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Zeitschriftenartikel zum Thema "Digital organization culture"
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Saputra, Nopriadi, und Reni Hindriari. „Leading Digital Transformation: Developing Self-Regulating Actors in Digital Organization“. 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, Nr. 1 (09.12.2020): 28. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(28).
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Digital technology provides opportunities for organizations to grow exponentially by eliminating the distortions and other damaging effects on hierarchical organization. Old industrial organizations would be eaten by a new digital one. Many established firms aware that digital technology can help them doing the businesses with faster responses in lower costs and serve the customers rooms for designing and making customized products collaboratively. Many start-up companies realize that digital technology for create products with newly business model which disrupt the current way of doing business and take engaged customers away from the firms that cannot adapt. Being digital organization for every firms is strategic issue. Transforming the old hierarchical organization to become digital organization must be tackled appropriately in holistic perspective. Digital technology has been changing the way we view the organization from hierarchical system to actor-oriented architecture. In actor-oriented architecture, organization is populated by individuals who capable to work and collaborate in self-regulating mode. For developing self-regulating actors, this study used organizational behaviour approach. Required skill development for being self-regulated actors is influenced by individual, group, and organizational factors. This study aimed to elaborate the impact of digital skill of individual employee, digital leadership of direct supervisor, digital mindset of top management, and digital culture on self-regulating actor development. Keywords: digital organization, digital leadership, learning culture, digital mindset, digital skill
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Lei, Pan, und Emily B. Tan. „Applying Digital Arts Experience to Strengthen the Organizational Culture in Higher Education During the Pandemic“. International Journal for Innovation Education and Research 9, Nr. 5 (01.05.2021): 169–73. http://dx.doi.org/10.31686/ijier.vol9.iss5.3080.
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During the COVID-19, schools were faced with changes in organizational culture under the digital education model. It is a new challenge facing higher education universities to promote cultural competitiveness, enhancing the confidence of educators in organizational culture, and communicating the cultural atmosphere to educators through digital technology. This concept paper mainly emphasizes the introduction of Digital Arts experience into organizational culture, thereby enhancing the appeal of the university organizational culture. This requires the university to combine both ideology and technology, highly advocating the organization's core concept through the global digital trend during the pandemic. This concept paper provides a new perspective of change for constructing organizational culture in universities facing education and digital challenges during the pandemic. The Digital Arts experience will be an essential part of the global university organization culture after COVID-19.
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Saputra, Nopriadi, und Aldy Maulana Saputra. „Transforming into Digital Organization by Orchestrating Culture, Leadership, and Competence in Digital Context“. GATR Global Journal of Business and Social Science Review (GJBSSR) Vol. 8(4) OCT-DEC 2020 8, Nr. 4 (19.12.2020): 208–16. http://dx.doi.org/10.35609/gjbssr.2020.8.4(2).
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Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, M14 Keywords: Corporate Culture, Leadership, Digital Competence Reference to this paper should be made as follows: Saputra, N.; Saputra, A.M. (2020). Transforming into Digital Organization by Orchestrating Culture, Leadership and Competence in Digital Context, GATR Global J. Bus. Soc. Sci. Review, 8(4): 208 – 216. https://doi.org/10.35609/gjbssr.2020.8.4(2)
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Kurniasih, Denok, und Anggara Setya Saputra. „Mendesain Ulang Organisasi Pelayanan Publik Melalui Digitalisasi Proses Bisnis“. Jurnal Ilmu Administrasi Negara ASIAN (Asosiasi Ilmuwan Administrasi Negara) 5, Nr. 2 (02.04.2018): 21–30. http://dx.doi.org/10.47828/jianaasian.v5i2.2.
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This study aims to analyze the design changes of public service organizations by taking cases on licensing service organizations in Banyumas Regency. The results show that merging and pruning organizational structure becomes the only way in organizational design changes. This has led to public service organizations stuck on simplifying organizational structures and neglecting business processes. Therefore, through this research obtained an explanation of the importance of redesigning public service organizations by prioritizing the simplification of key business processes within the organization. The integrated organizational design becomes the best choice to realize more responsive and accountable public services. To integrate the process of integration between units within the organization, technology plays a very important role. Any organization that wants to go forward needs to develop a digital-based organization design rather than using a hierarchical mechanism for control and coordination. Such designs require strategic alignment and the culture of digital technology within the organization. The "actors-oriented" principle is central to the design of a digital-based integrated organization. If this is implemented correctly, then the workplace where the members of the organization are located can become more productive
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Saputra, Nopriadi, und Reni Hindriari. „Developing Self-Regulating Actors in the Pre-Digital Organization“. GATR Journal of Management and Marketing Review 6, Nr. 1 (07.03.2021): 44–55. http://dx.doi.org/10.35609/jmmr.2021.6.1(5).
