Relevant bibliographies by topics / Digitalization and Asset Management

Contents

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

Academic literature on the topic 'Digitalization and Asset Management'

Author: Grafiati
Published: 4 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Digitalization and Asset Management"

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Khanjigazli, Mahmud. "THE IMPACT OF DIGITAL TRANSFORMATION ON OIL GAS SECTOR: THE CASE OF AZERBAIJAN." SCIENTIFIC WORK 65, no. 04 (2021): 228–33. http://dx.doi.org/10.36719/2663-4619/65/228-233.

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Currently, the digitalization of an oil and gas company should be understood as applying new high technologies within the framework of existing business processes without changing their principles and structure. According to the author, the concept of "digital transformation" is somewhat different from digitalization. Digital transformation in an oil and gas company is a constant process of improving and transforming an oil and gas company's business model based on digital asset management. Digital assets in an oil and gas company, according to the author, are digital twins of physical assets (factories, wells, fields), which are cyber-physical systems for the most efficient management of the existing infrastructure. In digital transformation, many oil and gas executives see the potential for long-term success. Nowadays, cost competitiveness is becoming more and more critical. Key words: digital transformation, oil and gas sector, Azerbaijan, technology
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Neugebauer, Thorben, Thomas Wolgast, and Astrid Nieße. "Dynamic Inspection Interval Determination for Efficient Distribution Grid Asset-Management." Energies 13, no. 15 (2020): 3875. http://dx.doi.org/10.3390/en13153875.

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Asset-management accounts for a significant share of grid operators’ influenceable costs, which are under high economic pressure due to deregulation. In asset-management, visual inspections are the main measure to determine asset conditions. In the context of digitalization, we propose a concept to acquire additional information about the condition of distribution substations and to derive flexible inspection intervals from this information, in contrast to fixed intervals that are common in scientific literature and practice. Thus, knowledge about the substations increases, inspection intervals can be expanded dynamically, and significant cost savings are possible, which we demonstrate by the example of a German distribution grid operator.
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Kalinina, Olga, Larisa Alekseeva, Daria Varlamova, Sergey Barykin, and Irina Kapustina. "Logistic approach to intellectual property." E3S Web of Conferences 110 (2019): 02103. http://dx.doi.org/10.1051/e3sconf/201911002103.

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In the age of economy’s digitalization, the importance of intangible assets in the activity of enterprises increases, which is caused by the content of fundamental trends, according to which the behavior of economic entities and their way of functioning transform into a new operating model of companies, especially in banking and telecommunications sectors, aimed at increasing cost efficiency and identification of new opportunities in the market mainly on the basis of methods of analysis of large amounts of data to generate new knowledge and make effective management decisions. Accordingly, in the conditions of economy’s digitalization, intellectual property starts to play more and more significant role as a backbone asset of enterprises, causing development of the intellectual property market and the need to formalize its operation and create an efficient infrastructure for the market. This article discusses the issue of intellectual property objects’ turnover in the Russian economy in the conditions of digitalization with funds being invested into specific energy project.
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Agostini, Lara, Francesco Galati, and Luca Gastaldi. "The digitalization of the innovation process." European Journal of Innovation Management 23, no. 1 (2019): 1–12. http://dx.doi.org/10.1108/ejim-11-2019-0330.

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Purpose As various scholars have pointed out, the exponential growth in digital technologies has resulted in significant improvements to many business processes, and has also played a significant role in the field of innovation. The purpose of this paper is to organise the contributions of this special issue according to a framework that considers three topics currently being debated extensively in literature: innovation inputs, innovation processes and innovation outcomes. Design/methodology/approach Papers in this special issue adopt both qualitative and quantitative approaches based on the purpose of the study, which gives also a methodological variety to the special issue. Findings Papers in this special issue show that because of digital technologies: first, inputs are progressively becoming interrelated, making most of innovation endeavours happening in inter-organizational ecosystems of actors; second, innovation processes are gradually being compressed, anticipating and enhancing the phases in which customer feedback is gathered and employed; and finally, innovation outputs are increasingly taking the form of platforms used to create value by matching the supply of an asset with demand. Originality/value The value of this and other papers included in the special issue consists of embracing the topic of digital innovation from a managerial standpoint, contributing to the understanding of how the innovation process and other business processes may be affected by the use of digital technologies.
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Niccolai, Alessandro, Francesco Grimaccia, and Sonia Leva. "Advanced Asset Management Tools in Photovoltaic Plant Monitoring: UAV-Based Digital Mapping." Energies 12, no. 24 (2019): 4736. http://dx.doi.org/10.3390/en12244736.

