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Journal articles on the topic 'Strategic management; digital transformation; value creation'

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Published: 7 June 2025

Last updated: 17 July 2025

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Gouveia, Sonia, de la Iglesia Daniel Hernández, José Luis Abrantes, and Rivero Alfonso José López. "Transforming Strategy and Value Creation Through Digitalization?" Administrative Sciences 14, no. 11 (2024): 307. https://doi.org/10.3390/admsci14110307.

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Digital transformation (DT) directly influences organizational competitiveness, reshaping value creation and necessitating adaptation across industries. This study investigates how DT redefines strategic imperatives and the mechanisms of value creation within organizations, synthesizing findings from five thematic clusters: “Strategic Management in Digital Transformation of Organizations”, “Emerging Trends in Digital Entrepreneurship and Sustainability”, “Digital Capabilities and Business Model Innovation”, “Digitalization and Transformation of SMEs”, and “Value Creation through Innovation and Digital Transformation”. The analysis uncovers crucial insights, including the shift towards business-to-business (B2B) value-oriented sales, the role of big data analytics in collaborative innovation, and the integration of AI-driven business models across retail, logistics, and healthcare. Strategic alignment between technological advances and organizational goals emerges as essential, especially for SMEs facing resources, regulatory compliance, and skills development challenges. Despite these insights, significant gaps remain. Future research should delve into the underexplored area of cross-industry best practices, particularly how SMEs can leverage digital tools to enhance resilience and adaptability in market volatility. Further investigation into the long-term impacts of digital entrepreneurship on sustainability is recommended, including metrics for measuring social and environmental value creation. Additionally, digital leadership roles, such as Chief Digital Officers, warrant more in-depth examinations to identify how these leaders can navigate the complexities of DT and maximize value co-creation. This systematic literature review and bibliometric analysis aim to consolidate current knowledge, address critical gaps, and lay the groundwork for future studies that support resilient and sustainable growth in an increasingly digital economy

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Markovits, Paul Stefan. "Value Creation and Change Management in Digital Transformations." Proceedings of the International Conference on Business Excellence 16, no. 1 (2022): 1270–82. http://dx.doi.org/10.2478/picbe-2022-0116.

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Abstract The premise of this paper is that Digital Transformation is the most recent and probably the most powerful toolbox in the effort to create value in a company. Digital Transformation is about changing the operating models of companies and consequently the way these companies create and deliver value to their stakeholders. The indexed literature (in total 6427 items in the Web of Science database on January 31st, 2022) studying the Digital Transformation phenomenon is dominated by the computer sciences and information systems perspective. Therefore, this paper proposes a slightly different and thus new paradigm using the lenses of value creation and change management linking it this way to the strategic management of the company. The purpose of the digital transformation should be value creation and because it is a profound transformation process it is subject to the change management process principles. Through the use of text mining and visual mapping conducted with the help of VOSviewer software version 1.6.17, this paper illustrates the conceptual map of the digital transformation literature and its links to value creation and change management.

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Gouveia, Sónia, Daniel H. de la Iglesia, José Luís Abrantes, and Alfonso J. López Rivero. "Transforming Strategy and Value Creation Through Digitalization?" Administrative Sciences 14, no. 11 (2024): 307. http://dx.doi.org/10.3390/admsci14110307.

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Pan, Zixiao. "Research on the Synergistic Mechanism of Corporate Digital Transformation and ESG Management——Based on the Perspectives of Strategic Integration and Value Co-Creation." Journal of Economics and Management Sciences 8, no. 3 (2025): p31. https://doi.org/10.30560/jems.v8n3p31.

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This paper delves into the synergistic mechanisms between corporate digital transformation and Environmental, Social, and Governance (ESG) management. By employing literature review and case analysis methods, it summarizes and highlights the current challenges faced by enterprises in digital transformation, namely "transformation barriers, capability deficiencies, and risk avoidance." From the perspective of strategic integration and value cocreation, it proposes a theoretical framework and practical pathways for the synergy between the two. The research findings indicate that enterprises should incorporate digital transformation and ESG management into their top-level strategic design. It proposes the construction of pathways of the synergy mechanism between corporate digital transformation and ESG management through threedimensional strategic integration, fourstage improvement of value cocreation, and comprehensive construction of risk prevention and control mechanisms, achieving deep integration of the two and thereby promoting sustainable corporate growth and longterm value creation. The research findings not only help enhance the digital transformation capabilities of small and mediumsized enterprises but also provide reference experience for other similar industries.

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Gouveia, Sonia, de la Iglesia Daniel Hernández, José Luis Abrantes, et al. "Electrifying Strategic Management: Leveraging Electric Vehicles for Sustainable Value Creation?" Energies 17, no. 18 (2024): 4581. https://doi.org/10.3390/en17184581.

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Electric vehicles are an emerging topic in organizations and society. Access to economically and environmentally workable sustainable technologies has become a priority in the face of catastrophic climate change and the discussion surrounding it. This study examines the academic literature to shed light on factors, trends, emerging models, and critical perspectives on electric vehicles and their relationship to value creation, strategic management, and sustainability. This research uses a bibliometric analysis method to explore the dynamic interaction between these essential elements of the literature. The source is the Scopus database. The analysis uses VOSviewer software 1.6.20, focusing on the bibliographic coupling of documents, which was presented as a network visualization map. It emphasizes search terms proving the emerging need for innovation strategies in automotive industry organizations, consumers, and public entities to create value within a global sustainability logic. This study highlights the relationship between the electric vehicle industry and the value creation strategy and sustainability in a digital world.

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Gaurav, Jas, and Elif Kongar. "Value Creation via Accelerated Digital Transformation." IEEE Engineering Management Review 49, no. 2 (2021): 63–72. http://dx.doi.org/10.1109/emr.2021.3054813.

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Stepnov, I. M., and Yu A. Kovalchuk. "Value Chain Modeling in Digital Strategic Management." Accounting. Analysis. Auditing 5, no. 5 (2018): 6–23. http://dx.doi.org/10.26794/2408-9303-2018-5-5-6-23.

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The importance of digital strategic management development is confrmed by the growth of the information and communication sector of economy worldwide. The results of the survey of the companies digital transformation of companies nowadays show that new business models are formed on the digital platforms and are based on the processes of buying and selling not only goods and/or services but also the information about the customers themselves. The article proves that a digital platform as a technological exchange tool in modern economy provides for the intermediation processes, supporting coordination at the market and creating value added on the basis of digital cooperation. The authors develop a methodological approach to the increase of strategic management tasks effectiveness taking into account the confrmation of the needs of value added chain. This is achieved by creation of digital twins of business and technological processes which are realized on the basis of block chain technology or on the acyclic graph. Within the defned task for modeling it is technically possible to create the models which perform the operation-by-operation analysis of interaction in the value added chains. However the more effective way to model business activity is to use the process approach when a business process and a value added chain are completely identical with their digital twins. Digital twins permit to make a design and a model of value added functioning before launching a real business process which could greatly change the digital strategic management which is now still under formation. Such modeling of value added conform to market principles, and a digital platform by itself is not a replacement of the market but rather the most effective intermediary. The analysis of existing approaches reveals the following unsolved problems: frst, the absence of direct interconnection between the expenses on digitalization and the results received with the use of digital platforms, and second, information is not singled out as a separate expense category in cost accounting, management and control regardless of the considerable percentage increase of an enterprise expenses on cloud computing service and technology. The authors model the newly created value in digital environment by a) defning a service (not fnished goods) as an integrating element which is typical of digital economy; b) singling out the variants of market cooperation with the use of platforms on the basis of traditional contracts, agreements “by default”, registered users of the platforms, smart contracts; c) choosing basic parameters — investments in the capital which is aggregated by the process and the costs of operating activity participants (by technological limits) supplemented by semi fixed costs; d) using the concept of limits to represent operating activity which is sensitive to special features and proportions among separate stages of a technological process and introducing two information limits (“Data collection, storage and processing” and “Digital representation and market design”) which resulted in creation of the information and communication costs accounting object. The results of the modeling show that a coordination effect is in non-linear dependence on the share of the capital invested by the organizers of the process. This can be used in the search for optimal variants of cooperation platform design and for the investment proftability target management when forming value added chains.