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Objective - Developing self-regulated actors in digital transformation of pre-digital organization is a critical and strategic issue. This article aims to examine and explain the historical development of self-regulated actors from an organizational behaviour perspective. By testing the impact of digital skill individually, digital leadership as group factor, and digital culture and digital mindset as organizational factors on self-regulating actor development, this article will gain insightful understanding in leading digital transformation. Methodology/Technique - This article is based on a cross-sectional study which involved 321 permanent staff or employees of the leading state-owned company in the Indonesian pharmaceutical industry. The collected data is structured and analysis with SmartPLS version 3. 0 as PLS-SEM application. Findings - The analysis results explain that self-regulating actors are influenced by digital skills, digital leadership, and digital culture directly, but are influenced by digital mindset indirectly. Digital mindset of top management teams will impact on self-regulated actor development, if it is directed to strengthen digital culture, then digital culture will impact on digital skills. Novelty - Digital culture impacts self-regulating actor development more directly than digital mind set of top management team in the pre-digital organization. By impacting digital culture, digital mindset of top management will impact self-regulating actor development. Type of Paper: Empirical. JEL Classification: L16, M14. Keywords: Corporate Culture; Self-Regulated; Leadership; Digital Competence Reference to this paper should be made as follows: Saputra, N; Hindriari, R. (2021). Developing Self-Regulating Actors in the Pre-Digital Organization, Journal of Management and Marketing Review, 6(1) 44 – 55. https://doi.org/10.35609/jmmr.2021.6.1(5)
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Firsova, S. V., O. M. Danilina, A. A. Dashkov und V. Yu Pokazanyev. „Culture as an attribute of digital transformation“. Digital Sociology 4, Nr. 1 (29.04.2021): 4–11. http://dx.doi.org/10.26425/2658-347x-2021-4-1-4-11.
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The article comprehends the concept of digital culture that appeared with the beginning of the information/digital era at the end of the last century. The paper considers digital culture from the point of view of the general resource of the knowledge society and as a new social ecology that determines the experience and capabilities of people at the present time, when the digital network environment has brought new practices, opportunities and threats. Speaking about culture in the context of information and communication technologies, the authors emphasize that its influence is even more significant, since the way it is used can affect the change in the essence of our communication and cultural models and become a support for the digital transformation of organizations. Digital culture is understood as the way that society uses to receive and process information. It is required to comprehend and create a new digital culture as a guarantor of the implementation and adoption of changes in the context of widespread digitalization and rethinking of business processes, distribution channels and relations with consumers, leading, in turn, to a change in the value proposition and the consumer segments themselves. Based on the analysis, the authors formulate and substantiate five main reasons why building a digital culture should become a key problem for the successful development of any organization: 1) digital transformation will not be complete without the development of a thriving digital culture; 2) insufficient organizational culture is detrimental to success in the digital age; 3) a strong digital culture is a competitive advantage for an organization; 4) a strong digital culture is the key to business longevity; 5) using a digital culture can increase employee engagement in the work process.
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Legrady, George. „Culture, Data and Algorithmic Organization“. Leonardo 45, Nr. 3 (Juni 2012): 286. http://dx.doi.org/10.1162/leon_a_00378.
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The author presents his interactive digital installations of the past decade, featured in museums, media arts festivals and galleries, that engage the audience to contribute data that is then transformed into content and visually projected large scale in the exhibition space. Collected over time, the data occasions further data-mining, algorithmic processing, with visualization of the results.
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García Gutiérrez, Antonio. „Desclassification in knowledge organization: a post-epistemological essay“. Transinformação 23, Nr. 1 (April 2011): 05–14. http://dx.doi.org/10.1590/s0103-37862011000100001.
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The contents of the digital network stem from different forms, logics and cultures of knowledge. Once on the Net, however, they are all submitted to unifying formats and logics provided by digital technology itself. A technology is, first of all, the product of a given culture. Every culture and identity classifies and names all kinds of material and symbolic objects. Nowadays, the West is the one culture that has taken upon itself the task of global classification supported by its own digital networks. Classification is an epistemological tool provided by modern rationality whose internal structures and modes of inference are derived from metonymic, dichotomic and analogical reductions of the diversity of current worlds. In this paper, a kind of practical Hermeneutics, called "declassification", is introduced and proposed as the route to a knowledge which overcomes organizational epistemology. Declassification is an open system that installs logical pluralism in the core of understanding and enunciation processes through meta-cognitive tools.
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Moore, Helena. „As learning systems go digital and social, can we keep up?“ Development and Learning in Organizations: An International Journal 28, Nr. 6 (30.09.2014): 18–20. http://dx.doi.org/10.1108/dlo-09-2014-0061.
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Purpose – This case study aims to show how one award winning organization, Bromford in the UK, has engaged with and implemented multiple social media strategies that have positively impacted the very fabric and culture of the organization. Design/methodology/approach – The author shares the lessons learned in Bromford’s social media journey so far – a journey that has resulted in numerous social media awards. Findings – The article describes the impact that social media has had on the organization in five areas: internal relationships; working with suppliers; leadership development; what the organization now measures; and organizational culture. Originality/value – This paper will be of value to all directors, leaders, managers and learning and development (L&D) professionals who are grappling with the rapid changes brought about by the ever-moving social media landscape. The experiences and advice of the author are shared in an accessible and practical way.
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Svarytė, Laura, Inga Staškevičiūtė-Butienė und Dino Mujkic. „THE COMPARATIVE ANALYSIS OF THE MANAGEMENT CULTURE IN BASKETBALL CLUBS“. Laisvalaikio tyrimai 1, Nr. 7 (2016): 1–11. http://dx.doi.org/10.33607/elt.v1i7.229.
