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Journal articles on the topic 'Digital change'

Author: Grafiati

Published: 4 June 2021

Last updated: 4 February 2022

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1

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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2

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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3

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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4

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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6

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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7

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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9

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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Liu, Alan. "Digital Humanities and Academic Change." English Language Notes 47, no. 1 (March 1, 2009): 17–35. http://dx.doi.org/10.1215/00138282-47.1.17.

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12

Beyers, B. W. "Digital television: opportunities for change." IEEE Transactions on Consumer Electronics 38, no. 1 (1992): xiii—xxiv. http://dx.doi.org/10.1109/30.125070.

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Rassenfoss, Stephen. "Digital Change Takes a Network." Journal of Petroleum Technology 73, no. 03 (March 1, 2021): 24. http://dx.doi.org/10.2118/0321-0024-jpt.

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A lot is expected of Meindert Dillen and Philipp von Wussow by Wintershall Dea. Their mission is to ensure that the company’s technical team is increasingly able to use advanced data analysis to find and produce oil and gas more productively. The focus is on increasing the capabilities of those with traditional engineering and geology training. “Someone who can understand seismic processing can program a neural network,” said Patrick von Pattay, a vice president for Wintershall Dea and chairman off the Digital Transformation Committee of SPE’s Digital Energy Technical Section. That is an apt description of Dillen, whose work as a geophysicist using advanced analytics led to his current job. In both roles, finding new ways to extract useful bits of information from massive data sets is valuable. This team was created after the merger of Wintershall and Dea - with one member from each company. They have been working to scale up their influence by “building a community and pulling people together.” A key part of their effort was creating a digital skills network a few years ago. This grassroots effort has helped bring together technical staffers with the wide range of traditional and digital knowledge needed to deliver digital change. “We are in a lucky position,” Dillen said. “A lot of people are interested in this technology and want to apply it in ways” that can have a significant impact. The number involved must be expressed as a range - between 100 and 200, because engagement varies - with people including geophysics experts who were learning about neural networks in the 1980s when the available computing power limited its uses and digital natives who wonder why their workplace is not using the tools found in everyday life. A network’s worth of skills is required because the potential applications are as varied as the many disciplines within engineering, geology, and geophysics, among others. “No one on Earth can define all the use cases,” said von Wussow, whose career began in subsurface roles and later included stops in business development and management along the way to analytics. The company does offer digital skills training and discussions - which are done online because of COVID-19. A lot of the new thinking is spread by word of mouth in online communities. “Now, people in Norway who know people in Argentina and Russia spread the ideas,” von Wussow said. Von Wussow and Dillen sometimes play the role of matchmaker. Relatively simple requests can be met by connecting people with complementary skills inside the company or steering them to outside sources. Other times, the problem is bigger and project evaluation and management skills are required, beginning with figuring out the root of the problem, how digital might help solve it, and whether the benefit of doing so justifies the effort. If a project is a go, those involved need to think through the plan of attack and consider the people and resources required and whether they will come from inside or outside the company.

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Asgar, Professor Aidan, and Professor Umar Sayed. "Digital Rhetorical Investigation On Filing System And Info Change Of State." American Journal of Engineering And Techonology 01, no. 04 (November 1, 2019): 7–11. http://dx.doi.org/10.37547/tajet/volume01issue03-02.

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15

Zahiroh, Mun Yah. "Cybersecurity Awareness and Digital Skills on Readiness For Change in Digital Banking." Li Falah: Jurnal Studi Ekonomi dan Bisnis Islam 5, no. 2 (December 29, 2020): 53. http://dx.doi.org/10.31332/lifalah.v5i2.2271.

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This study will explore the impact of cybersecurity awareness and digital skills on Readiness for digital banking change. The study sample is fresh graduates in Indonesia's Islamic Banking. The study used PLS-SEM (Partial Least Squares-Structural Equation Modeling) using Smart-PLS 3.0 software. Research shows that 1) cybersecurity awareness does not impact digital banking readiness for Change. 2) digital skills have a positive and essential effect on digital banking readiness for Change. Though cybersecurity awareness does not affect Readiness for Change in digital banking, fresh Sharia Banking department graduates should have strong cybersecurity awareness and digital skills to face changes in the banking business model towards digitization due to significant technological advances acceleration during the Covid-19 pandemic. This study's implications are expected to facilitate the Islamic Banking department in Indonesia to develop its curriculum by including digital intelligence in the Merdeka Belajar curriculum.