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Capurro, Rosita, Raffaele Fiorentino, Stefano Garzella, and Stefano Marciano. "Metaverse: Value creation and performance measurement across physical and digital world." MANAGEMENT CONTROL, no. 1 (April 2024): 131–54. http://dx.doi.org/10.3280/maco2024-001007.

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This study provides a first conceptualization of the Metaverse from a strategic management perspective and advances performance measurement approaches for the Metaverse value creation. Specifically, the study aims to provide an in-depth analysis of Metaverse and the related implications on the value creation processes of the companies. In order to achieve this goal, we performed a detailed literature review on digital transformation, Metaverse and performance measure-ment topics. Thus, we have developed a theoretical framework useful to facilitate the implementation of successful strategies in the Metaverse and subsequent mon-itoring and evaluation of achieved results. The paper provides relevant contributions in theory and practice. From a theoreti-cal perspective, the results contribute to the strategic management and perfor-mance management literature streams, extending them to the dimension of the "digital world". From a practical perspective, the results identify new performance measurement and new indicators useful for companies and practitioners to under-stand the link between Metaverse and value creation paths. Future studies should integrate the theoretical analysis with explorative empirical investigations.

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Zihan Liu and Kaiwen Zhao. "Research on enterprise performance management based on value co-creation theory." Journal of Business and Economic Research 1, no. 1 (2025): 111–16. https://doi.org/10.63887/jber.2025.1.1.15.

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Based on the theory of value co-creation, this paper discusses the new connotation and system construction path of enterprise performance management in the context of the digital era. The study points out that the traditional enterprise-centered value creation model is difficult to adapt to the market demand, while the value co-creation theory emphasizes the co-creation of value between enterprises and consumers, which provides a new perspective for performance management. The paper elaborates the connotation of enterprise performance management from three levels: long-term value orientation of consumer collaboration, data-driven decision-making with consumer participation, and regular feedback mechanism of consumer evaluation, and proposes the performance management framework of “strategic planning, system construction, and cultural construction”. The study also proposes a performance management framework of “strategic planning, system construction, and culture building”. The study suggests that enterprises should strengthen the awareness of value co-creation, promote digital transformation, and formulate multi-dimensional performance evaluation indicators to fully reflect the results of value co-creation. This paper provides theoretical support and practical inspiration for enterprises to optimize performance management and achieve sustainable development.

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Torfing, Jacob, Ewan Ferlie, Tina Jukić, and Edoardo Ongaro. "A theoretical framework for studying the co-creation of innovative solutions and public value." Policy & Politics 49, no. 2 (2021): 189–209. http://dx.doi.org/10.1332/030557321x16108172803520.

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The expansion of the scope and significance of co-creation in public policy and governance prompts the integration of different theoretical strands that together can help us illuminating the antecedent conditions, the processes of multi-actor collaboration, the creation of innovative solutions, and the assessment of their public value. Exploring the affinities and complementarities of relevant perspectives such as theories of co-creation, public value management, public innovation, collaborative governance, network governance, strategic management and digital era governance may foster a more comprehensive framework for studying the co-creation of public value outcomes such as needs-based services, effective governance and democratic legitimacy. This introduction seeks to explain why we must transform the public sector in order to spur co-creation, how strategic management and digital platforms can support this transformation, and why we must bring together and synthesize different bodies of theory when studying the complex processes of co-creation and their drivers, barriers and outcomes.

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Indrajit Zope, Padmajeet Mhaske, and Gururaj Balkrishna K Y. "Reimagining sourcing and procurement leveraging digital transformation for strategic value creation in the global supply chain." World Journal of Advanced Research and Reviews 24, no. 2 (2024): 2728–40. https://doi.org/10.30574/wjarr.2024.24.2.0917.

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The relative supply chain environment is rapidly changing due to technological advancement, increasing complexity, and pressure to improve sustainability and supply chain risk. Sourcing and procurement years were recognized as cost-focused processes. However, digital transformation is revolutionizing them. AI, blockchain, IoT, RPA, and cloud options are the technologies that can help organizations move procurement into the realm of a strategic value-creating process. Thus, concerning the focus of this article, it is possible to identify several major digital transformation trends for procurement Increasing operational efficiency, enhancing supplier relationships, managing risks, and achieving sustainable procurement. Using examples of case studies and a comparative analysis of traditional and digital procurement approaches, including observations, this paper illustrates the change inhered by digital tools. It also covers issues like organizational resistance, integration issues, and cybersecurity, which are further explained to reduce such problems. At last, this article underscores the management decision-makers focus and the value of digital procurement and sustainable competitive advantage in modern procurement and supply chain management.

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Indrajit, Zope, Mhaske Padmajeet, and Balkrishna K. Y. Gururaj. "Reimagining sourcing and procurement leveraging digital transformation for strategic value creation in the global supply chain." World Journal of Advanced Research and Reviews 24, no. 2 (2024): 2728–40. https://doi.org/10.5281/zenodo.15143257.

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Godin, Vladimir V., Andrey Dashkov, Alla V. Blinnikova, Anna Terekhova, and Olga Danilina. "New management technologies and digital business transformation." Personality & Society 1, no. 1 (2020): 4–11. http://dx.doi.org/10.46502/issn.2712-8024/2020.1.1.

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The article considers the main roles of information technologies in the company: auxiliary, restructuring, and digital transformation. The restructuring role of information technologies is characterized by the formation of the electronic economy, the consumer economy, the emergence of strategic alliances, value-added communities and meta-markets, and other forms of economic and business organization with appropriate management. Information technologies of digital transformation provided the creation of an economy in the form of a cyber-physical system instead of interaction between the virtual and real parts of the world, which took the form of a platform economy, digital enterprises, industry 4.0, and similar phenomena. As a result of the transformative effects of information technologies on companies and the business environment, management tasks and technologies changed. The article analyzes the evolution of changes in companies, business environment and management. We consider disruptive technologies such as blockchain, Big Data, knowledge management, Agile, Scrum, Teaming, design thinking and their impact on company management.

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Puttaraju, Karthik Hosavaranchi. "Strategic Innovation Management: A Framework for Digital Product Portfolio Optimization." International Scientific Journal of Engineering and Management 03, no. 12 (2024): 1–6. https://doi.org/10.55041/isjem0018.

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Abstract—This research introduces a framework for managing digital product portfolios in rapidly evolving markets. By examining the intersection of strategic management and digital innovation, we present a structured approach to portfolio optimization that enhances value creation while minimizing technology risk. The study draws on real-world implementations across multiple industries, demonstrating how organizations can effectively balance innovation initiatives with resource constraints. Our findings reveal that organizations implementing this framework achieved a 40% improvement in portfolio performance and significantly reduced technology risk. The paper provides practical guidelines for executives and product leaders to evaluate, prioritize, and optimize digital product portfolios while maintaining strategic alignment with enterprise objectives. Keywords— Digital Product Portfolio, Strategic Innovation Management, Portfolio Optimization, Technology Risk Management, Digital Transformation, Innovation Strategy, Resource Allocation, Product Lifecycle Management, Multigeneration product planning

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Gomes, Jaqueline Geisa Cunha, Marcelo Tsuguio Okano, Eliane Antonio Simões, and Iwona Otola. "MANAGEMENT STRATEGY AND BUSINESS MODELS IN THE ERA OF DIGITAL TRANSFORMATION." South American Development Society Journal 05, no. 14 (2019): 252–70. https://doi.org/10.24325/issn.2446-5763.v5i14p252-270.

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In complicated and fast-moving markets, where growth and wealth creation can occur unpredictability reigns. The ways in which value is created, captured, and offered are changing profoundly, and one of those responsible for this change is digital transformation. New innovative business models are born, and it becomes necessary to rethink the models when it comes to the digital age. The objective of this work is to conceptualize the strategic changes in the business models of the companies to remain competitive of the era of the digital transformation. In order to collect the information necessary for the analysis, we chose to use exploratory research of a qualitative nature. It is justified to adopt the exploratory research, since there are few studies focused on the theme of business model strategy in the era of digital transformation. In our research, the companies interviewed highlight the digital transformation to improve and integrate with more automation all the lines of business segmentation.

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Buhrimenko, Roman, Polina Smirnova, and Liudmyla Smokova. "MANAGEMENT OF THE STRATEGIC POTENTIAL OF AN ENTERPRISE IN THE CONDITIONS OF DIGITAL TRANSFORMATION." Economic scope, no. 197 (February 12, 2025): 15–19. https://doi.org/10.30838/ep.197.15-19.

