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Journal articles on the topic 'Digital transformation'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 April 2025

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1

Popov, E. V., V. L. Simonova, and V. V. Cherepanov. "DIGITAL Analysis in Digital Transformation." Economics and Management 27, no. 9 (October 21, 2021): 672–86. http://dx.doi.org/10.35854/1998-1627-2021-9-672-686.

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Aim. The presented study aims to develop an approach to selecting a process in the organization’s activities or a section of a separate process, the digital transformation of which will produce the greatest effect.Tasks. The authors determine a general approach to choosing where to apply digital technologies in an organization or in the transformed process to the greatest effect; develop criteria for choosing where to apply a transformational solution during digital transformation; create a conceptual framework for process analysis during digital transformation; ensure the reproducibility and efficiency of digital transformation regardless of the level of competence of the responsible manager.Methods. The methodological basis of this article includes studies on digital transformation, theoretical and practical materials regarding the application of transformational solutions during its implementation, and practical cases of digital transformation. The applied methods make it possible to identify patterns and form a conceptual understanding of the approach to analyzing the efficient use of digital technologies. When searching for a conceptual solution to the problem of finding a place to apply digital technologies, the authors use their developments in the field of digital transformation.Results. The DIGITAL analysis method developed by the authors contains a conceptual understanding of criteria for choosing where to apply a transformational solution during digital transformation within the specific transformed process, making it possible to digitally transform any process or organization as a whole until they reach the level of digital maturity corresponding to an autonomous technical system. The developed method of DIGITAL analysis increases the efficiency of digital transformation and does not require significant experience in its implementation. The novelty of DIGITAL analysis is that it makes it possible to turn digital transformation into a formalized process instead of the usual application of well-known digital transformation cases.Conclusions. The DIGITAL analysis method not only increases the efficiency of digital transformation, but also provides an opportunity to effectively choose where to apply a transformational solution. The developed method of DIGITAL analysis can be used independently or as a component of a comprehensive methodology for conducting digital transformation. The use of DIGITAL analysis is not tied to a particular industry or process under consideration.

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Große, Nick, Daniel Hefft, Caroline Wortmann, Jonas Eichholz, and David Kiklhorn. "Digitale Transformation industrieller Services/Digital transformation of industrial services." wt Werkstattstechnik online 113, no. 07-08 (2023): 335–39. http://dx.doi.org/10.37544/1436-4980-2023-07-08-69.

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In Zeiten zunehmender Vernetzung und Digitalisierung stehen kleine und mittelständische Unternehmen vor der Herausforderung, neben den bisherigen Produkten digitale Zusatzleistungen anzubieten. Es fehlt vor allem an praxisnahen Leitfäden, die aufzeigen, wie sich diese digitale Transformation tatsächlich verwirklichen lässt. Dieser Beitrag vereint abgeleitete Erkenntnisse aus wissenschaftlicher Literatur sowie unternehmerischer Praxis und zeigt zwölf Handlungsempfehlungen zur digitalen Transformation industrieller Services auf. In times of increasing networking and digitization, small and medium-sized enterprises face the challenge of offering additional digital services alongside their existing products. Above all, there is a lack of practical guidelines that show how this digital transformation can actually be realized. This contribution combines findings derived from scientific literature and business practice and gives twelve recommendations for action for the digital transformation of industrial services.

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EMELIN, ILYA. "Digital currencies and digital transformation strategy." Public Administration 23, no. 1 (2021): 13–18. http://dx.doi.org/10.22394/2070-8378-2021-23-1-13-18.

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The paper examines the events of the Gaidar Forum – 2021 dedicated to the features of digital transformation. By analyzing the speakers’ presentations, the author notes the need to minimize the negative consequences of the coronavirus pandemic for the world economy, to unleash the creative potential and sustainable development of countries. At the same time, the question of creating an image of the future, a semantic paradigm, a strategy for the development of an integral system remains relevant. This requires strengthening business partnerships, well-coordinated interaction of government agencies (departmental and interdepartmental), and improvement of the digital economy during its transformation. The digitalization of economy enhances economic growth, creates opportunities for structural transformations, and necessary conditions for the “post-covid” development of the healthcare system. Digitalization should bring about a proactive, standardized online public service delivery. Digital transformation brings many significant structural changes affecting many areas of our lives. Since digitalization is a long-term and complicated process, particular attention should be paid to maintaining the stability of the labor market, the efficiency of the education system, and the security of big data. Digital transformation should improve the quality of public services, the overall number of digital service users, and the growth of citizens’ well-being

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Kleinert, Jörn. "Digital transformation." Empirica 48, no. 1 (February 2021): 1–3. http://dx.doi.org/10.1007/s10663-021-09501-0.

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Rogers, David, and Jim Euchner. "Digital Transformation." Research-Technology Management 65, no. 5 (August 18, 2022): 11–17. http://dx.doi.org/10.1080/08956308.2022.2095759.

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6

McCausland, Tammy. "Digital Transformation." Research-Technology Management 64, no. 6 (October 22, 2021): 64–67. http://dx.doi.org/10.1080/08956308.2021.1974783.

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7

Ebert, Christof, and Carlos Henrique C. Duarte. "Digital Transformation." IEEE Software 35, no. 4 (July 2018): 16–21. http://dx.doi.org/10.1109/ms.2018.2801537.

