530.

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Bogdan, Mircea, Henry Frisch, Mary Heintz, Alexander Paramonov, Harold Sanders, Steve Chappa, Robert DeMaat, et al. A 96-channel FPGA-based time-to-digital converter. Office of Scientific and Technical Information (OSTI), February 2005. http://dx.doi.org/10.2172/15017274.

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Mylott, Elliot. Improved Gain Stability of a Digital Imager Using a Charge Feedback Amplifier. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2371.

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