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16

Geada, Nuno. "Change Management in the Digital Economy." International Journal of Innovation in the Digital Economy 11, no. 3 (July 2020): 37–51. http://dx.doi.org/10.4018/ijide.2020070103.

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The digital economy shows a great potential of growth, in the scope of the individuals and in transactions between companies. The internet is the great driving force behind this transition. Therefore, the impacts of change have on the economic environment of organizations can only be balanced when implementing good practices and control mechanisms, considering the critical factors for the success of implementation of change using methodologies versus technology versus resources. The control of digital change focuses on the constant need to adapt methodologies in the most varied application scenarios, and in its control in a structured way, namely a simple way to succinct this concept, so it is possible to affirm that the digital economy correlates directly with the constant need for change. Therefore, the objective is through a model proposal to support for the change management that allows managing the processes and associated impacts.

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17

MUKAI, Yuichiro. "Technological Change from Analog to Digital." Annals of Business Administrative Science 13, no. 6 (2014): 329–42. http://dx.doi.org/10.7880/abas.13.329.

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18

Fahed, Andrea. "A Digital Journey to Social Change." Childhood Education 96, no. 2 (March 2, 2020): 72–77. http://dx.doi.org/10.1080/00094056.2020.1733911.

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19

Holmes, Neville. "The Digital Climate of English Change." Computer 43, no. 3 (March 2010): 100–99. http://dx.doi.org/10.1109/mc.2010.79.

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20

Jost, David. "Digital Change: The Benefits of Control." Dictionaries: Journal of the Dictionary Society of North America 35, no. 1 (2014): 299–302. http://dx.doi.org/10.1353/dic.2014.0011.

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21

Fonn, Desmond. "The Inevitable Change to Digital Content." Eye & Contact Lens: Science & Clinical Practice 39, no. 2 (March 2013): 131. http://dx.doi.org/10.1097/icl.0b013e318289dd71.

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22

Schroeder, Ralph. "Rethinking digital media and political change." Convergence: The International Journal of Research into New Media Technologies 24, no. 2 (August 3, 2016): 168–83. http://dx.doi.org/10.1177/1354856516660666.

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The role of new digital media in politics has often been discussed for individual countries and technologies, or at a general level. So far, there are few studies which compare countries and treat new media in the context of the media system as a whole, including traditional and new digital media. The main contribution of this article is to compare two countries at the extremes of the political spectrum and with quite different media systems, the United States and Sweden. It synthesizes what is known to date about digital media in these two cases, including about the uses of Twitter, Facebook and other new media. The article discusses the shortcomings of existing analyses of political communication and of how digital media work in a way that is different from traditional or mass media. The argument is that new media expand input from people into the political systems only at the margins, where they can circumvent established agenda setting and gatekeeping mechanisms. The article develops a framework for understanding digital media which highlights how they extend and diversify the public sphere, even as this sphere is monitored and managed, and still faces the constraint of the limited attention devoted to political issues.

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23

Law, Rob. "The global digital divides: explaining change." Information Technology & Tourism 15, no. 2 (June 2015): 185–87. http://dx.doi.org/10.1007/s40558-015-0026-z.

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24

Sundby, Tiril, Julia Maria Graham, Adil Rasheed, Mandar Tabib, and Omer San. "Geometric Change Detection in Digital Twins." Digital 1, no. 2 (April 15, 2021): 111–29. http://dx.doi.org/10.3390/digital1020009.