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8

Lanzolla, Gianvito, and Jamie Anderson. "Digital transformation." Business Strategy Review 19, no. 2 (June 2008): 72–76. http://dx.doi.org/10.1111/j.1467-8616.2008.00539.x.

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9

Gale, Michael, and Chris Aarons. "DIGITAL TRANSFORMATION." Leader to Leader 2018, no. 90 (August 16, 2018): 30–36. http://dx.doi.org/10.1002/ltl.20390.

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10

Zhang, Kuilin. "Impact of Digital Transformation on Business Performance." Advances in Economics, Management and Political Sciences 144, no. 1 (January 3, 2025): 140–51. https://doi.org/10.54254/2754-1169/2024.ga19100.

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Under the current global economic situation, digital transformation has become a key strategy for enterprises to gain competitive advantage. This study examines the impact of digital transformation on four key financial indicators, namely, market share, net profit margin, price-to-book ratio, and Tobin's Q value, and analyzes the difference in performance between state-owned enterprises (SOEs) and non-state-owned enterprises (non-SOEs) in this process through multiple regression analysis. The study uses firms' financial and market performance data with depth of digital strategy implementation (digital1) and breadth of digital technology adoption (digital2) as proxy variables. The results show that digital1 may have a negative impact on market value indicators such as market-to-book ratios in the short term, while digital2 has a positive impact on net profit margins and market share. In particular, state-owned enterprises (SOEs) show advantages in digital transformation due to policy support and market stability, while non-SOEs need to overcome initial challenges with flexible market strategies. Overall, while digital transformation may pose challenges in the short term, it can improve financial performance in the long term by enhancing operational efficiency and adapting to market changes. The study suggests that different types of enterprises need to develop individualized strategies during the transformation process to fully leverage the potential of digitalization.

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Sundari, T. Tripura. "Digital Transformation of Indian Agriculture." Contemporary Social Sciences 27, no. 4 (October 1, 2018): 65–71. http://dx.doi.org/10.29070/27/58309.

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12

Desai, Mariyah. "Digital Transformation of Small Businesses." International Journal of Science and Research (IJSR) 13, no. 11 (November 5, 2024): 515–16. http://dx.doi.org/10.21275/sr241107181141.

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13

Algazo, Fatima A., Rula Y. Hajjaj, and Zain M. ALdahabi. "Digital Transformation and Organization Performance." International Journal of Research Publication and Reviews 5, no. 5 (May 7, 2024): 4054–59. http://dx.doi.org/10.55248/gengpi.5.0524.1232.

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Agafonova, Margarita, Lyudmila Shevchenko, Oleg Shalnev, and Andrey Chugunov. "Creating a competitive strategy for a digital financial institution." E3S Web of Conferences 244 (2021): 10007. http://dx.doi.org/10.1051/e3sconf/202124410007.

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The paper reveals the essence of digital changes and digital transformation. It was possible to determine the essence of strategic approaches to business transformation in the turbulent conditions of digital transformations and outline ways to build strategies for digital transformations. The paper analyzed the factors influencing the implementation of digital transformation strategies of the financial sector. Based on the capabilities of the external environment, a brief analysis of new opportunities for digital transformation in the field of financial services was carried out. An attempt was made to develop approaches to creating strategic digital transformations of financial companies, as well as develop a competitive strategy for the consistent development of a specific financial organization based on strategic digital changes in the digital transformation environment of the industry.

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Wirtz, Bernd W., and Pascal R. M. Kubin. "Digital Leadership und digitale Organisationen." WiSt - Wirtschaftswissenschaftliches Studium 52, no. 4 (2023): 4–11. http://dx.doi.org/10.15358/0340-1650-2023-4-4.

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Die digitale Transformation von Wirtschaft und Gesellschaft weist eine erhebliche Dynamik auf. Diese Dynamik erfordert agile und flexible Führungskräfte, Organisationen und Teams, welche die Potenziale digitaler Technologien bestmöglich ausschöpfen. Der Beitrag thematisiert die digitale Führung im Kontext zunehmender Digitalisierungsprozesse. Zudem werden Organisationsformen und Teamstrukturen dargestellt, die der Dynamik der digitalen Transformation gerecht werden können.

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Kumar Dobbala, Manoj, and Lingolu Mani Shankar Srinivas. "The Digital Transition: A Structured Approach to Digital Transformation." International Journal of Science and Research (IJSR) 11, no. 6 (June 5, 2022): 2010–14. http://dx.doi.org/10.21275/sr24517212929.

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17

Martins, Henrique. "Digital Transformation and Digital Leadership." Healthcare Informatics Research 25, no. 4 (2019): 350. http://dx.doi.org/10.4258/hir.2019.25.4.350.

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18

Джафарова, З. К., and Л. А. Погорелова. "Digital education and digital transformation." Journal of Monetary Economics and Management, no. 3 (October 6, 2023): 17–20. http://dx.doi.org/10.26118/2782-4586.2023.22.35.002.

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Статья посвящена вопросам развития цифрового образования на современном этапе. В статье даны основные термины цифровизации и цифровой трансформации, цифрового и дистанционного образования. Проведены различия между перечисленными понятиями. Перечислены общие проблемы и негативы цифрового образования, а также плюсы его развития. Определены основные пути решения таких проблем, как кадровая необеспеченность в IT сфере, дана характеристика рискам личной безопасности в цифровом пространстве, а также выявлены риски физического здоровья молодого поколения при полном переходе на дистанционное цифровое обучение.