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Relevance. Sports organizations differ in part from other organizations in their specific activities, management models and the final result of aspiration. One of the most effective and successful sports organization principles is good sports results, continuous, purposeful sports management, and organizational work. Under changing market conditions, many sports organizations are forced to find ways to improve their performance. For sports organization's objectives, of great importance are teamwork, combining human skills, thinking and other factors into a single whole –a target. However, many sports organizations focus on their operational efficiency by the results, and rarely provide different evaluation standards. Therefore, it is important to investigate what determines successful, efficient sports organizations’existence and survival. This article intends to link the sports club management culture with it sachievements –operational efficiency.Research aim was to distinguish the elements of management culture and perform basketball club management culture comparative analysis. Methods. The study employed a structured questionnaire which consisted of 146 statement sand 6 demographic questions. By using Cronbach’salpha coefficient the reliability of the questionnaire (0.987) and the internal consistency of this questionnaire were validated. Two basketball teams of women and men were investigated. Each team had 15 athletes and five administrative (coach, doctor, physical fitness coach, director, president) members. Results showed that substantial differences in management culture were not observed, but the difference emerged comparing results by position: the players assessed management culture worse than the administration. Regardless of the team, the administration was inclined to consider the management culture more positively than the players. Analyzing the elements of management culture, it became clear that the biggest differences in management culture emerged in organizational learning and systemic thinking. The study revealed the leadership of the dominant group. Also, the results of analysis showed that the players were not interested in improving the efficiency of the organization because their goal was to strengthen teamwork and individual game results.In both cases management culture was assessed similarly (club I collected 4.53 points overall, club II–4.57). Regardless of the club, the players were inclined to be more skeptical about basketball team management culture and its individual elements than the administration. The management culture was rated according to seven components and organizational openness in both clubs was assessed as the weakest, but club II assessed systemic thinking as the best, and club I assessed organizational intelligence as the best.Conclusions. Organizational culture and management culture are essential and integral elements for effective sports performance. Organization culture consists of values, behavior al norms, traditions, dedication, loyalty, and employee behavior; co-operation with each other is all that is necessary if the team wants to be effective and viable. Sports organization requires management culture, which includes its mission, vision, adaptation of the organization, effective participation in the organization.In order to improve management culture, it is advisable to take greater account of the external and internal openness to efficient club activities; to increase the players’involvement in the activities of the club and thus reduce the digital divide between the club’s players and management of the administration of cultural assessment
Dissertationen zum Thema "Digital organization culture"
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Nordström, Niklas. „Organizational culture in Slack : The relationship between organizational culture and digital collaboration tools“. Thesis, Karlstads universitet, Avdelningen för medie- och kommunikationsvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-72399.
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The purpose of this study was toexplore organizational culture in a digital context, so that a greater understanding of the relations between the two subjects could be developed. The interest for the subject came from reflections and observations obtained during a prior internship at a small organization using the digital collaboration platform Slack in their daily work. To answer the purpose of the study, one main research question; ‘What is the relationship between organizational culture and a digital communication platform as Slack?’ and two sub questions; ‘How is Slack used to solve problems with internal integration? and ‘How is Slack used to solve problems with external adaption?’ was formulated. The two sub questions came from an operationalization of Schein’s (2010, p.18) well used definition of organizational culture. By using the qualitative method netnography to study the behaviors and interactions of the members of a small organization through participating observations, in combination with the field notes and observations from the prior internship, the research questions were successfully answered. The results showed that Slack was used as a tool to maintain structure and order during problems with external adaption in form of a re-organization creating an unsecure time-period. Decrement in activity also showed that the usage of Slack was limited in time and easily could be exchanged, but that appreciated cultural rites and behaviors created from using it could live on outside of Slack. Results also showed that Slack successfully functioned as a tool to solve problems with internal integration. By allowing new members to efficiently come in contact with both the formal and informal cultural elements, the very essence of culture as in underlying assumptions was quickly taught. The efficiency of using Slack for internal integration was also shown to rely on a new possible problem in form of a disintegration between the private and work. The answer to the main research question was that Slack is an artifact, inhabiting other artifact, living in symbiosis with the organization. Even though Slack could help an organization to cope with problems of external adaption and internal integration, Slack on its own did not serve as a one single place for understanding and becoming a part of an organization and its culture, as the organization and culture still will live and develop outside of the digital medium.Syftet med den här studien var att utforska organisationskultur i en digital miljö, så att en ökad förståelse för de två ämnena kunde utvecklas. Intresset för ämnet kom från observationer och reflektioner införskaffade under en tidigare praktik på en mindre organisation som använde den digitala plattformen Slack i sitt dagliga arbete. För att besvara syftet med studien formulerades en huvudsaklig forskningsfråga; ’Vad är relationen mellan organisationskultur och en digital plattform som Slack?’, och två sekundära frågor; ’Hur används Slack som lösning för problem med intern integration?’, och ’Hur används Slack för att lösa problem med extern anpassning?’. De sekundära frågorna kom från en operationalisering av Scheins (2010, p.18) väl använda definition av organisationskultur. Den kvalitativa metoden netnografi användes för att studera beteende och interaktioner mellan medlemmarna i en mindre organisation. Genom deltagande observationer i kombination med fältanteckningar och observationer från den tidigare praktiken kunde forskningsfrågorna framgångsrikt besvaras. Resultatet visade att Slack användes som ett verktyg för att behålla struktur och ordning under problem med extern anpassning, uppkomna till följd av en omorganisering av företaget. En minskning av aktiviteten i Slack visade att själva användandet av Slack är kopplat till en viss tidsperiod och enkelt kan bytas ut vid förändrat behov, men också att uppskattade beteenden och riter skapade genom användandet av Slack kan leva vidare utanför mediet. Resultatet visade också att Slack framgångsrikt fungerade som ett verktyg för att lösa problem med intern integration. Genom att låta nya medlemmar effektivt komma i kontakt med både formella och informella kulturella element kunde själva essensen av kultur, underliggande förgivettaganden, snabbt läras ut. Effektiviteten av att använda Slack för intern integrering visades också föra med sig ett eget potentiellt problem, en upplösning av gränsen mellan privat och arbete. Svaret på den huvudsakliga forskningsfrågan var att Slack är en artefakt, innehållandes andra artefakter, som lever i symbios med organisationen. Även om Slack kan hjälpa en organisation att hantera problem med extern anpassning och intern integrering, fungerar Slack inte som en ensam källa för att förstå och bli en del av en organisation och dess kultur, eftersom organisationen och dess kultur alltid kommer att leva vidare och utvecklas utanför det digitala mediet.