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Digital twins are meant to bridge the gap between real-world physical systems and virtual representations. Both stand-alone and descriptive digital twins incorporate 3D geometric models, which are the physical representations of objects in the digital replica. Digital twin applications are required to rapidly update internal parameters with the evolution of their physical counterpart. Due to an essential need for having high-quality geometric models for accurate physical representations, the storage and bandwidth requirements for storing 3D model information can quickly exceed the available storage and bandwidth capacity. In this work, we demonstrate a novel approach to geometric change detection in a digital twin context. We address the issue through a combined solution of dynamic mode decomposition (DMD) for motion detection, YOLOv5 for object detection, and 3D machine learning for pose estimation. DMD is applied for background subtraction, enabling detection of moving foreground objects in real-time. The video frames containing detected motion are extracted and used as input to the change detection network. The object detection algorithm YOLOv5 is applied to extract the bounding boxes of detected objects in the video frames. Furthermore, we estimate the rotational pose of each object in a 3D pose estimation network. A series of convolutional neural networks (CNNs) conducts feature extraction from images and 3D model shapes. Then, the network outputs the camera orientation’s estimated Euler angles concerning the object in the input image. By only storing data associated with a detected change in pose, we minimize necessary storage and bandwidth requirements while still recreating the 3D scene on demand. Our assessment of the new geometric detection framework shows that the proposed methodology could represent a viable tool in emerging digital twin applications.

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25

Kreutzer, Ralf T. "Change-Management – Teil 2." Der Betriebswirt: Volume 57, Issue 4 57, no. 4 (November 30, 2016): 16–23. http://dx.doi.org/10.3790/dbw.57.4.16.

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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: unfreezing, ressourcen, refreezing, digitale strategie, change prozess

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26

Grebenshchikova, Elena. "Digital medicine." JAHR 10, no. 1 (June 28, 2019): 211–23. http://dx.doi.org/10.21860/j.10.1.12.

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The digital health industry is developing rapidly: many new subjects are involved in the field of medicine; new opportunities for distant medical services, diagnostics, monitoring of patients’ health, and conducting medical research are emerging; electronic medical documentation is being developed, global medical information databases are being formed, etc. At the same time, the format of doctor-patient relationships is being transformed and new issues and challenges arise that require ethical evaluation. I identified three areas of digital medicine and analyzed issues of confidentiality, informed consent, autonomy and equity in each case. The impact of digital health technologies on the ethical contexts of medicine is uneven: telemedicine possesses the smallest revolutionary potential, which changes the mechanisms of doctor-patient interaction and actualizes issues of cultural differences. mHealth technologies significantly affect patient autonomy and change ways of sharing medical information. Artificial Intelligence (AI) is diverse in medicine, it can depersonalize relationships in medicine, radically change ideas about the role of the doctor and patient, lead to a radical restructuring of the medical care system in the center of which will be the new model of patient interaction with automated medical agents and systems.

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27

Piccon, Augusto. "Testimonio digital. / Digital testimony." Revista de Derecho Notarial y Registral │Universidad Blas Pascal, no. 6 (2019) (April 7, 2020): 119–36. http://dx.doi.org/10.37767/2362-3845(2020)008.