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19

Gobble, MaryAnne M. "Digital Strategy and Digital Transformation." Research-Technology Management 61, no. 5 (September 3, 2018): 66–71. http://dx.doi.org/10.1080/08956308.2018.1495969.

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20

SIVULCA, Alexandra-Daniela, Nicolae BIBU, and Maria-Madela ABRUDAN. "DIGITAL TRANSFORMATION AND DIGITAL CULTURE." Oradea Journal of Business and Economics 9, no. 1 (March 2024): 34–43. http://dx.doi.org/10.47535/1991ojbe180.

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The paper marks the strong link between digital transformation and digital culture and how success is the result of two mutually conditioning variables. Digital transformation is a vast and complex phenomenon with multiple implications operating on two levels: microeconomic and macroeconomic. As a result, both internal and external organizational environments are changing profoundly. The digital transformation has two sides (it is both an autonomous strategy and the result of the digital one). This restructuring is taking place as a result of the new effects generated by this process: new business models, increased competitiveness in the business world, increased organizational efficiency and effectiveness, and culture plays an important role in this new landscape. Industry 4.0 is also a key determinant that has imposed a series of organizational changes and is linked to digital culture and digital transformation. The tools used were literature review and bibliometric analysis using VOSviewer for visualizing the main and secondary synapses between the variables. Through them, the hypothesis of interdependence between variables (digital transformation and digital culture) was validated. Digital transformation and digital organisational culture condition each other to ensure organizational success in an increasingly volatile, unstable, ambiguous, and digitally complex environment. The items that ensure the connection of the variables and the way in which new conceptual nodes are connected have been identified.

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21

Shkurat, M., and Ia Iurovytskiy. "TRANSFORMATION OF THE MODERN LABOR MARKET IN THE CONDITIONS OF DIGITAL TRANSFORMATION OF THE ECONOMY." Vìsnik Marìupolʹsʹkogo deržavnogo unìversitetu Serìâ Ekonomìka 13, no. 25 (2023): 128–34. http://dx.doi.org/10.34079/2226-2822-2023-13-25-128-134.

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The article is devoted to the study of transformational changes in the labor market under the influence of the spread of the processes of digital transformation of the economy. Scientific approaches to the content of the "digital transformation" category have been analyzed. It was concluded that digital transformation reflects the process of digitization, which is one of the defining trends in the development of human civilization. The main indicators of digitalization of the economy have been determined. Attention is focused on the continuous impact of digital transformations on the sphere of population employment. The effects of digitalization of the economy on the employment of the population at different levels of the economy: at the level of individual companies, at the sectoral level, and at the macro level have been studied. Five new characteristics of the employment system due to the digitalization of the economy are highlighted: the emergence of new forms of competition in the labor market (between high-value employees; between employers for labor); formation of almost unlimited virtual space for labor mobility of employees; high level of innovativeness and dynamism of the labor market; specific demographic structure of the digital labor market; digital employment can be a tool to ensure balance in the labor market. A number of risks in the field of employment of the population as a result of the digital transformation of the economy have been studied, in particular, a possible increase in the level of unemployment, automation of jobs, updating of work skills, difficulty in employment of the population of various age groups, in particular, the elderly. It was concluded that under the influence of digital transformations of the economy, the labor market expands the employment opportunities of the population, transforms the nature and conditions of work, increases the requirements for the qualifications and competencies of employees, and determines the formation of modern regulatory mechanisms of social and labor relations. The expediency of conducting further scientific research on the transformation of the labor market in the conditions of deepening the processes of digital transformation of the economy is substantiated. Keywords: labor market, employment, digital transformation, digital economy, digitalization, digital technologies.

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22

Dwita Amaliah, Rizki, and Hunik Sri Runing Sawitri. "Digital Transformation in the Public Sector: The Role of Leadership and Culture (A Study of Civil Servants in the Statistics Indonesia)." International Journal of Economics, Business and Management Research 07, no. 06 (2023): 263–76. http://dx.doi.org/10.51505/ijebmr.2023.7617.

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This study aims to determine the effect of digital transformational leadership and digital culture on digital transformation (study on Civil Servants at the Statistics Indonesia). This quantitative research was conducted on 430 civil servants. The sampling technique was non-probability (purposive) sampling. The research data were collected by survey using an electronic questionnaire in the form of Google Forms. The data were analyzed using SEM PLS analysis with the help of smart PLS. The results showed that both digital transformational leadership and digital culture have a significant and positive effect on digital transformation. In addition, digital culture as a mediating variable is proven to significantly influence the relationship between digital transformational leadership and digital transformation. Further research can investigate other factors that can influence, mediate, or moderate the digital transformation process.

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Lapikov, Andrey. "Assessing the Digital Maturity of HR Management as Part of Digital Transition." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2022, no. 4 (December 8, 2022): 461–71. http://dx.doi.org/10.21603/2500-3372-2022-7-4-461-471.

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Human resource management is a key process that affects digital transformation because any transformation is inspired, provided, and executed by personnel. The digital maturity of personnel management is a hot topic for all industries that requires scientific understanding. Digital business transformation relies on new approaches in competence development, new organizational structure, new corporate ideology, etc. A timely analysis of business processes is necessary to form a trajectory of transformations. The purpose of the study was to determine the state of human resource management as a business process and identify its elements that require development for prospective digital transformation. The author employed the systematic approach, as well as various methods of digital maturity assessment to interpret the maturity indicators of personnel management in various industries. The digital transformation of human resource management proved to require top management involvement, new digital competencies, digital services, and products, a single data source for decision-making, and a continuous chain of innovations.