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The purpose of the article is to analyze and substantiate approaches to managing the strategic potential of an enterprise in the context of the digital transformation of the economy. The relevance of the topic is due to dynamic changes in the external environment, increased global competition and the need for enterprises to adapt to the digital economy. Strategic potential management in this context is an important tool for ensuring sustainable development, optimizing resources and increasing the competitiveness of the enterprise. The methodological basis of the study is a systematic approach and methods of comparative analysis. The article uses empirical data and results of previous studies to assess the impact of digital technologies on key components of strategic potential: scientific and technical, financial and economic and organizational. It is determined that digital technologies, in particular Big Data, artificial intelligence, the Internet and blockchain, are the basis for transforming business processes and creating new business models. The need to integrate digital tools into the strategic management of the enterprise, which contributes to increasing the efficiency of resource use, is substantiated. Approaches to adapting traditional business models to the conditions of digitalization are proposed, including the transition to flexible organizational structures, the development of digital competencies of personnel and the creation of digital ecosystems. The main challenges of digital transformation, such as cyber threats, limited resources and insufficient level of digital literacy, are identified, and recommendations for overcoming them are developed. The practical value of the article lies in the fact that the developed approaches can be used by enterprises to improve strategic potential management, which will allow them to effectively adapt to changes in the external environment, introduce innovations and ensure sustainable development. The results of the study can also be applied to the formation of national policies on the digitalization of the economy and the development of infrastructure to support domestic business.

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Simonek, Andrea Alec, Denis Imhof, and Stella Gatziu Grivas. "Adaptive Digital Leadership Approaches for Self-engagement to Overcome Digital Transformation Gaps." European Conference on Management Leadership and Governance 20, no. 1 (2024): 527–36. http://dx.doi.org/10.34190/ecmlg.20.1.2943.

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Digital transformation, forced by a rapidly changing environment and the increasing speed of technological advancements, enables various valuable opportunities in the business context, like increased efficiency, lower costs, and thus enhanced competitiveness, and manifold, complex challenges, like fast-changing customer expectations, increasing job demands, new value creation structures, and disruptive competition from outside the traditional industry boundaries. This often leads to business process reengineering and urges the strategic realignment of management and leadership styles based on competitive positions and corporate goals. In digital transformation, value impedance defines resistances encountered when integrating new digital technologies and processes into existing systems and workflows. Similarly, digital transformation gaps such as the business model gap are discrepancies preventing organizations from fully exploiting benefits and overcoming the challenges of digital transformation. The connection of digital transformation gaps and value impedance is recommended to avoid conflicts when facing digital transformation. However, as many organizations face difficulties with that alignment, this paper introduces the topic of digital transformation gaps, specifically the business model gap, and discusses its bridging with digital leadership aspects regarding self-engagement. Self-engagement enhances employee motivation, innovative work behaviors, performance, and a positive attitude toward change. This research thus answers the following research question: what digital leadership factors contribute to the development of self-engagement of employees in organizations to bridge the business model gap in digital transformation? This qualitative research is based on the Design Science Research method and elaborates four matrices with four strategic options each to enhance the self-engagement of employees, based on validated questionnaire items from the existing literature, and iteratively evaluated and further developed through semi-structured interviews with domain experts. Consequently, these four matrices build the basis for bridges to overcome the business model gap in digital transformation. Further research is suggested, on the one hand, to validate the proposed strategic options quantitatively and, on the other hand, to extend the approach with more strategic options also for other focus areas.

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Ben Dahhane, Anouar, Said Akrich, Rachid El Bettioui, and Hicham Abdelkhalik. "Impact de l’alignement stratégique et de la culture digitale sur la réussite de la transformation digitale au sein de l’organisation publique Marocaine." revistamultidisciplinar.com 5, no. 3 (2023): 45–65. http://dx.doi.org/10.23882/rmd.23162.

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Digital transformation is currently a hot topic and a strategic issue for all public and private organizations, regardless of their size. Having entered the "digital era", organizations are facing unprecedented transformations that disrupt their operations and management systems. However, the concept is new and it is not yet clear what factors influence or boost digital transformation. While previous theoretical and empirical work has allowed us to identify the impacts on the success of Digital transformation of the strategic alignment between the digital technologies implemented and the strategy of the public or private organization. Also, we have revealed that the digital culture is the guarantee of strategic coherence and success of the organization's digital transformation. The aim of this research project is to study the extent to which digital technology deployment projects are strategically aligned with the organization's overall strategy, and the degree to which digital culture impacts digital transformation within the organization. We mobilized a quantitative method by means of a questionnaire. A total of 52 respondents from the central entities of the Caisse Nationale de Sécurité Sociale (CNSS) completed the questionnaire. These were managers and executives involved in digital transformation initiatives. The theoretical model was tested using structural equation modeling. Analysis of the data collected using SMART PLS V4 highlights the crucial role of the CNSS establishment's strategy in value creation and the success of digital transformation. The results also indicate that to fully seize the opportunities and potential of this transformation, it is essential to embed a digital-focused organizational culture. In fine, the two hypotheses mobilized at the outset of the positive impact of strategic alignment and digital culture on the success of digital transformation are validated.

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Yang, Chengyuan. "The Impact of Earnings Management on Corporate Performance under the Empowerment of Digital Transformation." Advances in Economics, Management and Political Sciences 137, no. 1 (2024): 187–92. https://doi.org/10.54254/2754-1169/2024.18662.

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Driven by the global digital economy, the relationship between corporate earnings management and performance has taken on new dynamics. This study explores how digital transformation affects corporate performance by altering the motivations, methods, and outcomes of earnings management. The research finds that digitalization enhances information transparency, reduces information asymmetry, and encourages companies to shift from short-term financial goals to long-term value creation. Digital tools optimize internal control and decision-making processes, reducing the scope for accounting manipulation. Furthermore, digital technology improves corporate risk management, mitigating the risk of performance fluctuations caused by earnings management and promoting stable and sustainable financial performance. This paper provides strategic guidance for corporate financial management in the digital environment, revealing the key role of digital transformation in enhancing corporate performance.

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Scott, Susan, and Wanda Orlikowski. "The Digital Undertow: How the Corollary Effects of Digital Transformation Affect Industry Standards." Information Systems Research 33, no. 1 (2022): 311–36. http://dx.doi.org/10.1287/isre.2021.1056.

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Digital transformation research shows how waves of digitalization produce strategic changes within and across firms, enabling new forms of value creation. We argue that different but no less important processes of digital transformation are generated by the undertow produced by these waves. Digital undertow, a corollary effect of waves of digitalization, profoundly influences how firms operate by transforming the industry standards that coordinate and regulate their core business activities. This is producing what we refer to as digital displacement, a process that is significantly challenging the capacity of standards to effectively manage industry operations in the digital age.

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Acuna, Javier Manuel Munoz, Felipe Hernandez-Perlines, and Manuel Alejandro Ibarra Cisneros. "Digital transformation model for universities: A preliminary proposal." International Journal of Education and Practice 12, no. 3 (2024): 864–95. http://dx.doi.org/10.18488/61.v12i3.3762.

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This article presents the results of a research project aimed at designing a theoretical model for digital transformation at the Autonomous University of Chile. The research methodology adopts a case study approach with a mixed method combining quantitative and qualitative techniques. This approach provides a nuanced and comprehensive understanding of the dimensions and factors shaping the digital transformation model, incorporating insights from 97 students and eight experts. The model comprises three phases, nine dimensions, and 54 indicators, emphasizing the integral connection between digital maturity and value creation for students. Key success determinants in the university's digital transformation processes are outlined, including the strategic approach, organizational culture, utilization of technological infrastructure, and technology management capabilities. Practical implications underscore the significance of acknowledging the impact of power relations during the digital transformation journey, influencing internal processes, IT governance coordination, roles of personnel in technical and managerial positions, teachers’ performance, and students' trust and loyalty to the institution. The article concludes by identifying factors that influence the institution's capacity to implement technological changes aligned with its strategic, technical, and logistical requirements. Future studies could redefine the roles of administrative, teaching, and student staff, fostering increased digital maturity, continuous innovation in services and processes, and the creation of new digital learning spaces centered around student needs.