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Anderberg, Kim. „Trefaldig symbios: Teknologi, Organisation & Covid-19. : En deduktiv studie som undersöker resultatet av en accelererad digital transformering“. Thesis, Malmö universitet, Fakulteten för teknik och samhälle (TS), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-44240.
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Organizations that adopt digital innovations are facing a digital transformation, which can cause complications if not implemented in a systematic and methodical way. Due to Covid-19 organizations have had to adapt their work structure to enable personal to work from home to ensure the health of staff and customers. Covid-19 also forced organizations to accelerate their digital transformation which have led to a stressful implementation of new technology. An accelerated transformation can result in minimal effects which in turn results in failure and the organization can suffer the loss of assets, skills, and income. This case study aims to investigate how an organization in the Swedish bakery market has handled an accelerated digital transformation due to external pressure from Covid-19. Also, the study aims to investigate which relationship in the model T-O-E has the greatest impact on the organization’s technology adaptation. Seven hypotheses and one null hypothesis were generated based on theory and previous research. To answer these, a web-based quantitative survey was conducted consisting of 59 questions, measuring 18-character traits, which in turn examine five dimensions, (1) the digital transformation process, (2) individual impediments, (3) the organization’s obstacles and opportunities as well as the competence and incompetence imbedded in the organization, (4) perceived usability and user-friendliness and (5) Covid-19. The questionnaire was then analysed to find mean, standard deviation, percentage, and correlation. The result show that the company has successfully accomplished the transformation and this despite that all theory goes against this accomplishment, and sates that an accelerated digital transformation would result in failure. Furthermore, the result show that external pressures (in this case Covid-19) in T-O-E had the greatest impact on the organization's success and was the reason that the implementation succeeded without major complications. It turned out that the degree of complexity of the technology played a big role in the company's success. Because if the technology had maintained a greater degree of complexity, the company would probably not have been as successful. In conclusion, the factor Organization played a crucial role in the adoption of the technology, because the management despite a forced accelerated digital transformation managed to generate a smart leadership and an ideal culture, that caused most of the staff to experience the transformation positively. The study shows that companies do not need strategic analysis to be successful in a transformation, but on the other hand, a threefold symbiosis of technology, organization & Covid-19 is required to succeed with a forced accelerated transformation.Organisationer som anammar digitala innovationer står inför en digital transformering, vilket kan ge upphov till komplikationer om det inte införs på ett systematiskt och metodiskt sätt. På grund av Covid-19 har organisationer fått anpassa sin organisation till arbeta hemifrån, för att säkerställa personalens och kunders hälsa. Detta har lett till att organisationer stressar med transformeringen vilket kan leda till att effekten blir minimal, som i sin tur resulterar i ett misslyckande och organisationen går miste om tillgångar, kompetens och intäkter. Denna studie syftar till att undersöka hur en organisation inom den svenska bagerimarknaden har hanterat en accelererad digital transformering på grund externa påtryckningar från Covid-19 och till att undersöka vilket förhållande i modellen T-O-E (technology-organization-environment) som har störst inverkan på organisationens framgång i transformationen. För att uppnå syftet skapades sju hypoteser och en nollhypotes utifrån teori och tidigare forskning. För att besvara dessa hypoteser och samla in data genomfördes en webbaserad kvantitativ enkät som bestod av 59 frågor, som mäter 18 karaktärsdrag, som i sin tur undersöker fem dimensioner, (1) den digitala transformeringsprocessen, (2) individuella mot-och medgångar, (3) organisationens hinder och möjligheter samt kompetens och inkompetens, (4) upplevd användbarhet och användarvänlighet och (5) Covid-19. Sedan analyserades enkäten för att hitta medelvärden, standardavvikelser, procentsatser och samvariationer. Resultatet visar att företaget har på ett framgångsrikt sätt lyckats med transformeringen och detta trots att all teori tyder på att en accelererad digital transformering inte skulle uppnå önskvärda resultat. Vidare visar resultatet att externa påtryckningar (i detta fall Covid-19) i T-O-E hade störst inverkan på organisationens framgång och medförde att implementeringen genomfördes utan större komplikationer. Det visade sig att teknikens grad av komplexitet spelade en stor roll i företagets framgång. Detta eftersom om tekniken hade erhållit en större grad av komplexitet hade troligen företaget inte varit lika framgångsrikt. Avslutningsvis spelade faktorn organisation en avgörande roll i adoptionen av tekniken, eftersom ledningen trots en påtvingad accelererad digital transformering lyckades generera ett smart ledarskap och en idealisk kultur som medförde att majoriteten av personalen upplevde transformeringen positiv. Studien visar att företag inte behöver strategiska analyser för att vara framgångsrika i en transformering men däremot krävs det en trefaldig symbios av teknologi, organisation & Covid-19 för att lyckas med en påtvingad accelererad transformering.
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Kakoulidis, Sharmineh, und Dekyi Hederstedt. „How the Covid-19 pandemic has affected the leadership and the direction of the organization“. Thesis, Mittuniversitetet, Institutionen för kvalitets- och maskinteknik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:miun:diva-42964.