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Pihir, Igor, Katarina Tomičić-Pupek, and Martina Tomičić Furjan. "Digital transformation playground." Journal of information and organizational sciences 43, no. 1 (June 21, 2019): 33–48. http://dx.doi.org/10.31341/jios.43.1.3.

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Digital transformation (DT) introduces strategy-oriented and customer-centric changes, based on innovative usage of emerging information and communication technology (ICT), to implement improved or new processes in modern organizations. This paper provides insights into academic publishing trends and offers an analysis of scientific fields in which researches were made followed by a brief analysis of the most influential articles. Paper also identifies and discusses key determinants and influence factors of DT and some emerging trends and technologies, in order to explain organizational and technological context of DT. For better understanding of this mix of business and ICT related concepts, a framework of concepts on DT was developed and called Digital transformation playground (DTP). Its purpose is to get better understanding of what are the mainstream concepts of today, what other and emerging ICT or digitalization concepts in the context of DT arise, and how these technology elements impact business related concepts.

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25

Hascher-Kück, Margarete. "Transformation. Digital führen." Sozialwirtschaft 29, no. 4 (2019): 20–23. http://dx.doi.org/10.5771/1613-0707-2019-4-20.

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26

Kane, Gerald C., and Jim Euchner. "Leading Digital Transformation." Research-Technology Management 64, no. 6 (October 22, 2021): 11–16. http://dx.doi.org/10.1080/08956308.2021.1974764.

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27

Monks, Sarah, Paula Spooner, and Julie Clennell. "Embracing digital transformation." British Journal of Community Nursing 29, no. 7 (July 2, 2024): 309–10. http://dx.doi.org/10.12968/bjcn.2024.0051.

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28

Nadella, Satya, and Jim Euchner. "Navigating Digital Transformation." Research-Technology Management 61, no. 4 (July 4, 2018): 11–15. http://dx.doi.org/10.1080/08956308.2018.1471272.

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29

Snip, Eelco. "The digital transformation." Research World 2015, no. 50 (January 2015): 12–15. http://dx.doi.org/10.1002/rwm3.20184.

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30

Matt, Christian, Thomas Hess, and Alexander Benlian. "Digital Transformation Strategies." Business & Information Systems Engineering 57, no. 5 (August 4, 2015): 339–43. http://dx.doi.org/10.1007/s12599-015-0401-5.

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31

Funke, Peter. "The Digital Transformation." German Research 36, no. 1 (May 2014): 2–3. http://dx.doi.org/10.1002/germ.201490013.

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32

Molchanova, Svetlana M. "DIGITAL BUSINESS TRANSFORMATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 9/4, no. 129 (2022): 11–17. http://dx.doi.org/10.36871/ek.up.p.r.2022.09.04.002.

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The article discusses the issues of digital transformation of business processes that transform the structure of work in all sectors and spheres of the economy. The gap in digital skills, the lack of necessary competencies in the introduction of new technologies, the low level of process management of companies, imperfect methods of change management, low organizational culture and the lack of a formed strategy of digital restructuring are emphasized. The necessity of a holistic approach to assess the strategy of digital transformation, building the business architecture: enterprise strategy, management structure and key business processes, data architecture and corporate resource structure for data management, application architecture and technological architecture is clarified. The need for reorganization of production processes, data processing through an information system and the introduction of cloud services to create business value is summarized. The evolution of servitization, the impact of digitalization on supply chains are considered.

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Lara, Jose Edson, Alisson de Souza Batista, Rodrigo Medeiros Ribeiro, and Thalles Augusto Tissot-Lara. "Corporate digital transformation:." International Journal of Innovation 11, no. 3 (December 21, 2023): e24194. http://dx.doi.org/10.5585/2023.24194.

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Purpose of the study: To analyze the configuration of the status quo of digital transformation in a sample of organizations, through the model application proposed by Rogers (2017). Methodology: It consisted of a quantum study in 2022 with 159 Brazilian companies, whose analysis was performed by modeling structural equations. Originality/Relevance: Studies on the evolution of organizations in various contexts are of paramount importance for the establishment and implementation of actions, creating possibilities for continuous improvements in corporate environments. Thus, it is essential that analyzes on the boundaries of knowledge and executive realities in business scenarios are increasingly necessary for decision making in corporate daily life. Under this premise, and observing the phenomenon of digital transformation, this article developed, Main Results: Significant adherence of the variables of the model was found to explain the digital transformation process experienced by the surveyed companies. Innovation and customer orientation activities were the most significant constructs of digital transformation, while the orientation for competition and data quality explained to a lesser extent, although the orientation for value creation was not statistically significant. Theoretical/Methodological Contributions: The theme is emerging in the literature, and the vast majority of studies address it in the logic of reports and corporate courses. The resulting contributions of empirical research are still scarce. This work aims to offer a deeper and more timely speaker on this important theme. Social Contributions/Management Contributions: It is intended to contribute with critical and dense content to organizational analysis and decision-making, especially those of the competitive environment.

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Alshammari, Khalid H., and Abdulhamid F. Alshammari. "Managing digital transformation in a global environment: The role of national culture." Revista Amazonia Investiga 12, no. 68 (October 20, 2023): 112–25. http://dx.doi.org/10.34069/ai/2023.68.08.11.