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Endres, Herbert, Kristina Stoiber, and Nina Magdalena Wenzl. "Managing digital transformation through hybrid business models." Journal of Business Strategy 41, no. 6 (2019): 49–56. http://dx.doi.org/10.1108/jbs-07-2019-0142.

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Purpose This paper aims to examine how hybrid business models can help companies to survive in a constantly evolving digital world. The hybridization of business models is a promising approach to innovation. Design/methodology/approach The authors discuss the key elements of a successful business model hybridization along the Business Model Canvas (Osterwalder and Pigneur, 2010). In particular, the elements of value propositions, customer segments, channels and a company’s cost structures demonstrate the individual steps toward a hybridized business model. Using Paddy Power Betfair as an example, the authors showcase how the concept of a hybrid business model can be successfully implemented in practice. Findings By hybridizing its business model, Betfair not only expanded existing customer value propositions but also introduced new ways of co-creating value with customers. Simultaneously, the hybridization positively affects a company’s revenue model, hence evolving in new ways of capturing value. Originality/value To effectively hybridize and thus innovate a company’s business model, the two key factors are successful value creation and value capture. By hybridizing elements of existing business models, new value for customers can be generated. Companies capturing this additional value may achieve sustainable and successful business models and thereby gain a competitive advantage.

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Gomes, Jaqueline Geisa Cunha, Marcelo Tsuguio Okano, Eliane Antonio Simões, and Iwona Otola. "MANAGEMENT STRATEGY AND BUSINESS MODELS IN THE ERA OF DIGITAL TRANSFORMATION." South American Development Society Journal 5, no. 14 (2019): 252. http://dx.doi.org/10.24325/issn.2446-5763.v5i14p252-270.

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Aldabbous, Nagham, and Mohamed Ismail Mohamed Riyath. "Review of Management Accounting in a Digital Economy." European Journal of Accounting, Auditing and Finance Research 12, no. 7 (2024): 68–88. http://dx.doi.org/10.37745/ejaafr.2013/vol12n76888.

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The paper gives an overview of the transformation in management accounting practices in a digital economy. Advanced technologies such as big data analytics, cloud computing, artificial intelligence, and blockchain digitised traditional accounting ways by providing real-time data processing, enhanced decision-making, and strategic insights. The review focuses on how technological innovations have changed data collection, analysis, and reporting links, moving attention away from record-keeping to predictive and prescriptive analytics. Discussions are the automation of routine tasks, real-time financial reporting developments, and increased involvement of management accountants in strategic planning and risk management. The review talks about cloud accounting systems, machine learning in managing costs, blockchain for financial transparency and security, and how digital transformation opens up some critical challenges related to data privacy concerns, security risks, and massive upskilling on the part of accounting professionals. The paper addresses these issues by examining strategies to mitigate identified risks and bridging skill gaps through specific training and educational efforts. It further reviews the emerging trends in predictive and prescriptive analytics and discusses their potential applications in Management Accounting. The review sheds light on changing regulatory scenarios that will impact digital practices in accounting. The implications of this digital transformation are huge and thus require a rethink in the role of management accounting within organisations. It calls for management accountants to reposition themselves in the field and stay relevant by embracing new technologies while attaining strategic competencies, enabling them to drive value creation against the drastic changes in the digital age.

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Dong, Yan. "Governance Innovation and Value Reconstruction of State-Owned Enterprises in the Digital Era." Journal of Industry and Engineering Management 2, no. 3 (2024): 62–65. https://doi.org/10.62517/jiem.202403311.

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This paper explores governance innovation and value reconstruction of state-owned enterprises (SOEs) in the digital era. Facing the challenges and opportunities of technological change, SOEs must adapt to the digital economy. Using a literature review and theoretical analysis, we systematically examine recent domestic and international studies on SOE digital transformation, governance innovation, and value reconstruction. We identify key factors affecting SOE governance structures during digital transformation, discussing how digital technologies enhance information transparency, optimize resource allocation, and improve decision-making efficiency, thus innovating traditional governance models. the paper also analyzes how value chain reconstruction aids SOEs in maintaining a competitive edge globally and proposes pathways for sustainable development through digital means. the study finds that digitalization represents not just a technological update but a comprehensive transformation of governance concepts and management models. SOEs should integrate digital technologies deeply, emphasizing data-driven decision-making to enhance market responsiveness and value creation. This research provides theoretical support for SOE strategic planning in the digital era and offers insights for policymakers.

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Zaretsky, Evgeny N. "TRANSFORMATION OF INNOVATIVE ACTIVITIES OF INDUSTRIAL ENTERPRISES IN THE CONTEXT OF DIGITALIZATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 12/2, no. 153 (2024): 165–74. https://doi.org/10.36871/ek.up.p.r.2024.12.02.018.

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In the era of digital transformation, industrial operations undergo profound changes, most notably in the area of innovation. This inquiry delineates the critical imperatives within the framework of digital economic transformation, specifically within the industrial sector. It addresses: – the methodical delineation and comprehensive explication of innovation trajectories as conceptualized by industrial enterprises under the digital economic transformation paradigm; – an exhaustive assessment of the shifts in the innovation dynamics of the industrial sector precipitated by the assimilation of digital technologies. Such alterations span the gamut of technological advancements, enhancement of product portfolios, strategic marketing recalibrations, and governance reforms. The nexus between modern industrial innovation and the deployment of state-of-the-art digital solutions, alongside the development of groundbreaking products and services, is fundamentally robust and evolving. The findings underscore that digitalization instigates a fundamental overhaul of conventional industrial business models, creating significant prospects for advancement through the strategic deployment of decentralized digital assets. The digitization of assets and organizational structures facilitates the merger of intangible aspects of production management with material manufacturing processes and innovative initiatives. To maximize the effects of innovative transformation, a complete digital overhaul of business processes in the value creation chain is necessary, starting from the initiation of ideas and culminating in their commercialization in the market.

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Nagy, Sándor. "Organizational Strategic Management Responses and Consequences During Covid-19 Era." Review on Agriculture and Rural Development 10, no. 1-2 (2021): 133–49. http://dx.doi.org/10.14232/rard.2021.1-2.133-149.

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One consequence of the COVID-19 pandemic is that companies based on conventional (linear) value creation logic and traditional management solutions, even agricultural enterprises, are forced to make such strategic decisions and apply such strategic planning techniques which have not characterised them so far. My basic assumption is that the circumstances have been triggered and accelerated the linear–nonlinear transformation at companies. In this sense, during the value creation of linear organisations, special sets of functions emerge that are nonlinear in their nature. These include the development of adaptation skills, activities focusing on innovation, creativity management, rethinking of HRM, coordinating digital transformation, and all the skills which are needed to successfully respond to an increasingly unpredictable (complex) operating environment. The aim of the paper is to take a snapshot of the current literature dealing with strategic management responses on the consequences of pandemic and – in the same time – categorize the main suggestions, conclusions of the selected papers and documents in line with the steps of the strategic management process. In addition, I want to point out the core essence of the nonlinear management approach reflecting on the content of the literature. Finally, I analyzed the managerial responses of the Hungarian Blue Chip companies in line with the pandemic. The literature suggests a really wide range of solutions to handle the current situation affecting almost all of the most relevant strategy-making areas. The results show that the linear–nonlinear transformation has started in Hungary as well, but in many cases it is still in its infancy.

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Oso, Olusegun Bamidele, Oluwaseyi Inumidun Alli, Abdulraheem Olaide Babarinde, and Augustine Ifeanyi Ibeh. "Private Equity and Value Creation in Healthcare: A Strategic Model for Emerging Markets." International Journal of Medical and All Body Health Research 6, no. 1 (2025): 55–73. https://doi.org/10.54660/ijmbhr.2025.6.1.55-73.