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Photovoltaic (PV) plant monitoring and maintenance has become an often critical activity: the high efficiency requirements of the new European policy have often been in contrast with the many low-quality plants installed in several countries over the past few years. In actual industrial practices, heterogeneous information is produced, and they are often managed in a fragmented way. Several software tools have been developed for obtaining reliable and valuable information from the PV plant’s raw data. With the aim of gathering and managing all these data in a more complex and integrated manner, an information managing system is proposed in this work—it is composed of a structured database, called the Photovoltaic Indexed Database, and a user interface, called the Digital Map, that allows for easy access and completion of the information present in the database. This information managment system and PV plant digitalization process is able to analyze and properly index the IR in the database, as well as the visual images obtained in photovoltaic plant monitoring.
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Putri, Febianca, Irwansyah, and Monika Pretty Aprilia. "Dynamic capabilities strategy for sustainability development in print media management." E3S Web of Conferences 74 (2018): 08013. http://dx.doi.org/10.1051/e3sconf/20187408013.

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Nowadays, internet and smart phone turn out to be the new challenge for print media industry. This phenomenon seems to keep on going. It is digitalization that challenges print media companies to develop the sustainable economic growth of company. This research analyses the digital media management applied by Femina Group by using dynamic capabilities. The concept of dynamic capabilities is applied in this research as the main strategy to analyse the survival of print media management in digital era. The dynamic capabilities are divided into three, they are: the capability of sensing, seizing and reconfiguring. The research finds that Femina Group has a strong dynamic capability in sensing and seizing process. Meanwhile, the reconfiguring process of the company suffers a decline in terms of asset protection quality.
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Tawbe, Mohamad. "Digitalization in the development of human resource management in the Republic of Belarus." R-Economy 7, no. 2 (2021): 133–41. http://dx.doi.org/10.15826/recon.2021.7.2.012.

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Relevance. Digitalization has led to a global transformation in the field of human resource management. Modern HR professionals view their roles not as mere administrators but as strategic enablers for key organizational decisions. In this scenario, there is a need to describe a digital system for efficient HR management (HRM) which is able to improve the skills of the employees. Research objective. The purpose of this study is to analyze the current state of the labor market in the Republic of Belarus and assess how digitalization affects human resource management strategies Data and methods. The article used the method of comprehensive data analysis in the study of the labor market in Belarus. The systemic approach was used to describe the strategy of HR digitalization. The official data of the Statistical Committee of the Republic of Belarus are used as the source of information. Results. The article analyzes the labor market in the Republic of Belarus. The factors that should be taken into account in the formation of human resource management strategy have been identified. The introduction of information and communication technologies in the country's enterprises was assessed and conclusions about the prospects of digital technology in human resource management were made. This work explains a strong relationship between the technological progress and HRM in organizations and companies. The paper shows how innovation can lead to a more proficient administration in HRM and improve the overall performance of the workforce. Several main zones of digitalization and its effects on human asset development are described. Conclusion. HRM has been changed by the advancement of the digital era. HR professionals no longer have to engage in manual procedures or deal with overwhelming volumes of data. With modern innovative solutions that enhance human resource management and growth, HR teams have greater freedom to shape organizational culture and productivity. The introduction of technology in human resource management offers great opportunities to optimize company resources and maximize results.
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Björkdahl, Joakim. "Strategies for Digitalization in Manufacturing Firms." California Management Review 62, no. 4 (2020): 17–36. http://dx.doi.org/10.1177/0008125620920349.

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This article discusses the digitalization efforts of 26 leading manufacturing firms, the difficulties encountered, and how they can be handled. It shows that many firms are far from ready to benefit from digitalization and are mainly focused on achieving greater efficiency through digitalization rather than pursuing a growth agenda. This imbalance is because of the difficulties related to identifying profitable configurations of competencies, assets, and data generated from digital technologies, orchestrating them, and exploiting them in an agile organization. Practical implications of digitalization are highlighted, specifically in terms of strategies for supporting the current business and embracing long-term digital transformation.
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Zeng, Tong, and Kong Yi. "Analysis of fixed assets depreciation management of enterprises under the background of Digitalization." E3S Web of Conferences 236 (2021): 05053. http://dx.doi.org/10.1051/e3sconf/202123605053.

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Based on the in-depth implementation of the strategy of "network power", the Internet plus thinking has been integrated into every field of social construction, especially in the field of financial management, which has provided great convenience for the depreciation management of fixed assets, and also made depreciation more and more important. Based on the digital background, this paper analyzes the problems existing in the depreciation of fixed assets in China from the aspects of acquisition, maintenance, treatment and management of fixed assets. At the same time, in order to improve the quality of fixed assets depreciation management under the background of digitization, enterprises need to scientifically select depreciation methods for digital application in fixed assets management based on conditional support, optimize fixed assets management methods with digitalization, strengthen the skills training of fixed assets management personnel, encourage enterprises to reasonably avoid taxes, and increase the management of fixed assets depreciation by the society The supervision strength.
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Cozmiuc, Diana, and Ioan Petrișor. "VALUE BASED MANAGEMENT IN THE NEW ECONOMY." Business Excellence and Management 10, no. 3 (2020): 61–79. http://dx.doi.org/10.24818/beman/2020.10.3-05.