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In today's fast-changing business environment, digital transformation has become an essential strategic imperative for companies seeking to maintain a competitive edge. However, research on the effect of national culture on digital transformation is lacking. This study seeks to address this gap by investigating the effect of national culture on digital transformation, with a focus on the mediating role of digital competencies and information system management practices, as well as the moderating effect of leadership. 250 managers and employees with digital transformation experience across various industries in Saudi Arabia were surveyed. Structural equation modeling (SEM) was employed to analyze and test the research hypotheses. The findings demonstrate that national culture significantly affects digital transformation, with digital competencies and information system management practices acting as mediators. Furthermore, the study discovered that leadership plays a moderating role in the relationship between national culture and digital transformation. The positive impact of national culture on digital transformation is amplified when there is a transformational leadership style in place. These insights hold significant implications for organizations embarking on digital transformation initiatives, emphasizing the importance of fostering a culture encourages digital innovation and risk-taking, investing in digital capabilities and effective information system management, and nurturing transformational leadership to drive successful digital transformation efforts.

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Satheesh, Sri N., and Dr K. V. Sridhar. "Customer Attitude toward the Digital Transformation." International Journal of Research Publication and Reviews 5, no. 12 (December 2024): 674–83. https://doi.org/10.55248/gengpi.5.1224.3414.

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36

Dsouza, Molly. "Digital Transformation in Commerce and Management." International Journal of Science and Research (IJSR) 14, no. 2 (February 27, 2025): 1130–34. https://doi.org/10.21275/sr25218125539.

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Hurlburt, George F. "A Disruptive Transformation in Digital Transformation." IT Professional 23, no. 5 (September 1, 2021): 4–7. http://dx.doi.org/10.1109/mitp.2021.3105258.

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Zakharov, Vladimir, Elena Ludushkina, Marina Kislinskaya, Elena Kornilova, and Alexey Novikov. "Digital transformation of enterprises: trends, factors, results." Nexo Revista Científica 35, no. 01 (April 4, 2022): 133–45. http://dx.doi.org/10.5377/nexo.v35i01.13924.

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Goals. To identify methodological contradictions and inconsistencies between different approaches to measuring the digital economy as a whole, the digital transformation of enterprises; to assess the effectiveness of digital transformations, and to outline the contours of the modern paradigm of digital transformation management in the post-Covid world. Results. The changes in the conceptual approaches to the measurement of the digital economy and digital transformation due to new trends in the development of digital transformation have been revealed. It has been shown which factors and actions determine the results of the digital transformation of enterprises, based on which the modern paradigm of digital transformation management has been formed. The features of the national digital transformation strategy have been analyzed. Conclusion. In the new post-Covid reality, enterprises will change dramatically, and to achieve success they will need a new paradigm of digital transformation management, organically combining economic and social aspects, a strategic and operational approach, considering transformation management as a flexible self-learning ecosystem.

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Surendra Mohan Devaraj. "Digital Transformation and Innovation : Driving Business Growth." International Journal of Scientific Research in Computer Science, Engineering and Information Technology 10, no. 5 (October 29, 2024): 885–94. http://dx.doi.org/10.32628/cseit241051077.

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This comprehensive article explores the symbiotic relationship between digital transformation and innovation in driving business growth. It examines the key components of digital transformation, including cloud computing, big data analytics, AI, IoT, cybersecurity, and digital platforms. The article discusses how digital transformation catalyzes innovation through data-driven decision-making, fostering experimentation, enhancing collaboration, and accelerating time-to-market. It outlines the competitive advantages of digital transformation, such as improved customer experience, operational efficiency, new revenue streams, agility, and talent attraction. Case studies of successful digital transformations are presented, along with an analysis of organizations' challenges and considerations in their digital transformation journeys.

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Alojail, Mohammed, and Surbhi Bhatia Khan. "Impact of Digital Transformation toward Sustainable Development." Sustainability 15, no. 20 (October 10, 2023): 14697. http://dx.doi.org/10.3390/su152014697.

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The rapid advancements in digital technologies have prompted organizations to embrace digital transformations (DTs) in order to enhance efficiency, gain a competitive advantage, and achieve long-term sustainability objectives. However, the successful adoption of innovative digital technologies necessitates the careful consideration of various factors, such as stakeholder engagement, resource allocation, risk mitigation, and the availability of resources and implementation support. This study examines the sustainable adoption of innovative digital technologies (DTs) within digital transformations. The data for this study were collected from 760 stakeholders through a questionnaire survey and analyzed using SPSS software (Version 27). This study’s results underscore the significance of considering the efficiency of the transformation process and the long-term sustainability outcomes for organizations. The findings of the analysis clarify that integrating sustainability principles and DT has a positive impact on the effectiveness of the transformation, as indicated by environmental, social, and economic performance indicators. This study’s novelty lies in its focus on incorporating sustainability principles into the digital transformation process. The results of this study demonstrate that organizations’ long-term sustainability outcomes are enhanced when their digital transformation goals align with the Sustainable Development Goals (SDGs). The purpose of this study emphasizes the importance of arranging digital transformations with sustainable objectives to ensure the overall success and longevity of transformation efforts.

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Вторников, А. В. "HIERARCHICAL APPROACH TO THE DIGITAL TRANSFORMATION OF THE INVESTMENT AND CONSTRUCTION SECTOR." Organizer of Production, no. 3 (February 9, 2022): 34–42. http://dx.doi.org/10.36622/vstu.2021.14.24.004.