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Private equity investments have emerged as a transformative force in healthcare, particularly in addressing challenges and opportunities in emerging markets. This paper introduces a strategic model designed to demonstrate how private equity can create substantial value within the healthcare sector. The model emphasizes three core pillars: portfolio management, operational optimization, and strategic exits. These elements are interwoven to achieve measurable social and economic outcomes, aligning investor objectives with societal needs. The portfolio management component focuses on identifying high-potential healthcare entities and fostering value creation through tailored investment strategies. By targeting hospitals, diagnostic centers, and technology-driven healthcare startups, private equity firms can enhance operational performance while scaling service delivery. Operational optimization is central to the model, leveraging advanced analytics, cost management frameworks, and digital transformation to drive efficiency and improve patient outcomes. This includes deploying innovative healthcare technologies, streamlining supply chains, and adopting best practices in governance to maximize organizational impact. Strategic exits, the third pillar, are designed to ensure sustained impact and profitability. The model proposes a dual approach, integrating financial returns with long-term social benefits. Successful exits, whether through initial public offerings, mergers, or strategic partnerships, are pivotal in attracting future investments and fostering trust within emerging markets. This strategic model underscores the critical role of private equity in bridging healthcare gaps and addressing disparities in underserved populations. By focusing on scalability, sustainability, and outcome-based performance, private equity can serve as a catalyst for transformative change in emerging markets. The integration of operational expertise, financial resources, and strategic oversight enables healthcare organizations to deliver quality care at an affordable cost while generating robust economic returns.

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Alamäki, Ari, and Pentti Korpela. "Digital transformation and value-based selling activities: seller and buyer perspectives." Baltic Journal of Management 16, no. 2 (2021): 298–317. http://dx.doi.org/10.1108/bjm-08-2020-0304.

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PurposeThis study aimed to examine the digital transformation of business-to-business (B2B) sales and its effects on the management of value-based selling.Design/methodology/approachThe study adopted a qualitative interview research design. A total of two participant groups—one consisting of sales management professionals and the other consisting of buyers—were created to conduct abductive data analysis to gain a new understanding of B2B sales management.FindingsAs a result of the digital transformation of sales, companies are shifting B2B sales towards value-based selling using a more proactive, continuous process wherein digital value co-creation activities play a big role. Similarly, their buyers now expect more proactive communication about new value propositions, but social media channels are of little importance to most B2B buyers. The management of digital value co-creation activities should be addressed from the sales ecosystem perspective, where non-sellers tend to have a strong role in communicating new value propositions.Research limitations/implicationsThere needs to be further research on digital value co-creation activities in the sales ecosystem, as value-based selling requires that selling organizations focus more on educational digital content marketing and engagement with non-sellers via both marketing and sales activities.Practical implicationsCompanies rarely exploit experts and project personnel when implementing digital sales strategies; however, they often meet with customers personally and network with them. This requires a broader perspective on sales management.Originality/valueThis is one of the first studies to explore the management of value-based selling from both seller and buyer perspectives.

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Rusly, Fariza Hanim, Yurita Yakimin Abdul Talib, Muhammad Rosni Amir Hussin, and Hafizah Abd Mutalib. "Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, no. 1 (2021): 126. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(126).

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Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

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Strozhemin, Oleksandr. "Rethinking Business Value: Why Innovation Must Be Customer Outcome-Oriented." American Journal of Management and Economics Innovations 07, no. 05 (2025): 33–38. https://doi.org/10.37547/tajmei/volume07issue05-03.

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such a discussion stems from the radical transformation in how the axiological essence of business activity is perceived in the context of digital transformation. The traditional paradigm, which links the effectiveness of innovation to internal growth metrics, is steadily losing relevance as attention increasingly shifts toward customer outcomes as the ultimate criterion of sustainability and meaningfulness of innovation. The objective of this article is to argue for a shift in evaluating corporate innovation activity through the lens of customer-centric outcomes, rather than viewing it solely in terms of technological advancement or financial indicators. The literature review reveals methodological discrepancies in how the concepts of “value” and “innovation” are interpreted, as well as the lack of a unified conceptual framework that could integrate behavioral, institutional, and digital dimensions of value creation. The absence of coherence in existing approaches complicates the practical application of research findings in strategic management. The analysis concludes that innovations which do not result in perceptible changes for the customer—whether behavioral, functional, or emotional—cannot be considered a sustainable source of business value. The scholarly contribution of this work lies in the systematization of conceptual approaches to value, as well as in identifying axiological conflicts present in the literature. The materials presented are intended to be of use to professionals in strategic management, business model developers, researchers in behavioral economics, and analysts working on product value and customer journey design.

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Kitsios, Fotis, and Maria Kamariotou. "Artificial Intelligence and Business Strategy towards Digital Transformation: A Research Agenda." Sustainability 13, no. 4 (2021): 2025. http://dx.doi.org/10.3390/su13042025.

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In the past decade, current literature and businesses have drawn attention to Artificial Intelligence (AI) tools and in particular to the advances in machine learning techniques. Nevertheless, while the AI technology offers great potential to solve difficulties, challenges remain implicated in practical implementation and lack of expertise in the strategic usage of AI to create business value. This paper aims to implement a systematic literature review analyzing convergence of the AI and corporate strategy and develop a theoretical model incorporating issues based on the existing research in this field. Eighty-one peer-reviewed articles were discussed on the basis of research methodology from Webster and Watson (2002). In addition to gaps in future research, a theoretical model is developed, discussing the four sources of value creation: AI and Machine Learning in organizations; alignment of AI tools and Information Technology (IT) with organizational strategy; AI, knowledge management and decision-making process; and AI, service innovation and value. These outcomes lead to both theoretical and managerial viewpoints, with extensive possibilities to generate new methods and types of management practices.

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ЛАВРЕНЕНКО, Валентина, та Марія ТЕПЛЮК. "СТРАТЕГІЧНЕ ПАРТНЕРСТВО В ЕНТРОПІЙНИХ УМОВАХ: НОВІ ПІДХОДИ ДО РОЗВИТКУ БІЗНЕС-МОДЕЛЕЙ ПРИВАТНИХ МЕДИЧНИХ КЛІНІК". Herald of Khmelnytskyi National University. Economic sciences 342, № 3(2) (2025): 316–20. https://doi.org/10.31891/2307-5740-2025-342-3(2)-48.

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The article analyzes the modern challenges faced by private medical clinics in an entropy-driven environment caused by pandemics, digital transformation, regulatory changes, and socio-economic instability. It demonstrates the decreasing effectiveness of traditional management models, which are being replaced by partnership-based forms of cooperation. The concept of strategic partnership is presented as a tool for risk reduction, innovation potential generation, and stable operation of medical institutions. Particular attention is given to network collaboration models between clinics, the IT sector, insurance companies, and the government. The advantages of transforming business models into open innovation ecosystems and service-oriented platforms are emphasized. The authors propose strategic management approaches based on synergy, digitalization, and adaptability. The practical value of the research lies in its applicability for planning partnership alliances and guiding digital transformation in Ukraine’s private healthcare sector. The study highlights the importance of an interdisciplinary approach to developing effective healthcare management strategies. Engaging stakeholders at various levels enables the formation of multi-format alliances capable of responding swiftly to crisis situations. Particular focus is placed on analyzing the risks and success factors involved in implementing new partnership models. The authors emphasize the need for regulatory support in the transformation of medical business models. The article serves as both a theoretical and practical foundation for designing innovative strategies for private medical business development under conditions of instability. In addition, the research underscores the importance of building long-term institutional alliances that can ensure not only economic efficiency but also the social responsibility of the business. The article also substantiates the relevance of creating medical innovation clusters as the basis of a new healthcare infrastructure. Strategic partnership is shown to facilitate the shift from isolated management practices to open value co-creation platforms. The need to adapt business models to regional disparities and unequal access to digital services is also emphasized. The results presented can be used in future studies on strategic management under entropy conditions.

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Melnyk, Olga, and Mariana Ruda. "Strategic aspects of digital business transformation." Management and Entrepreneurship in Ukraine: the stages of formation and problems of development 2024, no. 2 (2024): 196–209. https://doi.org/10.23939/smeu2024.02.196.