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The main objective of this paper is to investigate the updates brought by the New Economy, especially new business models brought by digitalization, on value-based management. This objective is to see if classic value-based management and the updates brought by the New Economy conflict or are somehow harmonized or complementary. Another objective is to illustrate the updates brought by digitalization as case object on Siemens as case subject. The paper is focused on value-based management particularities for digitalization products, services, solutions. The context of the paper is digitalization technology and its impact on business and society, digital transformation. The phenomenon is new to society in all and therefore both literature review and case studies are highly relevant. The article is a case study on a top European corporation, both leader in digitalization and excellent value-based management practitioner. The case study is exploratory and descriptive, searching for the connections between digitalization and value. It relies on secondary evidence about Siemens. The questions are how New Economy value patterns work in practice and how do they relate to classic value indicators, net present value of discounted cash flow or its equivalent Economic Value Added. The paper finds a connection between innovation lifecycle and investment approval or capital budgeting. The beginning of the project lifecycle involves investment in intangible assets, business models, an open network structure and is funded by venture capital. As the idea matures close to customer contract negotiation stages, the network structure turns into a project budgeted via program management and equity and debt. The findings show how so-called new capital budgeting methods, venture capital, are reconciled with classic value-based management using equity and debt and Economic Value-Added investment appraisal. Both funding methods have their logic and place in idea lifecycle at Siemens. The paper finds a match between the lean start-up method and early stages of digital offering lifecycle, and a complementarity between venture capital funding methods and equity and debt capital funding methods given by the innovation lifecycle.
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Dissertations / Theses on the topic "Digitalization and Asset Management"

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Al, Mandlawi Lina. "Digital Technology Adoption In The Context Of Asset Management : Organizational change and the impact of managers." Thesis, KTH, Skolan för industriell teknik och management (ITM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-279585.

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Digitalization and adaptation of technology are the current and future areas for organizations to gain efficiency within. Nevertheless, in a context where digitalization is an uprising trend, this research is needed now more than ever due to the COVID 19 Pandemic in the world. Many companies are having a hard time with the complexity of the digital age, facing challenges, and searching for support. This research will aim to solve these obstacles by collaborating with company X, who currently are in a similar situation. In order to understand the reasons of managerial resistance to adapt to new digital technology, the investigation also looked at the impact of managers and how it affects the digital technology adoption in the organization. This is done by considering the specific context of asset management (AM) since AM systems substitute to part of the control that is used by managers to support operations and maintenance processes. The research was explorative in the research approach in order to delimit the study after analysing the findings. The research is conducted through a literature review and empirical data that was conducted through a pre-study and interviews with company X. Many theories from the literature and findings from the analysis of the interviews shed some light on the contingency factors influencing the adoption of digitalization in the context of AM. The empirical and theoretical findings also supported the impact that managers have towards an organization's ability to go towards a more digitalized organization. The conclusion from this research found that the factors that affect the adoption of technologies are organizational capabilities and the underlying factors of task complexity and internal capability. The second factor is the organizational culture with the underlying factors of decision-making and management by fear. And lastly, the organization's business model with the underlying factor of customer orientation. All these factors are overlapping each other, and are essential to focus on in a changing environment in order to manage a digital transformation. The conclusion that was drawn for managers' implications that are Managerial behavior and Managerial communication, and therefore stated that they have an impact. This research recommends steps for a company to leverage the identified factors that affect the ability to adapt to digitalization. These were first to go toward a digital transformation, by revising work methods. Then to construct a global IT strategy in order to strategize the internal strategies. Then in order to align the strategy and bridge the gap between business and IT, it is through a balanced scorecard. Another critical step is to involve middle managers in decision making by implementing a change management plan. Benefit management will help to engage the entire organization towards change. Lastly, all steps need to be supported with digital solutions by taking into consideration the established actions as analysing risks, creating a digital roadmap, identifying a clear process owner, following up on digital interventions, and working with customers and politicians towards an integrated AM solution.<br>Digitalisering och anpassning av teknik är de nuvarande och framtida områdena för organisationer att effektivisera sig med. Men i ett sammanhang där digitalisering är en uppåtgående trend behövs denna forskning nu mer än någonsin på grund av COVID 19- pandemin i världen. Många företag har det svårt med den digitala tidens komplexitet, står inför utmaningar och söker support. Denna forskning representerar det exemplet genom att samarbeta med företaget X som befinner sig i den aktuella situationen. För att förstå orsakerna till ledarens motstånd att anpassa sig till ny digital teknik såg utredningen också på effekterna av chefer och hur det påverkar antagandet av digital teknik i organisationen. Detta görs genom att beakta det specifika sammanhanget för kapitalförvaltning (AM), eftersom AM-system ersätter en del av kontrollen som används av chefer för att stödja drift och underhållsprocesser. Forskningen var förklarande i forskningsmetoden för att avgränsa studien efter att ha rat resultaten. Forskningen utförs genom en litteraturöversikt och en empirisk data som genomfördes genom en förstudie och intervjuer med företaget X. Många teorier från litteraturen och fynd från n av intressena, kastar lite ljus på beredskapsfaktorer som påverkar antagandet av digitalisering i samband med AM. De empiriska och teoretiska fynden stödde också effekterna som chefer har för en organisations förmåga att gå mot en mer digitaliserad organisation. Slutsatsen från denna forskning av de faktorer som påverkar han antagande av teknik är organisatoriska förmågor, med de underliggande faktorerna av uppgift komplexitet och intern kapacitet. Den andra faktorn är organisationskulturen med de underliggande faktorerna för beslut och förvaltning av rädsla. Och slutligen organisationens affärsmodell med den underliggande faktorn för kundorientering. Alla dessa faktorer överlappar varandra och är viktiga att fokusera på i en föränderlig miljö för att hantera en digital transformation. Slutsatsen som drogs för chefsimplikationer som är ledningsbeteende och ledningskommunikation, och bekräftade därför att de påverkar organisationen. Denna forskning rekommenderar åtgärder för ett företag för att utnyttja de identifierade faktorerna som påverkar förmågan att anpassa sig till digitaliseringen. Dessa var först för att gå mot en digital transformation genom att revidera arbetsmetoder. För att sedan konstruera en global IT-strategi för att strategisera de interna strategierna. För att anpassa strategin och överbrygga klyftan mellan affär och IT är det sedan genom ett balanserat resultatkort. Ett annat kritiskt steg är att involvera mellanledare i beslutsfattandet genom att implementera en plan för förändringshantering. Förmånshantering hjälper till att engagera hela organisationen mot förändring. Slutligen måste alla steg stöds med digitala lösningar genom att ta hänsyn till de etablerade åtgärderna som att ra risker, skapa en digital färdplan, identifiera en tydlig processägare, följa upp digitala interventioner och arbeta med kunder och politiker mot en integrerad AM-lösning.
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HERTZ, MARCUS. "Digital Strategy in the Asset Management Industry : Strategize your Digital Transformation; A Case Study." Thesis, KTH, Industriell Management, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-237267.