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Este trabajo parte de una base, la cual no hace falta transitar nuevamente, y la da por supuesta, esto es, repetir por un lado la necesidad de adaptarnos como notarios a un nuevo soporte; así como el tabelión tuvo que pasar de la tablita de arcilla encerada que le dio su nombre, al uso del pergamino y luego del papel, nosotros tendremos que adaptarnos al uso del documento digital, o sea al instrumento que tiene un soporte metal-magnético. Tampoco adentrarnos en el tema de la firma digital, su historia, el procedimiento para llegar a la misma, etc. No queremos perder el tiempo en estos temas que tan bien han desarrollado otros autores en tantísimos trabajos para avanzar en un tema específico, en relación al documento digital, esto es la confección de un testimonio digital. Circunscribimos el planteo solo en relación al testimonio de la escritura, y no en relación al protocolo, pues creemos que si bien es necesario adaptarnos a las nuevas tecnologías, los cambios tienen que ser paulatinos. Necesariamente el cambio lleva una primera etapa de experimentación, de error y corrección, de conocimiento y manejo del tema, y principalmente porque el cambió no es bueno por el cambio mismo sino en base a fundamentos serios que dan lugar al mismo. Vemos muy claramente en este mundo que se ha revolucionado en el sector comunicacional, que es necesario contar con un documento apto para ser transmitido, de un lugar a otro con la inmediatez que nos dan la nuevas tecnologías y con las ventajas de contar con el pleno valor probatorio (tiene que salir a la luz las ventajas de que este documento digital sea público y no privado), pero no hay necesidad de dejar de lado el respaldo matriz y toda la seguridad que brinda. Todavía no se ven claramente las ventajas de un protocolo digital, quizás dentro de unos años, surjan estas ventajas, o quizás haya sistemas mas seguros en formato digital que en soporte papel, y debamos cambiar, pero aún no se ve este como el momento de hacerlo. ABSTRACT: This work starts from a base, which is not necessary to travel again, and takes it for granted, that is, repeating on the one hand the need to adapt as notaries to a new support; Just as the tabelion had to go from the waxed clay board that gave it its name, to the use of the parchment and then of the paper, we will have to adapt to the use of the digital document, that is, the instrument that has a metal-magnetic support. Nor do we get into the subject of the digital signature, its history, the procedure to reach it, etc. We do not want to waste time on these issues that other authors have developed so well in so many works to advance a specific topic, in relation to the digital document, this is the preparation of a digital testimony. We circumscribe the statement only in relation to the testimony of writing, and not in relation to the protocol, because we believe that while it is necessary to adapt to new technologies, the changes have to be gradual. Necessarily the change takes a first stage of experimentation, of error and correction, of knowledge and handling of the subject, and mainly because the change is not good for the change itself but based on serious foundations that give rise to it. We see very clearly in this world that has been revolutionized in the communication sector, that it is necessary to have a document capable of being transmitted, from one place to another with the immediacy that new technologies give us and with the advantages of having the full probative value (the advantages of this digital document being public and not private) have to come to light, but there is no need to set aside the matrix support and all the security it provides. The advantages of a digital protocol are still not clearly seen, perhaps in a few years, these advantages arise, or perhaps there are more secure systems in digital format than in paper format, and we must change, but this is not yet seen as the moment of doing it.

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28

Krause, Kevin, Sohaib Hassen, Konrad Meisner, and Levan Bzhalava. "Dynamics of Digital Change – How Digital Sophistication Influences Innovation in SMEs." Academy of Management Proceedings 2021, no. 1 (August 2021): 14181. http://dx.doi.org/10.5465/ambpp.2021.14181abstract.

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29

Stieger, Mirjam, Christoph Flückiger, Dominik Rüegger, Tobias Kowatsch, Brent W. Roberts, and Mathias Allemand. "Changing personality traits with the help of a digital personality change intervention." Proceedings of the National Academy of Sciences 118, no. 8 (February 8, 2021): e2017548118. http://dx.doi.org/10.1073/pnas.2017548118.

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Personality traits predict important life outcomes, such as success in love and work life, well-being, health, and longevity. Given these positive relations to important outcomes, economists, policy makers, and scientists have proposed intervening to change personality traits to promote positive life outcomes. However, nonclinical interventions to change personality traits are lacking so far in large-scale naturalistic populations. This study (n = 1,523) examined the effects of a 3-mo digital personality change intervention using a randomized controlled trial and the smartphone application PEACH (PErsonality coACH). Participants who received the intervention showed greater self-reported changes compared to participants in the waitlist control group who had to wait 1 mo before receiving the intervention. Self-reported changes aligned with intended goals for change and were significant for those desiring to increase on a trait (d = 0.52) and for those desiring to decrease on a trait (d = −0.58). Observers such as friends, family members, or intimate partners also detected significant personality changes in the desired direction for those desiring to increase on a trait (d = 0.35). Observer-reported changes for those desiring to decrease on a trait were not significant (d = −0.22). Moreover, self- and observer-reported changes persisted until 3 mo after the end of the intervention. This work provides the strongest evidence to date that normal personality traits can be changed through intervention in nonclinical samples.

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30

Rad, Dana, and Gavril Rad. "Theory of Change in Digital Behavior Change Interventions (Dbcis) And Community-Based Change Initiatives – A General Framework." Technium Social Sciences Journal 21 (July 9, 2021): 554–69. http://dx.doi.org/10.47577/tssj.v21i1.3950.