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The article formulates the essence of the concept of "digital transformation of business". The main strategic aspects of digitalization in the modern conditions of the functioning of international companies are substantiated. Based on the results of the research, the challenges of digital transformation were identified, and various types of digital business models were analyzed. The reasons that exacerbate problems in the field of digital transformation of business are formulated. Stages of the process of digital business transformation based on change management are recommended. The differences between digital marketing and digital branding are identified. Digital business transformation is the process of implementing digital technologies to improve all aspects of the company's activities, including optimization of business processes. Among the reasons that exacerbate problems in the field of digital transformation of business can be named: lack of a clear strategy and vision; employee unpreparedness; insufficient budget; cultural barriers; insufficient integration with existing systems; insufficient attention to cyber security; inadequate monitoring and evaluation. Digital business models have great potential to revolutionize almost all sectors of the economy. For companies that want to remain competitive, it is important to understand how to use digital technologies to create new value for customers and develop new business models. The use of digital marketing and branding tools is about strategic, customer-driven business transformation that requires end-to-end organizational change as well as digital adoption. Digital transformation drives the organization to better manage change as a whole, essentially making change a core competency as the enterprise becomes customer-centric system. Digital transformation has become an integral part of modern business. It allows companies to adapt to rapidly changing market conditions, improve operational efficiency and create new opportunities for growth and scaling. Companies that do not adopt digital technologies risk being left behind by their competitors. Digital tools allow to optimize business processes, improve the quality of products and services, as well as offer customers new opportunities, improve communications with them, and create a more personalized experience for customers. Automation of routine tasks, optimization of business processes, use of cloud technologies – all this allows to reduce costs and increase productivity. At the same time, digital technologies (AI, Internet of Things) open up new opportunities for creating innovative products and services.

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Trofimova, Natalya N. "ORGANIZATIONAL TRANSFORMATION IN THE CONTEXT OF DIGITALIZATION: THE ROLE OF DATA IN STRATEGIC MANAGEMENT." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 5/1, no. 158 (2025): 67–75. https://doi.org/10.36871/ek.up.p.r.2025.05.01.008.

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The purpose of this article is to analyze the role of data as a strategic resource in the process of organizational transformation in the context of digitalization, as well as to identify the key factors contributing to a successful transition to data-driven management. The article considers the theoretical foundations of digitalization and the concept of data-driven organization (DDO). Based on existing research, the concept of digital transformation and features of data-driven organization are described. Transformational changes in the structures, processes and culture of organizations caused by the increasing role of data are analyzed. Changes in business models, management, structure and culture caused by digital technologies and the growth of data are considered. Mechanisms for integrating data into strategic management and decision-making processes are studied. The process of recognizing data as a strategic resource is disclosed in detail, including in the context of the theories of Grant and Mintzberg. It is also discussed how data becomes the basis for creating value and competitive advantage. The main challenges and barriers faced by organizations in the transition to a data-oriented model are identified. The problems of small and medium-sized enterprises are particularly emphasized: limited resources, lack of knowledge, complexity of changes in organizational culture, etc. Recommendations for the development of a data-driven approach are formulated, taking into account organizational features and the level of digital maturity. The first principles (awareness of the value of data and its strategic role) are proposed, as well as alternative paths to transformation – through partnership with universities, mentoring, gradual development of competencies.

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Matzler, Kurt, Stephan Friedrich von den Eichen, Markus Anschober, and Thomas Kohler. "The crusade of digital disruption." Journal of Business Strategy 39, no. 6 (2018): 13–20. http://dx.doi.org/10.1108/jbs-12-2017-0187.

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Purpose This paper aims to help managers understand digital disruption and implement strategies that will support the digital transformation of companies. Traditional companies need to learn from disruptive ventures and reimagine their business models based on digitalization. Design/methodology/approach The study is based on multiple case studies of both disruptive startups and established organizations navigating digital transformations. Findings The authors introduce three levels of digitalization to build a framework of six different value creation stages that result from digitalization. Companies need to create digital products, enhance their processes with digital technology and most important reimagine their business models. Practical implications Managers receive guidance on how to deal with digital disruption. They can learn from pathfinding companies that successfully leveraged digital technology to create and capture new value. Originality/value The original contribution of this paper is a simple and useful framework to understand and leverage digital disruption.

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Zhao, Xinpeng. "The Impact of Digital Transformation Strategy of Manufacturing Enterprises on Digital Innovation Performance." International Business & Economics Studies 6, no. 3 (2024): p77. http://dx.doi.org/10.22158/ibes.v6n3p77.

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The digital transformation of manufacturing enterprises is in full swing. In practice, they often face the problems of resource constraints, lack of digital capability and changing environment, which leads to the dilemma of digital transformation. This paper uses the exploratory case study method to construct the strategic construct of digital transformation of manufacturing enterprises: The process of transforming enterprise strategy by applying digital technology under the leadership of senior management is an all-around transformation of enterprise organizational structure, operating process, business model and value creation mode. Case studies define the core concepts of this paper and discover the direct role of digital transformation strategy on digital innovation performance, the mediating role of resource patchwork and the mediating role of digital empowerment. Based on the results of case analysis and existing literature and theories, the research hypothesis is proposed and verified by empirical research. The results show that: (1) digital transformation strategy positively affects digital product and service innovation, performance and digital process innovation performance; (2) Environmental dynamics positively moderates the relationship between digital transformation strategy and digital process innovation performance, but has no significant positive moderating effect on the relationship between digital transformation strategy and digital product and service innovation performance. (3) Resource patchwork plays a partial mediating role between digital transformation strategy and innovation performance of digital products and services.

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Cozmiuc, Diana Claudia, and Richard Pettinger. "Consultants' Tools to Manage Digital Transformation." Journal of Cases on Information Technology 23, no. 4 (2021): 1–29. http://dx.doi.org/10.4018/jcit.20211001.oa7.

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Digital transformation since year 2010 has provided a huge worldwide market with digital consultants as top players. Digital transformation is a socio-economic phenomenon subject to lengthy surveys and actual cases on behalf of digital consultants between 2010-2020. By the end of the 2010s, digital transformation management has been reviewed in scientific journals. This is an instrumental case study about digital transformation at PWC, Siemens and Oracle as digital technology providers and consultants. Worldwide digital technology induces digital transformation with the purpose of value creation, motivating companies. Digital consultants are top players. Digital transformation frameworks and digital maturity studies show the dimensions, stages and scales of digital transformation. Roadmaps, programs, projects guide the specific steps from one maturity stage to the target. Business cases are used to compute customer value. Customer value is stipulated in customer contracts in as a service business models. Digital transformation solutions are marketed using these tools.

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Shen, Yuxi. "The Practical Logic of School-domain Digitization Construction in Promoting the Public Value Creation of Student Organizations." Journal of Higher Education Teaching 1, no. 4 (2024): 225–32. http://dx.doi.org/10.62517/jhet.202415435.

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Since the 21st century, the development of the new generation of information technology has triggered round after round of technological revolution. The new application and new mode based on digital technology have brought great convenience to people, and have also brought great influence on the development of human society and people's way of life and mode of production. However, with the rapid development of digital technology, the main social contradictions, development stage and development tasks are also undergoing profound changes. How to give full play to the existing organizational advantages and digital resources to cope with digital challenges and create public value has become a problem that all social organizations need to think about in the new era. As the cradle of training reserve forces, the digital construction of colleges and universities is not only an important part of the process of national digital transformation, but also reflects China's ability to respond to digital challenges in the future. College student organizations has similar to the Chinese local compartmentalization relationship. As a semi-autonomous group, the organization has relatively fixed and complete management system and organization form, and has good flexibility and high ability of accepting external things and technology. Therefore, it has certain similarities and particularity with ordinary social organization. From the perspective of public value creation, based on Moore's strategic triangle, combined with the organizational characteristics of current university student organizations, this paper constructs a triangular model of public value creation of school students' organization under the background of digital construction. Trying to clarify the ideas and practical logic of public value creation of university student organizations under the digital construction through the construction of the model. The research results are replicable, and can provide some theoretical support and inspiration for the social organization under the digital transformation.

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Lee, DonHee, KiJoo Kim, and Jaehoon Whang. "Operational Strategy for Implementing Digital Transformation in the Manufacturing Industry: The Direct to Consumer(D2C) Approach." Korean Production and Operations Management Society 33, no. 2 (2022): 179–200. http://dx.doi.org/10.32956/kopoms.2022.33.2.179.

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The purpose of this study is to review how companies successfully implemented customer- oriented D2C (direct-to-consumer) operations management and analyze the D2C operational characteristics of these firms. Specifically, the study focused on case analysis of three companies that switched their sales approach to D2C and examined the consequences of this change in three areas: customer problem solving, centralization strategy, and purchasing strategy for value creation. First, the study revealed that all three case companies applied the D2C operational management strategy to effectively respond to customer requests. Second, since online platform operations of the firms were similar, a centralization strategy should be pursued with differentiated product composition or service for each company. Third, the three companies should have considered communication with customers through the purchasing process for value creation, which would have been an important strategy. Based on the case analysis, the following are suggested as four critical success factors for D2C operations management: implementation capability of advanced information and communication technology (ICT); data acquisition, analysis and utilization capability; agile response capability; and operations management capability. The results of this study provides strategic insights and basic guidelines required for D2C operations implementation to companies that are preparing or considering the transition to the D2C model.