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Syftet med denna magisteruppsats har varit att utforska hur Covid-19 pandemin har påverkat ledarskapet och organisationens riktning. Covid-19 pandemin har påverkar olika delar av ledarskapet. Resultaten visar tydligt att chefer känner sig överbelastade eftersom de måste hantera många administrativa uppgifter och alternerande möten. På grund av brist på tid och balans mellan arbete och privatliv har förmågan att ha en helhetssyn, tolka och ta in perspektiv utifrån och in och inifrån och ut varit en utmaning för ledarna. Resultatet indikerar även på behovet av tydliga kommunikationskanaler mellan ledarna, de anställda och deras kunder om vilka åtgärder som krävs för att anpassa sig till den nya situationen som pandemin har medfört. Under pandemin har organisationerna tvingats att vidta snabba åtgärder baserat på föreskrifterna och begränsningarna från Folkhälsomyndigheten och regeringen. Etablerade digitala kanaler har använts men nya digitala kanaler har behövts identifieras för att skapa interaktion och relationer inom organisationen samt med kunderna. Den snabba omvandlingen till den digitala världen har påverkat organisationens riktning att tänka annorlunda, vara mer flexibel och anpassningsbar till nya oväntade förändringar, såsom pandemin. Organisationerna har använt nyckelindikatorer för att identifiera och få en tydlig bild av hur pandemin har påverkat organisationens riktning internt och externt gentemot sina kunder. Denna nya digitala omvandling har också tvingat kunderna att gå in på nya digitala plattformar och interagera online med organisationerna. Den nya digitala medvetenheten från kunderna har framkallat nya digitala krav och tjänster som i sin tur har resulterat i behov av nya digitala självservice tjänster och en högre och starkare digital kompetens från organisationens kundtjänst. En bidragande diskussion till organisationerna och samhället är att hänvisa till begreppet lönsamhet som en värdeskapande effekt som är hållbar över tid, kopplad till tre element: ledarskap, organisationens riktning och kundbehov.The purpose of this thesis has been to explore how the Covid-19 pandemic has affected the leadership and the direction of the organization. The Covid-19 pandemic has affected various parts of the leadership. The results clearly indicate that managers feel overloaded since they have to handle a lot of administrative tasks and alternating meetings. Due to lack of time and balance between work and private life, the ability to have a holistic view, interpret and take in perspectives from outside-in and inside-out has been a challenge for the leaders. The results also indicated the need for clear communication between the leaders and the employees and their customers about what actions are required in order to adapt to the new situation that the pandemic has imposed. During the pandemic the organizations were forced to take fast action based on the regulations and restrictions from the Public Health Agency and the government. Established digital channels were used but new digital channels had to be identified to create interaction and relations within the organization and with the customers. The fast transformation to the digital world has affected the direction of the organization to think differently and be more flexible and adaptable to new unexpected changes, such as the pandemic. The organizations have used key indicators to identify and get a clear picture of how the pandemic has affected the direction of the organization internally and externally towards its customers. This new digital transformational shift has also forced the customers to enter new digital platforms and interact online with the organizations. The new digital awareness from the customers has induced new digital requirements and services which in turn have resulted in the need for new digital self-services and a higher and stronger digital competence from the organizations customer service. A contributing discussion to the organizations and to the society is to refer to the concept of profitability as a value-creating effect sustainable over time, connected by three elements: leadership, direction of the organization and customer need.
2021-06-06
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Mohialdeen, Haneen, und Johannes Draaijer. „Security Culture in Sweden with Focus on Digital Certificate Culture in Organizations“. Thesis, Linnéuniversitetet, Institutionen för datavetenskap och medieteknik (DM), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97573.
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Digital certificates lie at the heart of security where effective security culture enables digital certificates to be widely and properly deployed in organizations. Digital certificates provide a way to secure websites and bank transactions, digitally sign documents and emails, enable secure access to remote locations on the internet through VPNs by providing a means for authentication, authorization, confidentiality, integrity, and non-repudiation. In this thesis, the barriers to an effective digital certificate security culture and the possibilities of misuse or misconception of certificates on both client and server side are investigated by first testing 49 scenarios for misuse and three for misconceptions in the network laboratory in Linnaeus University and, then by conducting a survey designed based on the eight dimensions of the Security Culture Framework. Possibilities for misuse were discovered and described in a Functional Scope Model and the most common barriers were found to be lack of funding and awareness regarding digital certificates within organizations. Overall, it was found that there is high usage, willingness and motivation in regards to certificates in organizations in Sweden but the quality of the digital certificate security culture needs to be improved.
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Hartl, Eva [Verfasser]. „Organizational Culture in Digital Transformation : On the Objectives, Characteristics, and Implications of Digital Culture Change / Eva Hartl“. Berlin : epubli, 2020. http://d-nb.info/1216752737/34.
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Chiesa, Carolina Dalla. „A casa da cultura digital como uma tribo contemporânea : etnografando formas de sociação“. reponame:Biblioteca Digital de Teses e Dissertações da UFRGS, 2014. http://hdl.handle.net/10183/96868.