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A theory of change is a purposeful model of how an initiative, such as a policy, a strategy, a program, a project or an intervention contributes through a chain of early and intermediate outcomes to the intended result. Theories of change help navigate the complexity of social change. Digital behavior change interventions (DBCIs) and Community-based change initiatives represent complex designable systems. The goal of the DCBI is to provide an effective theoretical framework for behavioral change to practitioners that offer different forms of psychological intervention based on scientifically validated practices. Applying theory of change when designing digital individual and community interventions for optimizing digital wellbeing helps practitioners to achieve results in practice, as this strategic approach is generally considered an evidence-based framework. Theory of change is useful to guide the strategic thinking and action, as most of DCBI/ Community-based change initiatives research endeavors are active in a complex situation, often unplanned events happening. Conclusions and implications are discussed.

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31

Wargin, John, and Dirk Dobiéy. "E-business and change – Managing the change in the digital economy." Journal of Change Management 2, no. 1 (March 2001): 72–82. http://dx.doi.org/10.1080/714042483.

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32

Allen, Rob. "Transformational and digital change: a UK perspective." Organisational and Social Dynamics 19, no. 2 (November 1, 2019): 143–67. http://dx.doi.org/10.33212/osd.v19n2.2019.143.

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This article is based on a qualitative interpretivist methodology that helps to analyse, interpret, and explain the meanings that executives and consultants (as social actors), construct regarding so called transformational and digital change in the corporate setting. It explores change interventions through a psychodynamic perspective that recognises many of the forces operating in an organisation may be “under the surface” and may need to be made explicit if collective progress is to be made. The author has attempted to produce research that is relevant to both practitioners and scholars by following some suggestions of Toffel (2016) to bridge the potential gap between perceptions and workplace realities, including conducting site visits, practitioner interviews, and working as a practitioner. The study is exploratory in nature and was primarily concerned with discovering what management practices (if any) are used by executives and consultants in the operationalisation and implementation of transformational and digital change and what (if any) were the implications. It hopefully provides a stimulus for further research. Qualitative interviews and site visits were conducted with executives, consultants, and workers in ten large UK companies who had all taken the decision to instigate multi-million-pound “transformational change” and “digital transformation”. The companies operate across a range of sectors including manufacturing, retail, financial services, food and beverage, and facilities management. This study finds that executives and consultants search for tools and techniques to deliver effective change capability, change leadership, and project management of change. These imply order, rationality, stability, and manageability in change that often takes place amidst absurdity, irrationality, uncertainty, and disorder. Digital transformation is underpinned by new technology, driving new business models, and new “agile” and “iterative” processes, and “dare to fail” ways of working, but it was a century-old doctrine that provided the framework for change. Executives and consultants explicitly and implicitly advocated and enacted the primary functions of management as outlined by Fayol (1916); they were obsessed with accountability and control. Despite the rhetoric of agile and iterative approaches, they were wedded to top–down mechanistic management. The espoused visions, values, principles, and behaviours, were often counterbalanced by the shadow organisation, the covert processes, coalitions, secret alliances, and counter-values. Narcissism and Machiavellian behaviour was rife. In conclusion, this article calls for a move away from mechanistic management to enlightened management, a concept based on the work of Nonaka (2008) that values individuals and interactions over processes and tools. This may go some way to ameliorate the impacts of change at the individual level and bridge the chasm between espoused culture and the living hell of organisational reality.

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Bauwens, Joke, and Karl Verstrynge. "Digital Technology, Virtual Worlds, and Ethical Change." Techné: Research in Philosophy and Technology 17, no. 1 (2013): 124–43. http://dx.doi.org/10.5840/techne20131717.

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This paper questions the shifting meaning of the ethical categories of proximity and alterity in the light of the technological and social changes that virtual social worlds went through. It takes Roger Silverstone’s key theme of “proper distance” as a point of departure, and discusses the significance of this concept by linking it up with the more media-theoretical approaches on virtual communication as developed in McLuhan’s and Baudrillard’s body of thought. It is argued that today’s virtual realities ask for both a philosophical and media-sociological reconsideration of the traditional ethical category of alterity. As such, it links up with Feenberg’s idea that “online groups are indeed a qualitatively new medium” (A. Feenberg and M. Bakardjieva, “Virtual Community: No ‘Killer Implication,’” New Media & Society 6(1) (2004): 37–43, 41), but at the same time challenges Feenberg’s reservations about a theory of media centrism.