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Digital transformation is an advancement in the wake of digitalization and have affected many industries and organizations during the recent decade. Due to both internal and external factors, this transformation is currently hitting the financial institutions and the asset management industry. Pressure from newcomers in the industry that have utilized the new technology and are taking over market share from larger banks. For asset managers to be able to hold on to their position in the market they will have to develop firm and sustainable digital strategies alongside the technological development. Regulations are toughening the industry and it is ever as important to report correct information about all your products. This thesis project will focus on asset managers who are facing such digital transformation and look at the key drivers of the digital strategy. The research was conducted via a qualitative method using interviews to gain further understanding of what the key driver are and the issues a legacy technical system can have on a team in asset management. The results found indicates the importance of adopting a digital strategy that is fit for the digitalization wave happening in the industry. Three main drivers were found to be most relevant, Human Capital, Digitalization \&amp; Technology, and External Factors. The importance to focus on these three drivers when constructing the digital strategy is argued. The analysis has been in cooperation with an asset manager, however the digital strategy drivers could also be applied on other industries that are facing digital transformation.<br>Digital transformation är en fortsättning av vågen av digitalisering och har påverkat många industrier och organisationer det senaste årtiondet. Både på grund av interna och externa faktorer så har den här transformationen nätt finansiella institutioner och asset managementindustrin. Press från nykomlingar i industrin har utnyttjat nya teknologier och har börjat ta över marknadsandelar från bankerna. För att asset managers ska lyckas hålla kvar i sin dominanta position i marknaden så måste de utveckla starka och hållbara digitala strategier tillsammans med den tekniska utvecklingen. Regelverk blir allt tuffare i industrin och det blir allt mer viktigt att rapportera korrekt information om alla sina produkter. Det här examensarbetet kommer fokusera på asset managers som just nu möter sådan digital transformation och kommer titta på vad som är de viktigaste aspekterna i den digitala strategin. Arbetet har genomförts med kvalitativa metoder i form av intervjuer för att samla vidare information om vad som är just de viktigaste aspekterna. även analysera dem problemen som kan uppstå med förlegade tekniska system inom asset management. De funna resultaten indikerar vikten av att anamma en digital strategi som är passande den digitaliserings våg som just ni sker i industrin. De tre huvudaspekterna som hittades var, Det Mänskliga Kapitalet, Digitalisering &amp; Teknologi och Externa Faktorer. Vikten av att fokusera på dessa tre aspekter när man konstruerar den digitala strategin har diskuterats. Analysen har gjorts i samarbete med en asset manager, men dessa huvudaspekter kan också bli applicerbara i andra industrier som möter digital transformation när man utvecklar den digitala strategin.
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Nilsson, Samuel. "Management and business digitalization. : The effect management perception of DC and EO on digitalization." Thesis, Luleå tekniska universitet, Institutionen för ekonomi, teknik, konst och samhälle, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:ltu:diva-87268.