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O objetivo principal desse trabalho foi o de descrever e compreender a maneira pela qual se constituem em mantém-se as formas de sociação de uma organização chamada Casa da Cultura Digital em Porto Alegre (CCD). Para tanto, os objetivos específicos foram: descrever as sociabilidades e conflitos como formas de sociação; descrever as peculiaridades da forma se organizar da CCD; e, compreender os significados que a CCD tem para seus integrantes. Estes objetivos estão embasados nos direcionamentos das “lentes teóricas” utilizadas que buscam compreender os estilos de vida e as formas de viver em conjunto permeadas por uma saturação do indivíduo em meio às objetificações da vida moderna, as quais podem lhe constranger. Em certos casos, tais objetificações são chamadas de formas de sociação: maneiras pelas quais as pessoas associam-se umas com as outras e desenvolvem conteúdos – entendidos como motivações ou interesses – que se abrigam em uma determinada “forma”. Quando uma lógica racional-instrumental, que faz parte de tais objetificações, dá sinais de saturação, emerge uma forma de viver em comum estética, lúdica e presenteísta que, de certo modo, opõe-se às institucionalizações, ao gigantismo e ao imperativo da eficiência. Um exemplo dessa expressão acontece em tribos pós-modernas, as quais revelam um modo de ser e estar com os outros dotado de uma razão sensível. Neste trabalho, estão em foco estas duas noções: formas de sociação e tribos contemporâneas à luz do exemplo de uma organização de natureza associativa, que busca realizar eventos, palestras e encontros para informar a população sobre cibercultura, uso dos meios digitais e o universo hacker - não restrita a isso. A partir de uma aproximação etnográfica com esse campo, foi possível notar sinais de uma exacerbação das sociabilidades, dos conflitos e de algumas peculiaridades da forma de organizar as tarefas, tais como: a rejeição de formalizações, de hierarquias, certa aversão às relações demasiadamente monetarizadas, bem como o modo de uso dos espaços físicos e do ciberespaço. Tal forma de ser e de organizar-se revela aspectos de um grupo que busca expressar-se em sua criatividade, demonstrando, para além disso, uma tentativa de se opor às formas de trabalho centralizadoras e pouco criativas, formatando um espaço divergente. Nesse jogo de formas, entre proximidades e afastamentos, o sujeito mostra que quando não encontra a satisfação nos ambientes “tradicionais”, este busca maneiras de expressão concretizadas em uma organização que se aproxima da metáfora da tribo contemporânea, constituindo uma forma de sociação, a qual revela negações e rearticulações de formas de gestão.The main objective of this work was to describe and comprehend the way through which forms of sociation are constituted and maintained in an organization named Casa da Cultura Digital (CCD) situated in Porto Alegre. Thus, the specific objectives were: to describe sociabilities and conflicts as forms of sociation; to describe the peculiarities of the way CCD is organized; and, comprehend the meanings that CCD plays to its members. These objectives are based on the directions of the “theoretical lenses” which search to comprehend the life styles and forms of living together permeated by a saturation of the individual amidst the objectifications of a modern life, which can constrain him (SIMMEL, 2005b). In certain cases, these objectifications are named forms of sociation: manners through which people associate with one another and develop contents – understood as motivations and interests – that accommodate in a certain form. When an instrumental rationality, which is part of those objectifications, displays signs of saturation, an aesthetic, playful, and presentist way of living emerges in a certain way opposing to an institutionalization, a gigantism, and an efficiency imperative. An example of this expression happens in “post-modern tribes” (MAFFESOLI, 2010b) that reveal a form of being with others permeated by a sensitive reason. In this work, both notions of forms of sociation and contemporary tribes are in focus from an example of organization named Casa da Cultura Digital, an association which seeks to perform events, lectures, meetings to inform the population about cyberculture, the use of digital means and the hacker realm – not restricted to these themes. This form of being and organizing reveals a group that seeks to express itself in its creativity, sensitiveness, hedonism, and presentist interactions, which demonstrate, beyond that, an attempt to oppose centralized and less creative forms of working, thus, formatting a different space. In this play of forms, between proximities and distances, the individual shows that when the satisfaction is not found in “traditional” realms, he searches for forms to express himself that are actualized in an organization which approaches the metaphor of a contemporary tribe constituting a form of sociation, which reveals denials and re-articulations of ways of managing.
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Curtis, Lucill J. „Digital organisational storytellers : online marketing as identity work“. Thesis, University of Essex, 2017. http://repository.essex.ac.uk/20037/.
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The thesis examines the effects of online marketing practices on the identity construction of individual marketers, referred to as the Digital Organisational Storyteller (DOS), across five business-to-business (B2B) organisations. I focus on illuminating their marketing processes and self-understanding when undertaking online marketing work, a practice I describe as bringing the organisation into being online. My research questions examine what the online marketing work processes the DOS undertake tell us about identity at work. They also enquire as to how they construct and understand their online identity work negotiations through these marketing activities, while considering how the DOS makes sense and gives sense to an intended audience. To investigate identity construction, I review studies on identity and identity work from organisation studies, management and social sciences’ literature. I also review marketing work, branding and co-creation literature from marketing scholarship. As the means to understand their lived experience, I study the work the DOS does, as a process of sensemaking and sensegiving through storytelling. Taking an interpretive, qualitative approach, I engage with storytelling through the methodology by asking the DOS to tell stories during the interviews. The first contribution of the thesis includes the introduction of four different character ‘types’ that summarise the way the DOS approaches sensemaking and sensegiving processes. The second contribution extends an understanding of online marketing work in contemporary B2B organisations. Accordingly, it can be categorised as a range of preparatory offline and online activities that culminate in textual and pictorial representations of the organisation, in a process described as ‘bringing the online organisation into being.’ These contributions are useful in informing our understanding of the types of identity constructions and practices that are emerging from online marketing work processes.
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Ju, Ran. „Organizational Information-Seeking in the Digital Era: A Model of New Media Use, Uncertainty Reduction, Identification and Culture“. Ohio University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=ohiou1363779224.