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Saiz-Alvarez, José Manuel, Jorge Colvin-Díez, and Jorge Hernando Cuñado. "Digital Entrepreneurial Charity, Solidarity, and Social Change." International Journal of E-Entrepreneurship and Innovation 7, no. 1 (January 2017): 29–48. http://dx.doi.org/10.4018/ijeei.2017010103.

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Microcredit has been studied from many perspectives. In this work, the authors analyze KIVA, the most important Person-to-Person microfinance organization from the viewpoint of social change, and they consider how it has impacted on the nascent of a new wave of entrepreneurs known as digital entrepreneurial charity. Applied to KIVA, the authors analyze the impact of the digital space and its Internet-based Peer-to-Peer Lending to create social change in the poor, while alleviating the poverty thanks to solidarity and charity. This work concludes affirming that banking the poor and education, with the intensive use of Internet-based devices, is the best way to alleviate poverty in the digital and globalized economic world. Finally, after their last research, the authors found some critics about Kiva and microcredits which might be interesting to be considered and these have been analyzed at the end of this work.

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35

Mackey, Julie, Niki Davis, and Carolyn Stuart. "Leading change with digital technologies in education." set: Research Information for Teachers 2 (October 26, 2015): 17–26. http://dx.doi.org/10.18296/set.0014.

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36

Pentucci, Maila. "Digital artefacts to change the teacher’s practices." Research on Education and Media 8, no. 1 (June 1, 2016): 69–78. http://dx.doi.org/10.1515/rem-2016-0009.

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Abstract The change imposed by the diffusion of information and communications technology concerns didactic transposition practices, especially in the context of ‘public subjects’, such as taught history, because their epistemological paradigms are also affected by the mediatization process which they are subjected to in the Web. Digital competence is essential for building a meaningful curriculum of history, which could generate relevant knowledge for the contemporary world through digital artefacts that can start the change in didactic practices. The traditional analogical supports, primarily the text books, could be overtaken by the aggregation of technological mediators. The digital mediators can make historical culture both evident and significant, and they can support the intellectual training that history asks of students.

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37

Schiwy, Freya. "Digital ghosts, global capitalism and social change." Social Identities 15, no. 3 (May 2009): 313–30. http://dx.doi.org/10.1080/13504630902899051.

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38

Garcia-Lorenzo, Lucia. "Framing uncertainty: narratives, change and digital technologies." Social Science Information 49, no. 3 (August 23, 2010): 329–50. http://dx.doi.org/10.1177/0539018410370730.

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Using material from three qualitative studies into the social psychological processes surrounding uncertainty and change in organizations, this paper explores the insights gained from conceptualizing narratives as a bounded space that accommodates disruptions while providing safety in uncertain conditions. The empirical material illustrates how narratives are used to transmit permanence and collective knowledge while allowing for self-development and the managing of emotions. The use of narratives to make sense of change processes is particularly relevant in regard to the current widespread use of digital technologies for communication and information sharing. The paper suggests that the fragmentation and plurivocality that new digital technologies bring to the workplace can be framed, contained and managed safely within collectively created narrative spaces.

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Kling, Rob, and Roberta Lamb. "IT and organizational change in digital economies." ACM SIGCAS Computers and Society 29, no. 3 (September 1999): 17–25. http://dx.doi.org/10.1145/572183.572189.

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Dresang, Eliza T., and Kathryn McClelland. "Radical change: Digital age literature and learning." Theory Into Practice 38, no. 3 (June 1999): 160–67. http://dx.doi.org/10.1080/00405849909543848.

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Cervone, H. Frank. "Organizational change models and digital library projects." OCLC Systems & Services: International digital library perspectives 29, no. 2 (May 24, 2013): 61–64. http://dx.doi.org/10.1108/10650751311319269.

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Shacham, Ofer, Omid Azizi, Megan Wachs, Stephen Richardson, and Mark Horowitz. "Rethinking Digital Design: Why Design Must Change." IEEE Micro 30, no. 6 (November 2010): 9–24. http://dx.doi.org/10.1109/mm.2010.81.