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Введение. Статья посвящена адаптации иерархического подхода к цифровой трансформации инвестиционно-строительной сферы. В статье проанализированы существующие подходы к управлению цифровой трансформацией. Сделан вывод о том, что в настоящее время для успешного внедрения элементов цифровой экономики необходимо учитывать, что трансформационные изменения будут происходить на разных иерархических уровнях. Теория. Цифровые трансформации происходят на различных уровнях социальных и экономических систем, поэтому в основу их исследования должен быть положен принцип иерархии. Управление процессами цифровой трансформации может происходить на различных иерархических уровнях: наднациональный уровень, уровень экономики страны в целом, уровень региона, муниципалитета, отраслевой уровень, уровень предприятий, уровень отдельных проектов, уровень отдельных бизнес-процессов. Данные и методы. В статье на основе иерархического подхода проанализированы глобальные, национальные, региональные и отраслевые программы цифрового развития. Сделан вывод, что элементы цифровой экономики активно развиваются как на макро- и мезоуровнях, так и на микроэкономическом уровне: предприятий, проектов и отдельных организационно-управленческих, производственных и технологических процессов. Модель. В процессе цифровых трансформаций наблюдается разнонаправленная динамика, когда цифровые преобразования происходят «сверху-вниз», в то же время организации самостоятельно реализуют корпоративные стратегии цифровой трансформации под влиянием внешней среды. Представленная модель, учитывающая систему взаимодействия в рамках цифровых трансформаций, которая позволяет концептуально обосновать принимаемые управленческие решения по внедрению элементов цифровой экономики. Полученные результаты. Цифровая трансформация будет иметь огромную специфику в зависимости от сферы и отрасли деятельности. Одним из важнейших направлений внедрения инструментов цифровой экономики является инвестиционно-строительная сфера. Автором отмечена опасность того, что в инвестиционно-строительной сфере процессы цифровой трансформации будут сталкиваться с существенными барьерами. В настоящее время имеется ряд сценариев цифровой трансформации инвестиционно-строительной сферы. Заключение. Обеспечение эффективности цифровой трансформации должно осуществляться с учетом различных иерархических уровней и наличия разнонаправленных потоков трансформационных изменений. Это позволяет формировать высокоэффективные системы и концепции, учитывающие сложность и комплексность цифровой трансформации. Introduction. The article is devoted to the adaptation of the hierarchical approach to the digital transformation of the investment and construction sector. The article analyzes the existing approaches to managing digital transformation. It is concluded that at present, for the successful introduction of elements of the digital economy, it is necessary to take into account that transformational changes will occur at different hierarchical levels. Theory. Digital transformations occur at various levels of social and economic systems, therefore, the principle of hierarchy should be the basis for their research. Digital transformation processes can be managed at various hierarchical levels: supranational level, the level of the country's economy as a whole, the level of the region, municipality, industry level, enterprise level, the level of individual projects, the level of individual business processes. Data and methods. The article analyzes global, national, regional and sectoral digital development programs based on a hierarchical approach. It is concluded that elements of the digital economy are actively developing both at the macro and meso levels, and at the microeconomic level: enterprises, projects and individual organizational and managerial, production and technological processes. Model. In the process of digital transformations, there is a multidirectional dynamics, when digital transformations occur "from top to bottom", at the same time, organizations independently implement corporate digital transformation strategies under the influence of the external environment. The presented model takes into account the system of interaction within the framework of digital transformations, which allows conceptually substantiating the management decisions taken to introduce elements of the digital economy. The results obtained. Digital transformation will have huge specifics depending on the sphere and industry of activity. One of the most important areas of implementation of digital economy tools is the investment and construction sector. The author notes the danger that in the investment and construction sector, the processes of digital transformation will face significant barriers. Currently, there are a number of scenarios for the digital transformation of the investment and construction sector. Conclusion. Ensuring the effectiveness of digital transformation should be carried out taking into account different hierarchical levels and the presence of multidirectional flows of transformational changes. This makes it possible to form highly efficient systems and concepts that take into account the complexity and complexity of digital transformation.

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Mirolyubova, Tatyana V., and Roman S. Nikolaev. "Digital economy and digital transformation of regional economy: Assessment and features." Вестник Пермского университета Серия «Экономика» = Perm University Herald ECONOMY 19, no. 3 (2024): 340–54. http://dx.doi.org/10.17072/1994-9960-2024-3-340-354.

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Introduction. Modern Russian practices are aimed at finding the efficient methods to examine the transformational processes, including from the perspective of terms and concepts, and assessment approaches. Purpose. The paper strives to review the previously presented methodological approaches to assess the digital economy in terms of its connection with digital transformation and digital maturity of regional economy. Materials and Methods. Methodological solutions described in the paper are tested with the 2021–2023 Rosstat data for the constituents of the Russian Federation. Results. With an approach of a three-level digital economy in mind, the authors analyzed its structure and identified factors of production with their digital content, including digital labour and digital capital. The paper describes methodological solutions combined with modern statistical tools to explore and assess these factors. When tested, these solutions classify the constituents of the Russian Federation into seven groups by the size of their digital capital: cores (over 100 bln roubles), flagships (50–100 bln roubles), first, second, and third convoys, digital semi-periphery and digital periphery. Each group has its features of development identified by their specific weight in digital capital and digital labour, as well as personnel deficiency in the area of information technologies. Conclusion. Digital transformation in Russia is characterized with its later start and stronger dynamics, as well as significant unequal distribution among the regions. Digital transformations in the regions could be assessed with such indicators as digital labour and digital capital. The correlation among these indicators could differentiate the regions by their digital development.