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As today’s world is becoming more digital, so is almost all business markets are becoming more and more digital and companies that choose to digitalize seem to not only increase efficiency and profitability. It also makes the company better at adapting to change. Despite these upsides, not all companies are digitalizing proven in some part by the panic among companies created by the Covid-19 pandemic. This study aims to look at if the categorist of management in companies can influence the company's ability to digitalize. This is done by measuring the dynamic capabilities and the entrepreneurial orientation in management and comparing it to the company’s digital maturity. The data was quantitatively by having managers in Sweden completes a survey. A theoretical framework is created to formulate the major theories of the study and relevant hypotheses. To analyze the collected data the multiple regression analysis method was used to see if the variables that any statistical relationship and if the variables have statistical relevance. The results showed that entrepreneurial orientation dint does not have any statistical relevance however dynamic capabilities had a statistical relevance and quite a big effect on the digital maturity of the company. However, a bigger sample for the questioner is suspected to show that entrepreneurial orientation could have had statistical relevance as the sample group for this study was quite small. This study has helpt to fill the gap in knowledge on how management characteristics affect digitalization in companies. The author of this study recommends future research teams conduct more quantitative approaches to get a better picture of how management affects digitalization, by looking at other categorists in management, the important part is that they use a bigger sample size.
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Mollentze, Frederik Jacobus. "Asset management auditing the roadmap to asset management excellence /." Diss., Pretoria : [s.n.], 2005. http://upetd.up.ac.za/thesis/available/etd-01242006-124600.

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Hoevenaars, Roy Peter Maria Mathieu. "Strategic asset allocation & asset liability management." [Maastricht] : Maastricht : Universiteit Maastricht ; University Library, Universiteit Maastricht [host], 2008. http://arno.unimaas.nl/show.cgi?fid=9679.

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Yang, Chao. "Highway asset management." Thesis, University of Nottingham, 2013. http://eprints.nottingham.ac.uk/14574/.

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The aim of this thesis is to provide a framework for a decision making system to operate a highway network, to evaluate the impacts of maintenance activities, and to allocate limited budgets and resources in the highway network. This integrated model is composed of a network level traffic flow model (NTFM), a pavement deterioration model, and an optimisation framework. NTFM is applicable for both motorway and urban road networks. It forecasts the traffic flow rates during the day, queue propagation at junctions, and travel delays throughout the network. It uses sub-models associated with different road and junction types which typically comprise the highway. To cope with the two-way traffic flow in the network, an iterative algorithm is utilised to generate the evolution of dependent traffic flows and queues. By introducing a reduced flow rate on links of the network, the effects of strategies employed to carry out roadworks can be mimicked. In addition, a traffic rerouting strategy is proposed to model the driver behaviour, i.e. adjusting original journey plans to reduce journey time when traffic congestion occurs in the road network. A pavement age gain model was chosen as the pavement deterioration model, which is used to evaluate the current pavement condition and predict the rate of pavement deterioration during the planning period. It deploys pavement age gain as the pavement improvement indicator which is simple and easy to apply. Moreover, the deterministic pavement age gain model can be transformed to a probabilistic one, using the normal distribution to describe the stochastic nature of pavement deterioration. A multi-objective and multi-constraint optimisation model was constructed to achieve the best pavement maintenance and rehabilitation (M&R) strategy at the network level. The improved non-dominated sorting genetic algorithm (NSGA-II) is applied to perform system optimisation. Furthermore, the traffic operations on worksites, i.e. lane closure options, start time of the maintenance, and traffic controls, are investigated so as to prevent, or at least to reduce, the congestion that resulted from maintenance and reconstruction works. The case studies indicated that NTFM is capable of identifying the relationship between traffic flows in the network and capturing traffic phenomenon such as queue dynamics. The maintenance cost is reduced significantly using the developed optimisation framework. Also, the cost to the road users is minimised by varying the worksite arrangements. Consequently, the integrated decision making system provides highways agencies with the capability to better manage traffic and pavements in a highway network.
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Hall, Jonathan. "Digitalization of Facility Management : Financial Incentives." Thesis, KTH, Fastigheter och byggande, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-236766.