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Kim, Chiweon. "How Will the Digital Tools Change Healthcare?" Journal of Sleep Medicine 16, no. 2 (December 31, 2019): 71–74. http://dx.doi.org/10.13078/jsm.190040.

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Green, Harriett. "Distant Horizons: Digital Evidence and Literary Change." American Archivist 84, no. 1 (March 1, 2021): 218–21. http://dx.doi.org/10.17723/0360-9081-84.1.218.

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Porumb, Liviu, and Oana-Lavinia Porumb. "Change Detection Using Digital Panchromatic Aerial Photographs." Journal of Military Technology 4, no. 1 (June 26, 2021): 23–28. http://dx.doi.org/10.32754/jmt.2021.1.04.

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Wahi, Ashok Kumar, and Yajulu Medury. "Digital Businesses." International Journal of Virtual Communities and Social Networking 6, no. 1 (January 2014): 52–66. http://dx.doi.org/10.4018/ijvcsn.2014010104.

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Customers are no longer at the receiving end in the new digital economies. They have a say in everything and are co-creating products and services. Their connection with other customers is stronger and the influence they exert collectively on businesses is phenomenal. All this has been made possible by the technologies that the collaborative internet has made possible. Businesses have discarded hierarchies and functional pyramid structures in favor of flat empowered structures to improve decision responsiveness in the new age. Competency is fast replacing compatibility amongst successful employees. Geography is dead and interactions take place across boundaries of distance, time, language and culture. This transformation of the business enterprise to Enterprise 2.0 has become possible due to the use of Web 2.0 tools becoming common place and has had far reaching implications. The question that it raises is that are all organizations equally well equipped to take advantage of these changes or is it going to change the relative power equation amongst them to make some small forward looking technology savvy organizations suddenly more powerful than the erstwhile successful large giants who had built themselves on the strength of their products and markets over time. This paper aims at creating a framework that can help evaluate this emerging equation and assess the state of readiness of all organizations to meet this onslaught of business change. The framework addresses these technologies, the way they are impacting business strategy and spells out all that organizations need to do to be able to gear up to face the changing fabric of the new age enterprise.

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Levin, Gregor, and Stig Roar Svenningsen. "Digital transdisciplinarity in land change science – integrating multiple types of digital data." Geografisk Tidsskrift-Danish Journal of Geography 119, no. 1 (January 2, 2019): 1–5. http://dx.doi.org/10.1080/00167223.2019.1585893.

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Kunitsyna, N. N., and E. I. Dyudikova. "Digital ruble or ruble in the digital system: prospects for institutional change." Voprosy Ekonomiki, no. 9 (September 7, 2021): 149–60. http://dx.doi.org/10.32609/0042-8736-2021-9-149-160.

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Kovaitė, Kristina, Paulius Šūmakaris, and Jelena Stankevičienė. "Digital communication channels in Industry 4.0 implementation." Management 25, no. 1 (June 29, 2020): 171–91. http://dx.doi.org/10.30924/mjcmi.25.1.10.

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Industry 4.0 describes a phenomenon which augments business models and also communication channels in commercial enterprises. This paper analyses scientific publications related to the business model changes driven by Industry 4.0, and also digital internal communication channels used to reduce risks in the process. The paper is based upon a systematic review of scientific publications and evaluation by experts. The research revealed a gap between internal communication through digital channels and the change process in Industry 4.0-driven business models. Each channel has its mission and contributes to reducing risk during the change process. Since there is no universal digital channel for internal communication, different digital communication channels are efficient at different stages of change. The paper makes recommendations for enterprises, related to the effectiveness of digital communication channels during the business model transformation. It further contributes to existing knowledge by expanding the change process model and aligning the change process with features of digital communication channels. The research focused on the manufacturing sector, exploring digital communication channels used to reduce risk during the change process, which is a limitation of this study, along with assumption of a basic level of digital competences in the enterprise.

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Allen, Barbara McFadden. "All Hype or Real Change: Has the Digital Revolution Changed Scholarly Communication?" Journal of Library Administration 48, no. 1 (July 17, 2008): 59–68. http://dx.doi.org/10.1080/01930820802029391.

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