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Pierot, Edwige. „Humanités numériques et organisation des connaissances : proposition d'un modèle d'interopérabilité entre les communautés épistémiques“. Electronic Thesis or Diss., Aix-Marseille, 2019. http://www.theses.fr/2019AIXM0600.
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Nos travaux de recherche doctorale s’inscrivent dans le cadre de référence que constituent la « société de l’information » et « l’économie de la connaissance ». Elles composent un paradigme de développement économique, technologique, politique et culturel qui suspend sa réussite au déploiement des activités info-communicationnelles des membres de cette société. Alors que ces activités requièrent l’usage de bibliothèques numériques qui contribuent à la circulation des connaissances dans l’environnement en réseaux du web, nous avons observé les conditions dans lesquelles ces dispositifs sociotechniques rendent possible la mise en œuvre de processus info-communicationnels qui soient en adéquation avec les besoins informationnels d’usagers dotés de profils hétérogènes. L’étude de ces publics au prisme d’une typologie de communautés a permis de souligner que les processus info-communicationnels et les systèmes d’organisation des connaissances instrumentés participent du développement de communautés épistémiques et qu’ils contribuent à la création des biens communs informationnels. Ces derniers nous invitent à explorer les conditions dans lesquelles une intelligence collective est possible. Après avoir identifié les composants nécessaires à l’intelligence collective dans l’environnement informationnel du web, nous en proposons une instanciation sous la forme d’un modèle dédié à l’interopérabilité entre les communautés épistémiquesOur doctoral research is carried out within the framework of the “information society” and the “knowledge economy”. They draw a paradigm which constitutes an economical, technological, political and cultural model of development. Its success is related to the deployment of information and communication activities by the members of this society. While these activities require the use of digital libraries that contribute to the circulation of knowledge in the networked environment of the web, we have observed the conditions under which these socio-technical devices make it possible to implement information and communication processes that are in line with the information needs of users with heterogeneous informational profiles. The study of these audiences from a community typology perspective highlighted that information and communication processes and instrumental knowledge organization systems contribute to the development of epistemic communities and to the creation of informational common goods. They invite us to explore the conditions under which collective intelligence is possible. After having identified the necessary components for collective intelligence in the web's informational environment, we propose an instantiation under the form of a model dedicated to interoperability between epistemic communities
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Resende, Ana Maria Rodrigues de. „Plano de negócio para a Associação Infocentro e Cultura Digital de Catalão – GO“. Universidade Federal de Goiás, 2016. http://repositorio.bc.ufg.br/tede/handle/tede/6579.
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Fundação de Amparo à Pesquisa do Estado de Goiás - FAPEG
Social organizations over the years have contributed to soften the social problems in which the state alone is not able to solve them. But in order for them to work and effectively promote changes in the lives of those most in need, it is necessary to seek the resources and manage them in the best possible way. For this, the use of management tools can contribute to the administration of these organizations to overcome the challenges that require more and more professionalization. In this way, the objective of the work was to carry out a case study to verify if the business plan can help the management of a social organization in order to guarantee its sustainability. For that, the Infocenter and Digital Culture of Catalão Association (ASSINCAT) was selected, which through public policy obtained the financial resources and implemented an infocenter to promote digital inclusion in the community. According to this study, ASSINCAT is an organization whose strengths are highly qualified people, the partnership of UFG-RC, a vast field to act, but that depends on the public policies for its operation. It offers basic computer courses aiming at the qualification of labor for the labor market, arousing the interest of children, young and old to know and interact with the digital world in which many are excluded. By 2016, there were 58 courses taught and 178 students graduating. A study on the organization was elaborated regarding its operation through consultation of the documents and records of ASSINCAT. Two questionnaires were also developed and applied, one for the students and another for the teachers to know the profile, the use of the technologies and the perception of the physical, digital, human and social resources of ASSINCAT. A total of 44 completed forms were obtained from the students and 14 from the teachers, from which the results contributed to the preparation of the business plan. The results demonstrated students' satisfaction in having learned how to handle the computer and perform activities they once did not. It was also possible to verify the teachers' satisfaction of having contributed to the evolution of their students. Through the proposed business plan it was possible to verify that ASSINCAT is a viable organization and has acted with effectiveness in the digital inclusion of its user’s actions what actions are necessary to make the offered service even better and more efficient. Suggested strategies along with suggested improvements if followed will help guide your management further in improving your performance and taking advantage of opportunities so that it can continue to work and allow more people to dig into the digital universe and to transform their lives economically and socially.