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Grosheva, P. Yu, Yu G. Myslyakova, and N. P. Neklyudova. "Digital competencies of economic transformation in industrial regions: a narrative approach." Economics and Management 28, no. 3 (March 31, 2022): 240–54. http://dx.doi.org/10.35854/1998-1627-2022-3-240-254.

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Aim. The presented study aims to determine the narratives of digital economic transformation in industrial territories and to identify regions with the best prospects for its successful implementation.Tasks. The authors clarify the concept of “digital transformation narrative”; develop and test a logical model of narrative analysis of regional digital transformation; build a typology of industrial regions according to the prospects for successful implementation of digital economic transformation with allowance for the identified narratives.Methods. This study uses an original narrative analysis methodology consisting of five consecutive steps. During the first three steps, the interest of authorities, businesses, and the population in the implementation of digital transformation is assessed using bibliometric, comparative, and statistical analysis respectively. The fourth step of the methodology is implemented using content analysis tools, which makes it possible to identify the key narrative components of digital economic transformation. The fifth step summarizes the results obtained earlier by building a typology of industrially developed regions according to the level of their propensity for digital economic transformation determined with allowance for narratives.Results. The study proves that narratives forming in society during socio-economic and cultural transformations caused by digital transformation can (and should) serve as a source of information about the region’s propensity for transformations on the basis of innovations, reflecting the degree of the preparedness of authorities, businesses, and the population to adopt and participate in such transformations. The creators of digitalization narratives are identified, which include the government, businesses (represented by employers), and society (represented by job seekers and employees). It is found that the supply of digital competencies significantly exceeds the demand in the labor market. This may be due to the narratives operating in society, among other things. It is revealed that the interest of the Russian society in the digital transformation of the economy remains significant, while the interest of the population in individual narrative components varies in the regions. It is determined that soft skills prevail among the key competencies of economic transformation. It is established that regions with dominating manufacturing industries have a greater propensity for digital transformations: Sverdlovsk, Nizhny Novgorod, Rostov, Chelyabinsk regions, Perm and Krasnoyarsk territories, the Republic of Tatarstan.Conclusion. Territories with extractive industries are still not prone to innovative transformations. At the same time, the population of such territories is more stressed and resistant to innovations. The obtained results are the first step in digital transformation research from the perspective of a narrative approach. This study will be useful for scientists and specialists in the field of narrative economics, as well as for those who are interested in digital transformation issues.

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Tsvetkov, V. Ya. "Digital transformation and digital public administration." E-Management 7, no. 4 (December 19, 2024): 69–79. https://doi.org/10.26425/2658-3445-2024-7-4-69-79.

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Society development in modern world is characterized by a trend called digital transformation. This multiple phenomenon concerns different industries and directions from medicine to transportation. Society digital transformation is not just a new trend. It creates synergistic development in science and technology and is synonymous with the “digitalization” term. Digitalization has emerged as a trend of digital economy and generalization of a number of digital technologies and has been significantly enriched with the advent of the Internet of Things and satellite technologies. It is in interaction with a number of digital technologies. Digital transformation accompanies development of a number of industries such as management, agriculture, transportation, real estate, construction, cadaster, and natural resource extraction. One of the characteristics of digital transformation in governance is that it has led to emergence of new phenomena such as digital governance and digital law. Despite the widespread use of digitalization, specificity and evolution of the “digital” term is often overlooked. Content-wise, it emerged during the Third Information Revolution, formally during the Fourth. “New” economy emergence served as the basis for digital economy emergence. Despite the modern analysis, it has not yet been precisely defined. The existing interpretations to the definition of this concept have been analyzed. Digital transformation development in Russia and other countries has been compared. A critical analysis of some approaches to digital transformation has been given. Digital law and digital governance go beyond existing regulations and use special legislation and regulations. These new directions require further development.

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Bezhan, Oleh A., and Nataliia B. Roshko. "The Problems and Prospects of Digital Transformation of the Banking Sector of Ukraine." Business Inform 12, no. 551 (2023): 287–93. http://dx.doi.org/10.32983/2222-4459-2023-12-287-293.

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Digital transformation is a key driver of changes in the established state of the banking sector both in Ukraine and in the world as a whole. Digital transformation is a lever for strengthening the level of efficiency of banks and increasing the level of profitability of activities by optimizing costs, deepening customer analytics, and accelerating managerial decision-making in the bank. Digital transformation also poses a number of challenges for the established work of banks that have not prioritized their work in the field of digitalization. Accordingly, the problems of planning and implementing strategic plans of the Ukrainian banking sector within the framework of digital transformation are becoming more acute. The aim of the article is to analyze the specifics of the digital transformation of banks at the present stage and the formation of a set of actions to strengthen the results of digital transformations for banks in Ukraine. The article examines the current context of digital transformation of the banking sector. The key challenges for banks in the direction of digital transformations are allocated. The main priorities for banks in the framework of digital transformation are considered. The ramification of the effects of digital transformation for banks is emphasized, in particular in terms of increasing the level of efficiency and increasing the profitability of the banking business. An analysis of the context of the main trends in the digital transformation of the banking sector from the point of view of the regulator based on the experience of the European Central Bank (ECB) is carried out. The main challenges of digital transformations of the Ukrainian banking sector are allocated. A comprehensive set of key measures has been formed that will contribute to strengthening the efficiency of the digital transformation of Ukrainian banks. The presented study may be of scientific and practical interest to specialized researchers, the expert community of the banking market, digital transformation consultants, public authorities, and the NBU. Prospect for further research is an extended study of the problems of integrating digital transformation into the development strategies of Ukrainian banks in the plane of various groups of stakeholders, as well as adapting the process of digital transformation of banks in Ukraine to the requirements of the EU banking sector in the context of the European integration movement.