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The digital reality is within this current moment debated and something that affects people. Upcoming years in real estate in general, it will be crucial of developments within the industry concerning digital solutions. The processes, business and approaches that have affected an industry for a very long time are changing in its foundations. Owning a property or managing an object in the coming years in an increasingly digitized world will bring new types of demands on organizations that intend to participate in the development. For a long time, digitization has existed as a concept seeming exciting and interesting. Smart devices have taken a larger part of time through telephones, televisions and likewise. Banking processes have evolved through phones and other digital tools to provide new variations of banking services. Airports have developed digital check-in services, which mean that you are actually virtually on the plane before you arrive at the airport. The development of these banking and tourism services changes the market and companies have been able to take part of the market by providing new solutions.  In development and innovation, there is a term used repeatedly, the idea of a “disruptive innovation”. More explicitly, a new innovation that destroys the previously functioning market. As a concrete example, the previously well-functioning camera - today largely exchanged for the digital camera. Or the previously mentioned development of banks and flight processes. It has previously been functioning markets, however, these new processes and innovations have eliminated earlier working solutions by performing better.   The study investigates possibilities closer if there are potential "disruptive innovations" in facility management and digital key control. The thesis has been focusing on the consequences of digital keys by using a model to analyse the impact on work in a future process. The physical key is one of the most ancient innovations that have been refined and developed over the centuries. With the new digital reality, it may be possible to find a new process that create better functions.<br>Kommande år i fastighetsförvaltning i allmänhet kommer det att vara avgörande för utvecklingen inom industrin med digitala lösningar. De processer, affärer och tillvägagångssätt som har påverkat en bransch under en mycket lång tid är på väg att förändras i grunden. Äga en fastighet eller förvalta ett objekt de närmaste åren i en alltmer digitaliserad värld kommer att medföra nya typer av krav på organisationer som avser att delta i utvecklingen och vara aktuell på marknaden. Under lång tid har digitalisering funnits som ett koncept som synes spännande och intressant. Smarta enheter har tagit en större del av tiden via telefoner, tv-apparater och liknande. Bankprocesser har utvecklats genom telefoner och andra digitala verktyg för att ge nya variationer av banktjänster. Flygplatser har utvecklat digitala incheckningstjänster, vilket innebär att du faktiskt är på planet innan du kommer till flygplatsen. Utvecklingen av dessa bank- och turismtjänster förändrar marknaden och företagen har kunnat ta del av marknaden genom att erbjuda nya lösningar. Inom utveckling och innovation finns det ett begrepp vilket används återkommande, en idé om en ”disruptive innovation”. Mer explicit, att en ny innovation förstör den tidigare fungerande marknaden, där det konkreta exemplet är den tidigare väl fungerande kameran vilken idag i stor omfattning är utbytt till den digitala kameran. Eller den tidigare nämnda utvecklingen av bank och flygprocesser. Det har tidigare varit fungerande marknader, dock har nya processer och innovationer slagit ut tidigare fungerande lösningar.  I det här arbetet har möjligheterna undersökts närmre ifall det går att finna potentiella ”disruptive innovations” inom fastighetsförvaltning. Den fysiska nyckeln är en utav de mest antika innovationerna som genom årtusenden och århundranden har förfinats och utvecklats. Med den nya digitala verkligheten kan det vara möjligt att finna en ny process vilken fungerar på ett bättre sätt.
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Hofmann, Tobias. "Asset-Management mit Immobilienaktien." Sternenfels Verl. Wiss. und Praxis, 2005. http://deposit.ddb.de/cgi-bin/dokserv?id=2695067&prov=M&dok_var=1&dok_ext=htm.

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Hofmann, Tobias. "Asset Management mit Immobilienaktien /." Sternenfels : Verl. Wissenschaft & Praxis, 2006. http://deposit.ddb.de/cgi-bin/dokserv?id=2695067&prov=M&dok_var=1&dok_ext=htm.

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Kälin, Sascha. "Liability-basiertes Asset Management." St. Gallen, 2008. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/05605019001/$FILE/05605019001.pdf.

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Books on the topic "Digitalization and Asset Management"

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Satchell, Stephen, ed. Asset Management. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-30794-7.

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Van der Lei, Telli, Paulien Herder, and Ype Wijnia, eds. Asset Management. Springer Netherlands, 2012. http://dx.doi.org/10.1007/978-94-007-2724-3.

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Jacob, Michael. Asset Management. Gabler Verlag, 2012. http://dx.doi.org/10.1007/978-3-8349-4071-1.

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Bogoviz, Aleksei V., and Yulia V. Ragulina, eds. Industry Competitiveness: Digitalization, Management, and Integration. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-40749-0.

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Bogoviz, Aleksei V., and Julia V. Ragulina, eds. Industry Competitiveness: Digitalization, Management, and Integration. Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80485-5.

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Digital asset management. 2nd ed. Focal, 2006.

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Stevenson, Ricahrd A. Asset-liability management. 2nd ed. Kendall/Hunt Pub., 1994.

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service), SpringerLink (Online, ed. Physical Asset Management. Springer London, 2010.

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Lutchman, Roop. Sustainable asset management. DEStech Publications, 2006.

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Stevenson, Richard A. Asset-liability management. 2nd ed. Kendall/Hunt Pub., 1994.

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Book chapters on the topic "Digitalization and Asset Management"

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Wijnia, Ype. "Asset Management for the Energy Transition." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_99.

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Ahonen, Toni, Jyri Hanski, and Teuvo Uusitalo. "Approach to Digital Asset Management Service Development." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_14.

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Hanski, Jyri, and Pasi Valkokari. "Impact of Circular Economy on Asset Management – Lifecycle Management Perspective." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_18.

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Noorbakhsh, Amir, Ian Howard, Brett Kirk, and Kerry Brown. "Total Cost of Ownership for Asset Management: Challenges and Benefits for Asset-Intensive Organizations." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_23.

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Rødseth, Harald, and Ragnhild J. Eleftheriadis. "Successful Asset Management Strategy Implementation of Cyber-Physical Systems." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_2.

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Nezamian, Abe, and Ian Burns. "Intelligent Asset Management Budgeting and Investment Decisions for the Portfolio of Health Services Assets." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_17.

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Lemerande, Tobias. "Managing Competence in Naval Asset Management: Professionalising Defence’s Cadre of Asset Managers for Ships and Submarines." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_53.

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Bonthuys, Gideon Johannes, Petrus Blom, and Marco van Dijk. "Leveraging Asset Management Data for Energy Recovery and Leakage Reduction." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_35.