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Traboulsi, Christelle, Moreno Frau, and Francesca Cabiddu. "Active seniors perceived value within digital museum transformation." TQM Journal 30, no. 5 (2018): 530–53. http://dx.doi.org/10.1108/tqm-11-2017-0155.

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Purpose The purpose of this paper is to answer fundamental questions on the perceived value of active senior visitors (55+ years old) in the context of cultural heritage sites, when using immersive technologies, conceptualizing technological experience by illustrating an extended space in the pre, during and post phases of visits. Furthermore, it will reveal a better understanding of digital transformation opportunities and risks in the tourism industry and its related sectors regarding active senior travelers and it will further provide some insights and tools that are required to follow. Design/methodology/approach Since the authors are studying a population that is thus far not fluent in the means of digital opportunities, the authors will conduct two semi-structured interviews before and after visits to the museums in order to lower the level of emotional bias responses. Moreover, observations of the participants’ interaction with technological devices will be assessed during their visit. Findings Current findings enrich the theoretical perspective of perceived value. First, they extend our knowledge on the perceived consumers’ value of active senior visitors in the application of immersive technologies pertaining to archeological museums. They also shed new light on the different dimensions of the perceived value (epistemic value, functional value, hedonic value and social value) of active senior visitors concerning museum transformation. Third, they provide an integrative framework for extending the boundaries of the museum technological visit experience, linking the pre-, during-, and post-visit phases. Research limitations/implications Having a longitudinal study that evaluates the same population of seniors over a longer period would enhance our understanding of perception and adoption behavior in non-users. It entails the dimensions that are necessary from a theoretical and managerial point of view, thus contributing to strategic planning for museum managers who are planning on going digital in the coming years aiming at creating further value and satisfaction for their active senior visitors to cultural heritage sites. Originality/value The majority of research concerning technological developments and experiences to date has focused on holistic views studying different stakeholders’ perspectives or on digital natives’ perception regarding museum digital transformation. However, only few studies have evaluated the perceived value of active senior travelers and their overall satisfaction when visiting museums that became digital.

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Kadykova, Iryna M., and Dmytro I. Babenko. "The Latest Trends in the Development of Strategic Management." Business Inform 8, no. 559 (2024): 413–21. http://dx.doi.org/10.32983/2222-4459-2024-8-413-421.

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The work is devoted to the study of the main modern global trends in the development of strategic management of organizations, which is relevant in the context of rapid changes in the market, the development of new technologies and management methodologies, as well as the growing requirements for business flexibility and adaptability. The article highlights the main latest trends in strategic management: digital transformation, sustainable development, agile management. When considering the impact of digital transformation, special attention is paid to the impact of the development of the IT industry on staffing and information support for the strategic management of enterprises and organizations. A matrix of competencies for new positions (Data Engineer, BI-specialist, Data Scientist, Data Analyst) in strategic management has been built. A new interpretation of the data-driven decision-making as a process of using data to adjust business strategies and effective decision-making is considered. When disclosing the content of the trend of sustainable development in strategic management, emphasis is placed on hybrid organizations and non-economic components of their activities. A definition of the sustainable development project and the sustainable development program on the basis of the developed conceptual model LRNG is proposed. Hybrid organizations implement sustainable development projects, combining the creation of social/environmental value and ensuring economic attractiveness. The LRNG model provides for positioning based on qualitative assessments of the effects of a project/program of sustainable development on the matrix «importance/strength of the effect» with the construction of his/her profile with differentiation by types of effect (local, regional, national, global). The authors also emphasize that the trend towards «agile management» has been noticeable over the past decade, and today in strategic management special attention is paid to such a component of it as compliance management.

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Baranova, Valeria, and Krystyna Dvornyk. "Digitalization of risk management: a new vector of strategic success and sustainable development." Financial and credit systems: prospects for development 2, no. 13 (2024): 132–44. http://dx.doi.org/10.26565/2786-4995-2024-2-12.

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The digital transformation of business contributes to the growth of productivity in all sectors of the economy, creating additional value for consumers, optimizing the internal business processes of enterprises and reducing costs. In socially significant sectors, digital transformation contributes to solving social problems, improving access to public and social services. The rapid advancement of technology and the growing complexity of the business environment make effective risk management a critical factor for the strategic success of enterprises in all sectors of the economy. Especially important in this context is the transformation of traditional methods of risk management with the help of digital tools and data analytics. The implementation of digital technologies in the process of risk management can become decisive for achieving competitive advantages and ensuring sustainable development in Ukraine. The article describes the main principles of digital risk management; methods of risk management are explored through the selection of options with sustainability in mind; modern practice is considered and information management tools are analyzed. In the framework of the conducted research, foreign experience was considered; and also, with the help of the analysis of the "EBIOS RM" method, recommendations were formulated regarding the subject area of the study. Detailed attention is paid to the current state of the information technology industry in Ukraine and the identification of key problems of information management. Effective information management mechanisms were analyzed and digital risk management tools were systematized.

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Vorontsova, Yu V., and V. N. Baranov. "Transversal approach to digital risk management." E-Management 3, no. 4 (2021): 49–56. http://dx.doi.org/10.26425/2658-3445-2020-3-4-49-56.

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The article presents a brief overview of digital risks, since their management is an integral part of business management. Digital transformation opens up incredible opportunities for both organizational growth and value creation. However, none of these opportunities can be realized without taking into account the associated risks. An increasing number of organizations are becoming vulnerable to certain types of digital threats. Risk management is critical to the sustainability of an organizations, and understanding risk areas is critical to identifying and eliminating all the risks that an organization may be exposed to in a digital environment. For effective management of digital risks, the authors highlight those their areas that seem to be the most significant.The paper emphasizes three approaches to mitigating digital risks: tactical, operational and strategic. When studying the main areas of the emergence of digital risks in an organization, the authors concluded that it is necessary to develop a universal approach to creating an effective risk management mechanism in the digital environment. Within this approach, the article formulated the main stages of digital risk management.As an effective toolkit in managing digital risks of an organization, the paper proposes to use a transversal approach, that is, the organization of such connections, interaction and cooperation between individual employees and divisions of the organization, which allow you to effectively implement processes associated with risk identification, their analysis, and decision-making aimed at minimization of possible negative consequences of already occurred risk events. At the same time, effective management of digital transformations to ensure cross-functional synergy presupposes the elimination of risks arising from interdependent processes. The study also proposes to develop a digital risk management strategy based on a transversal approach in integration with the digitalization strategy already being implemented in the organization. This approach will allow the organization to feel more confident in the future when implementing and using innovative technologies to solve the problems it faces.

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Filipovska, Olivija. "General Aspects of Bank Strategy on the Digital Transformation in North Macedonia." Zagreb International Review of Economics and Business 26, no. 2 (2023): 203–14. http://dx.doi.org/10.2478/zireb-2023-0021.

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Abstract Change management in banking becomes more complex with a strong accent on the non-financial aspects to preserve sustainable development. The objective of this research paper is to promote powerful market interactions in the evolution of banking business models by exploiting the business model canvas method. The major banking business models in North Macedonia, identified by the method of cluster analysis in this paper were analyzed from the marketing perspective in order to present a generalized canvas of the commercial banking digital transformation aspects and strategy at the country level. The analysis was conceptualized over eight key strategic aspects. The visualization method was chosen to approach the relevance of stakeholders in the banking strategy and the value creation for society. Finally, this study concludes with the existence of substantial digitalization capacity of the banking institutions in North Macedonia, confirming its positive linkage with size, social responsibility, and international aspects.

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Abdullaev, Alisher Makhmudovich, and Khaetjon Bahromjon ugli Artikov. "MODERN LANDSCAPE OF STRATEGIC PLANNING OF INDUSTRIAL ENTERPRISE DEVELOPMENT IN THE CONDITIONS OF DIGITALIZATION." Nazariy va amaliy tadqiqotlar xalqaro jurnali - International journal of theoretical and practical research 3, no. 2 (2023): 11–27. https://doi.org/10.5281/zenodo.7699494.