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Olena Nykyforuk, Olga Stasyuk, Larysa Chmyrova, and Natalia Fedyaj. "SYSTEM OF DIGITAL TRANSFORMATION INDICATORS IN TRANSPORT SECTOR." European Journal of Intelligent Transportation Systems, no. 1(2) (July 31, 2019): 3–12. http://dx.doi.org/10.31435/rsglobal_ejits/31072019/6576.

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The review of existing approaches to determining the systems that describe both the processes of economic sectors digitalisation and the ITS introduction in transport sector has underpinned the development and presentation of this approach to determining the digital transformation indicators in transport sector. Current stage of digital technology development is calling for defining and grouping the blocks, systems, subsystems filling them with appropriate indicators. The approach proposed defines the functional architecture of the digital transformations comprised of 3 blocks, 5 key systems of indicators and 18 subsystems representing both modern and envisaged transformation processes for digitalisation in transport with the view of ensuring their success in the future. This Article establishes and selects transport sector digital transformation indicators enabling the monitoring of transformation developments, holding assessments of digital transformations in progress that would constitute a basis for decision-making on ensuring the success for digital transformations in the transport industry.

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Sikki, Natasya, and Johan Reimon Batmetan. "Analysis of Digital Transformation Strategy Opportunities and Threats of Food Stalls Small Medium Enterprises in the Industry 4.0." International Journal of Information Technology and Education 1, no. 3 (July 28, 2022): 98–102. http://dx.doi.org/10.62711/ijite.v1i3.63.

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SMEs as a sector that has been proven to be able to survive in a crisis, therefore SMEs are encouraged to accelerate the digital transformation process in the era of the industrial revolution 4.0. This study aims to understand the importance of the right digital transformation for every MSME business. This study is a qualitative research through analysis of literature and other supporting data to produce a picture of the right digital transformation for SMEs. This research shows that digital transformation comes from external factors, not many internal factors that trigger digital transformation are found. The transformations carried out tend to follow the transformation steps that have been developed so that they do not create uniqueness. In the general implementation of digital transformation, SMEs have established a strategic imperative for them to carry out digital transformation, but have not implemented benchmarks so that the level of success of digital transformation cannot be measured.

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Stolyarov, A. D., A. M. Faizullina, and V. I. Abramov. "Digital Transformation of Enterprise Logistics Using Digital Twins." Beneficium, no. 2 (2024): 23–31. http://dx.doi.org/10.34680/beneficium.2024.2(51).23-31.

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Effective management of logistics processes in an environment of rapid change is becoming a prerequisite for increasing the competitiveness of enterprises and improving customer service. The purpose of the article is to identify the features of digital transformation in logistics using digital twin technologies, as well as the advantages that such transformations can give us. Digital twins provide the ability to manage physical assets such as warehouses, equipment, and vehicles optimally to improve resource utilization and reduce costs. The research methodology is based on a systematic approach used in the analysis of complex economic systems, and uses general scientific methods of cognition: analysis, comparison, logical reasoning, fact collection, synthesis, as well as a structural approach. The features of data exchange between the logistics system and its digital twin are dis-cussed. The barriers that the implementation of digital transformation of logistics and the use of digital twins currently face are considered, and approaches to overcome these barriers are proposed. Digital twins have been shown to be a powerful tool that can be used to model and analyze logistics processes, allowing logistics companies to improve their performance, reduce risks and improve cus-tomer service. It is concluded that, in the long term, the efforts invested in the implementation of these technologies can increase the productivity and competitiveness of companies significantly in the modern digital economy. Directions for further research should be related to the analysis of suc-cessful experience in implementing the digital transformation of logistics using digital twins and the proposal of frameworks for optimizing efforts and costs during their implementation.

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Basu, Paritosh. "Digital Leader And Digital Leadership For Digital Transformation." Management Accountant Journal 58, no. 7 (July 31, 2023): 80. http://dx.doi.org/10.33516/maj.v58i7.80-85p.

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Steeger, Oliver. "Die Kraft der Willigen nutzen. Tobias Krüger, Experte für Transformationsprojekte." PROJEKTMANAGEMENT AKTUELL 33, no. 5 (December 12, 2022): 70–72. http://dx.doi.org/10.24053/pm-2022-0107.

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Digitale Transformationen und Kulturwandel gelten in vielen Organisationen als Schlüssel zur Zukunft. Tobias Krüger – Impuls-Speaker auf dem zurückliegenden PM Forum Digital – zählt zur ersten Riege der Experten für Wandel und Transformation. Er hat beispielsweise den Wandel der Otto Group begleitet und darüber hinaus Einblick genommen in die Transformation von mehreren hundert Unternehmen. Auf dem PM Forum Digital gab Tobias Krüger den Teilnehmern einen Überblick über die Herausforderungen bei digitalen Transformationsprojekten. Im Gespräch erklärt er die wesentlichen Erfolgsfaktoren.

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