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González-Prida, Vicente, Jesús Zamora, Antonio Guillén, et al. "A Risk Indicator in Asset Management to Optimize Maintenance Periods." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_63.

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Campos, Jaime, Pankaj Sharma, Mikel Cañizo, et al. "The Use of Relational and NoSQL Databases in Industrial Asset Management." In Engineering Assets and Public Infrastructures in the Age of Digitalization. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-48021-9_34.

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Conference papers on the topic "Digitalization and Asset Management"

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Nixon, John, and Emil Pena. "The Evolution of Asset Management: Harnessing Digitalization and Data Analytics." In Offshore Technology Conference. Offshore Technology Conference, 2019. http://dx.doi.org/10.4043/29347-ms.

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Restrepo, Hector Fabio Mejia, and Guillermo Atanasio Fonseca Pacheco. "Smart Center for Asset Management: Transformation to intelligent maintenance through digitalization." In 2019 FISE-IEEE/CIGRE Conference - Living the energy Transition (FISE/CIGRE). IEEE, 2019. http://dx.doi.org/10.1109/fisecigre48012.2019.8984986.

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Maletić, Damjan, Nuno Marques de Almeida, Dragan Komljenovic, Viktor Lovrenčić, and Matjaž Maletič. "Digitalizing Predictive Maintenance to Improve Asset Management: Are We Ready?" In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.34.

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The purpose of this paper is to explore the readiness of selected Slovenian companies to assimilate the complexities of Industry 4.0 requirements into their asset management practice, namely for the particular case of the predictive maintenance function. The survey was conducted to capture the extent to which companies address new technologies as well as to identify the current and future orientation towards their adoption in predictive maintenance activities. The results suggest that companies are aware of the benefits that can be attained with Industry 4.0 solutions. However, they still lack of clear vison and an implementation roadmap such solutions. Moreover, the majority of the companies in the sample are still in the early stages of predictive maintenance strategy maturity. Taking a wider perspective one can highlight the need to adopt organization-wide asset management approach to be able to effectively manage the transition towards digitalization by means of creating higher value for the organization.
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Hamedifar, Hamed, and Herve Wilczynski. "Planning for Unknown in The New Age of Digital: A Paradigm for Offshore Oil and Gas Risk Assessment and Management." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31057-ms.

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Abstract Major Oil and Gas operators and service companies look to undertake large scale digital transformations aimed at producing integrated, connected, and intelligent enterprises. These transformations require accelerating the journey to the cloud to modernize the entire application portfolio. By transitioning to the cloud, firms enjoy improved data analytics which allow for evolution to next generation digital work environment. This shift, however, comes with workforce challenges. Employees in all categories and at most levels will require significant cross- and up-skilling to take full advantage of the digital transformation. As vendors, suppliers, service companies, and operators move products and equipment around an expanding ecosystem of assets, security threats are likely to increase due to further geopolitical instability. Data based decision making, which enables the optimization of assets and automation of operations to minimize workforce risk exposure must be implemented with consideration of enterprise risk reduction (across the asset and workforce operational risk life cycle). As Oil and Gas operations become more geographically dispersed and diverse, they are exposed to new and evolving risk factors which can directly impact value. These risk factors make asset acquisition, development, management, and maintenance all more challenging. Analyses of risk in a digital foundation risk-based platform is most valuable at the earliest stages of asset development in determining whether to proceed with the planned development through to end-of-life decommissioning. Successful firms must create an end-to-end digital roadmap which delineates between technical and transactional activities and outlines effective stakeholder engagement at each project stage. The fundamental thesis of this paper is that although risk can be mitigated and reduced through the introduction of digital tools into oil and gas operations, it can never be completely removed. Furthermore, while industry research on the impact of digitalization usually rely heavily on cost savings, optimization, and health, safety, and environment (HSE) related cases, they typically fail to consider the contribution of digitalization on risk assessment and management. This paper argues that we need to move away from the focus on cost savings, process optimization, and HSE metrics improvement metrics. This paper sets up a mechanism for developing risk-based strategies for implementation of digital solutions.
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Lema, Fernando, Ludwing Mercado, and Sebastiano Barbarino. "Data Digitalization and Smart Workflows Provides a Powerful Asset Management Optimization Tool in Margarita Field, Bolivia." In SPE Annual Technical Conference and Exhibition. Society of Petroleum Engineers, 2020. http://dx.doi.org/10.2118/201319-ms.

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Brink, Henning, Sven Packmohr, and Kristin Vogelsang. "The digitalization of universities from a students’ perspective." In Sixth International Conference on Higher Education Advances. Universitat Politècnica de València, 2020. http://dx.doi.org/10.4995/head20.2020.11181.