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<em>In the conditions of the digital revolution, industrial enterprises find themselves in the middle of the digital value chain. At the same time, digital transformations have already touched both the initial links of such a chain through cooperation or cooperation and logistics, and the final links of such a chain. With this view of the value chain, we see that if industrial enterprises do not take abstract: The article considers modern directions of improving strategic planning and management at industrial enterprises of Uzbekistan. Keywords: industry, digitalization, digital economy, strategic planning, management. The control over the creation of value will be in the hands of the initial or final links. The article considers modern directions of improving strategic planning and management at industrial enterprises of Uzbekistan. В условиях цифровой революции промышленные предприятия оказываются в середине цифровой цепочки создания стоимости. При этом цифровые преобразования уже в достаточно большом объеме коснулись как первоначальных звеньев такой цепочки через кооперацию или сотрудничество и логистику, так конечных звеньев такой цепочки. При таком взгляде на цепочку создания стоимости мы видим, что если промышленные предприятия не предпримут значительных шагов по цифровизации, то контроль за созданием стоимости окажется в руках начальных или конечных звеньев. В статье рассмотрены современные направления совершенствования стратегического планирования и управления на предприятиях промышленности Узбекистана.</em>

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SCHACHTNER, Christian. "Wise Governance – Elements of the digital strategies of municipalities." Smart Cities and Regional Development (SCRD) Journal 6, no. 2 (2022): 23–29. http://dx.doi.org/10.25019/scrd.v6i2.126.

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The innovation fields of municipalities are based on the creation of added value for the local population by creating a portfolio of digital implementation projects as a "proof of concept". The Objective of the research project is focussed on answers to the questions of Strategies on multi-time acceptable and responsible governance standards in a portfolio of data-based, bureaucracy-reducing and trend-based topics. The Prior work serves the elements of Open Data, Public Value Modeling, Business Process Optimization, Public Corporate Responsibility and Digital Leadership in a holistic orientation question of municipal departments. The Approach are adjusting screws in the interaction of control options from the spectrum of local governance. Between different surveys there are relationships and effects. The Results show that basic prerequisites at the level of values, competencies and management are necessary in order to effectively implement targeted instruments of digital transformation in everyday life. Transparency tools and creativity technology support the introduction of targeted governance. The Implications of this interdisziplinary project should give an impact to academics in the public management and data sciences as well as specialists of leadership and strategic management. For practioneers and leaders of municipalities the possibilities of wise governance should get visual. The Value of the paper lies in the direction of the tension between stable efficiency measures and visionary holisticness of adoption capability of ambiguous requirements in the public sector.

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Carujo, Sofia, Pedro Fernandes Anunciação, and João Rocha Santos. "The Project Management Approach. A Critical Success Factor in Digital Transformation Initiatives." Economics and Culture 19, no. 1 (2022): 64–74. http://dx.doi.org/10.2478/jec-2022-0006.

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Abstract Research purpose. The main objective of this work is to highlight the adoption of project management practices in companies’ digital transformation initiatives as a critical success factor. Thus, on the one hand, we will seek to systematize the importance of project management practices in the digital transformation of economic organizations and, on the other hand, analyze them based on a digital transformation project of one of the largest publishing groups in Portugal. Having previously studied the process of digital transformation of the warehouse through the adoption of a Warehouse Management System, it is now important to analyze to what extent the transformation process was successful and to what extent the management as a project contributed to the achievement of the intended objectives and generated economic value. Design / Methodology / Approach. The first part of the study was carried out through surveys to managers for a general characterization; the second part through the adoption of the focus group technique for analysis and study in greater depth of a case study. In the first phase, the focus group adopts semi-structured interviews with the different managers of the group’s different companies and respective departments. In the second phase, a joint reflection on the organizational and economic value creation was developed based on the different existing perspectives of the digital transformation project. This reflection allowed a more objective analysis of the results obtained, the adequacy of management options, and the deviations. Findings. Technologies analysis investment is a management principle, and the project management approach facilitates this practice. It is essential to carry out a careful project management approach and analyze the economic and financial viability of the investment. The disruptive changes associated with digital transformation make it difficult, and it is not easy to achieve the strategic objectives associated with these investments. So, the adoption of a project management approach seems to be critical for the success of the implementation of digital transformation initiatives. The current study highlights three critical aspects in the global assessment of IST investment: the importance of analyzing the objectives achieved; the importance of economic and financial analysis in determining the return on investment; and the relevance of the analysis being carried out by the stakeholders involved as a way of perceiving, individually and collectively, the diversity of the benefits achieved. Originality / Value / Practical implications. The digital transformation of companies is a current reality and justifies a project approach to guarantee success in economic and organizational initiatives. However, it is important to analyze how management adopts the associated practices and whether it is aware of the importance of evaluating the intended results.

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Chobitok, Ihor O. "Strategic Management of Industrial Enterprises in the Context of Digital Transformation: A Scientific and Theoretical Approach." Business Inform 12, no. 539 (2022): 120–26. http://dx.doi.org/10.32983/2222-4459-2022-12-120-126.

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The purpose of the article is to form a scientific and theoretical approach to the strategic management of industrial enterprises in the context of digital transformation in the current turbulent conditions of economic management. The article defines that in the turbulent conditions of the present day, digital technologies are one of the main drivers of growth and technological development of the world economy, economies of countries, and industrial enterprises. The introduction of digital technologies contributes to increasing the competitiveness of various sectors of the economy, creating new business opportunities in terms of connecting to digital global value chains, the emergence of new markets and segments, as well as the accelerated introduction of new digital goods into society. The search, selection, development and adaptation of methods for shaping the strategy of an industrial enterprise in the context of digital transformation is very relevant and in demand, and digital strategy tools are the most important intangible asset of an industrial enterprise. As a result of the study, it is proved that digital transformation contributes to the development of new business models, allows to join forces to create innovation, invest, search for employees, partners, resources and markets. Digital technologies can play a key role in training employees, sharing knowledge, implementing innovative ideas, as well as in the development of socioeconomic spheres of society. An important role in the process of strategic management of industrial enterprises in the context of digital transformation is played by: politics, legal norms, traditions and culture, the achieved level of economic development, the level of education, its own technological power and many other factors.

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Mariam, Siti. "Building Competitive Advantage Through Information Technology Integration in Marketing and Branding Management Strategies." Golden Ratio of Mapping Idea and Literature Format 4, no. 2 (2024): 111–39. http://dx.doi.org/10.52970/grmilf.v4i2.356.

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This study delves into the crucial role of information technology (IT) integration in marketing and branding management strategies, highlighting its significance as a pivotal element for businesses aiming to secure a competitive edge in the rapidly evolving digital landscape. In an era marked by digital transformation, the confluence of innovative IT solutions with traditional marketing and branding frameworks emerges as a strategic necessity for companies navigating the complexities of today’s marketplace. This research posits that such integration is instrumental in revolutionizing how organizations communicate with their target audiences, offering new pathways for differentiation and value creation. Exploring the paradigm shift induced by the advent of digital platforms, social media, and data analytics, the paper examines how these technologies have expanded the opportunities for businesses to engage with consumers on a more personalized and impactful level. It asserts that the digital transformation enables the harnessing of data-driven insights, thereby optimizing marketing strategies, brand positioning, and customer relationships. This integration transcends operational enhancements, dictating the long-term success and sustainability of businesses through strategic necessity. Moreover, the study addresses the dynamic and ever-evolving nature of digital technologies, emphasizing the importance of agility and innovation in exploiting new tools and platforms to maintain competitive superiority. It explores the potential of artificial intelligence, blockchain, and augmented reality in enhancing marketing effectiveness and brand appeal. However, it also acknowledges the challenges inherent in IT integration, such as data privacy, cybersecurity, and the need for continuous adaptation and employee skill development. Drawing upon theoretical frameworks and practical case studies, this research aims to provide a comprehensive analysis of the role of IT in enhancing marketing and branding strategies. It seeks to offer insights into the latest trends, challenges, and opportunities within the digital marketing landscape, facilitating a deeper understanding of how businesses can leverage technology to foster a sustainable competitive advantage. Ultimately, this paper endeavors to illuminate the strategic importance of IT integration in marketing and branding, guiding businesses towards more effective and innovative practices in the digital age.

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