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The digitalization of higher education institutions is progressing significantly. Though the use of digital assets enhances the students’ learning experience and offers new opportunities for administration, there are no uniform standards for the use of digital media in teaching and student services. As educational service providers, universities are dependent on students being able to cope with the structures offered. Thus it is essential to ascertain students’ attitudes of the technologies used. We asked students from three blended learning courses about their perceptions. We further asked the students what should be done and by whom. Our results show that students see structural changes occurring not only in themselves but also at the level of the university management. Our research contributes to the actual discussion about the digitalization of higher education by offering suggestions for development from a students’ view. The results are valuable for lecturers and faculty managers who want to advance the digitalization of services and learning.
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Settemsdal, Stig Olav. "Highly Scalable Digitalization Platform for Oil and Gas Operations Enables Total Asset Visibility for Predictive, Condition-Based Fleet Management Across Single and Multiple Sites." In Abu Dhabi International Petroleum Exhibition & Conference. Society of Petroleum Engineers, 2019. http://dx.doi.org/10.2118/197820-ms.

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Ng, Sok Mooi, Biramarta Isnadi, Luong Ann Lee, et al. "Structural Integrity Management (SIM) via a Digitalized Structural Integrity Compliance System." In ASME 2020 39th International Conference on Ocean, Offshore and Arctic Engineering. American Society of Mechanical Engineers, 2020. http://dx.doi.org/10.1115/omae2020-19064.

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Abstract The objective of this paper is to present the digitalization of Structural Integrity Management for PETRONAS, via a web-based Structural Integrity Compliance System (SICS). Developed initially as a software application to manage the vast database for integrity management of offshore fleet, the system covers the substructure, topside structures, onshore civil and structural assets and ship-shaped floating structure modules. The system is developed in line with API RP 2SIM, taking the SIM process of Data-Evaluation-Strategy-Program. The Data captured in the system inclusive of the design, construction, characteristics, inspection, foundation and metocean data required for evaluation of the likelihood of failure. While the life safety, environmental pollution &amp; business loss data is assigned to evaluate the consequence of failure. After successful implementation of substructure module, the system has been expanded to capture data and evaluate risk of other types of assets, namely the topside structures, onshore civil and structural assets and at last, a module developed for a ship shaped floating structure. A centralized database to manage the integrity a large aging fleet provides good visibility to the management in order to prioritize resources (budget, manpower and logistic) for inspection and maintenance, at the same time reducing the risk of operation disruption due to non-compliance. The system has created much cost saving through Risk-Based Underwater Inspection (RBUI) and risk-based anomalies repair. SICS consists of the risk ranking sub-module and also other decision making tools including Strengthening-Modification and Repair (SMR) Toolkit, and Technical Limits Weight Control (TLWC) Tool. These toolkits are codified to provide quick decision making to management to evaluate the feasibility of SMR scheme or modification involving additional topside weights.
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Liu, S. "Asset Digitalization and Integrity Monitoring - A UAS based approach." In 80th EAGE Conference & Exhibition 2018 Workshop Programme. EAGE Publications BV, 2018. http://dx.doi.org/10.3997/2214-4609.201801897.

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Siang, Khoo Hean. "Asset Management." In World Urban Transit Conference 2010. Research Publishing Services, 2010. http://dx.doi.org/10.3850/978-981-08-6396-8_p179.

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Reports on the topic "Digitalization and Asset Management"

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van Binsbergen, Jules, and Michael Brandt. Optimal Asset Allocation in Asset Liability Management. National Bureau of Economic Research, 2007. http://dx.doi.org/10.3386/w12970.

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Iverson, Aaron, and George Zviagin. Solar Asset Management Software. Office of Scientific and Technical Information (OSTI), 2016. http://dx.doi.org/10.2172/1337521.

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Otero, Pete. Asset Management: Beyond 2020. Office of Scientific and Technical Information (OSTI), 2020. http://dx.doi.org/10.2172/1664648.

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Stone, Michael, Chinedum Irrechukwu, Harry Perper, Devin Wynne, and Leah Kauffman. IT asset management: financial services. National Institute of Standards and Technology, 2018. http://dx.doi.org/10.6028/nist.sp.1800-5.

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Hodgson, Thom J., Johnathon L. Dulin, Kristin Arney, Ben J. Lobo, Curtis M. Mears, and Reha Uzsoy. Global Sensor Management: Military Asset Allocation. Defense Technical Information Center, 2009. http://dx.doi.org/10.21236/ada515353.

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Chambers, David, Elroy Dimson, and Justin Foo. Keynes, King's and Endowment Asset Management. National Bureau of Economic Research, 2014. http://dx.doi.org/10.3386/w20421.

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Buffa, Andrea, Dimitri Vayanos, and Paul Woolley. Asset Management Contracts and Equilibrium Prices. National Bureau of Economic Research, 2014. http://dx.doi.org/10.3386/w20480.

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Bai, Qiang, Samuel Labi, and Zongzhi Li. Trade-off Analysis Methodology for Asset Management. Purdue University, 2008. http://dx.doi.org/10.5703/1288284314305.

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Feinstein, Jonathan, and Chih-Chin Ho. Elderly Asset Management and Health: An Empirical Analysis. National Bureau of Economic Research, 2000. http://dx.doi.org/10.3386/w7814.

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Gârleanu, Nicolae, and Lasse Pedersen. Efficiently Inefficient Markets for Assets and Asset Management. National Bureau of Economic Research, 2015. http://dx.doi.org/10.3386/w21563.

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