As organizações sociais ao longo dos anos contribuíram para amenizar os problemas sociais em que o Estado sozinho não é capaz de solucioná-los. Mas para que elas consigam funcionar e, efetivamente, promover mudanças na vida dos mais necessitados, é necessário buscar os recursos e geri-los da melhor forma possível. Para isso, a utilização de ferramentas de gestão pode contribuir para que a administração dessas organizações supere os desafios que exigem cada vez mais profissionalização. Desta forma, o objetivo do trabalho foi realizar um estudo de caso para verificar se o plano de negócio pode auxiliar a gestão de uma organização social a fim de garantir a sua sustentabilidade. Para isso, foi selecionada a Associação Infocentro e Cultura Digital de Catalão (ASSINCAT), que através de uma política pública obteve os recursos financeiros e implantou um infocentro para promover a inclusão digital na comunidade. De acordo com este estudo, a ASSINCAT é uma organização que tem por pontos fortes pessoas altamente qualificadas, a parceria da UFG-RC, um vasto campo para atuar, mas que depende das políticas públicas para o seu funcionamento. Ela oferece cursos básicos de informática visando à qualificação de mão-de-obra para o mercado de trabalho, despertar o interesse das crianças, jovens e idosos para conhecer e interagir com o mundo digital em que muitos estão excluídos. Até 2016, foram 58 cursos ministrados e tiveram 178 alunos concluintes. Foi elaborado um estudo sobre a organização no que tange o seu funcionamento através de consulta aos documentos e registros da ASSINCAT. Também foram elaborados e aplicados dois questionários, um para os alunos e outro aos professores para conhecer o perfil, a utilização das tecnologias e a percepção quanto aos recursos físicos, digitais, humanos e sociais da ASSINCAT. Foram obtidos 44 formulários respondidos dos alunos e 14 dos professores, dos quais os resultados contribuíram para a elaboração do plano de negócio. Os resultados demonstraram a satisfação dos alunos em ter aprendido a manusear o computador e realizar atividades que outrora não conseguiam. Foi possível também verificar a satisfação dos professores de ter contribuído para a evolução dos seus alunos. Através do plano de negócio proposto foi possível verificar que a ASSINCAT é uma organização viável e atuou com efetividade em prol da inclusão digital dos seus usuários ações quais ações são necessárias para tornar o serviço oferecido ainda melhor e mais eficiente. Estratégias sugeridas, juntamente com as sugestões de melhorias se assim forem seguidas, contribuirão para nortear a sua gestão no aperfeiçoamento ainda mais de sua atuação e no aproveitamento das oportunidades para que possa continuar a funcionando e permitindo que mais pessoas possam adentar no universo digital e com isso transformar economicamente e socialmente as suas vidas.
Bücher zum Thema "Digital organization culture"
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1970-, Mueller-Eberstein Mark, und Tolonen Arttu, Hrsg. No fear: Business leadership in the age of digital cowboys. London: Marshall Cavendish Business, 2011.
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Introduction to managing digital assets: Options for cultural and educational organizations. [Los Angeles, Calif.]: Getty Information Institute, 1999.
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Evolve! : Succeeding in the Digital Culture of Tomorrow. Harvard Business School Press, 2001.
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Kanter, Rosabeth Moss. Evolve: Succeeding in the Digital Culture of Tomorrow. 5. Aufl. Highbridge Audio, 2001.
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Innovation Navigator: Transforming Your Organization in the Era of Digital Design and Collaborative Culture. Rotman Publishing, Isabella, 2018.
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Kanter, Rosabeth Moss. Evolve!: Succeeding in the Digital Culture of Tomorrow audio cassette. 5. Aufl. Highbridge Audio, 2001.
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Flanding, Jens P., Genevieve M. Grabman und Sheila Q. Cox. Technology Takers: Leading Change in the Digital Era. Emerald Publishing Limited, 2018.
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Flanding, Jens P., Genevieve M. Grabman und Sheila Q. Cox. Technology Takers: Leading Change in the Digital Era. Emerald Publishing Limited, 2018.
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Flanding, Jens P., Genevieve M. Grabman und Sheila Q. Cox. Technology Takers: Leading Change in the Digital Era. Emerald Publishing Limited, 2018.
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Schildt, Henri. The Data Imperative. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198840817.001.0001.
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Companies across all industries are engaging in digital transformation to harness the power of advanced information technologies. Building on interviews and diverse case studies, this book describes how data and algorithms are reshaping management practices, organizational structures, corporate culture, and work roles. The book develops a broad framework for understanding digitalization not as a technological change, but as a new normative mindset, ‘the data imperative’. New managerial ideals compel companies to pursue digital omniscience and omnipotence—the abilities to represent and understand the world through real-time data flows and to control customer experiences, physical equipment, and workers with software. The efforts to complement and replace human expertise with data and smart algorithms are associated with shifts in strategic priorities, adoption of powerful modular architectures, new organizational structures, and introduction of artificial intelligence into diverse work roles. Surveying the changes in management and the workplace, this book offers an integrative and balanced account of the ongoing changes. It elaborates how artificial intelligence is changing work at all levels of the hierarchy and envisions how the emerging artificially intelligent organization will change how professionals work. The frameworks and ideas espoused in this book will help the reader understand the ongoing changes in the workplace that affect everyone from executives and professionals to frontline workers.
Buchteile zum Thema "Digital organization culture"
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Wiendijarti, Ida, Hermin Indah Wahyuni und Roso Witjaksono. „Duality of structure in the Family Welfare and Empowerment organization (PKK)“. In Emerging Trends in Psychology, Law, Communication Studies, Culture, Religion, and Literature in the Global Digital Revolution, 36–40. London ; New York : Routledge, [2020]: Routledge, 2020. http://dx.doi.org/10.1201/9780429322259-09.
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Batko, Roman, Małgorzata Ćwikła, Anna Szopa und Michał Zawadzki. „Organizations in Era of Digital Culture“. In Advances in Ergonomics of Manufacturing: Managing the Enterprise of the Future, 63–73. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-60474-9_6.
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Thomson, Peter, und Ben Emmens. „Building an Engaging Organizational Culture: A Leadership Challenge“. In Conquering Digital Overload, 89–100. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63799-0_7.
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Emmens, Ben, und Peter Thomson. „Organizational Culture, and the Impact of the Digital Overload“. In Conquering Digital Overload, 39–51. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63799-0_4.
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Wyleżałek, Joanna. „Influence of Political Strategies on Culture of Social Trust“. In Trust, Organizations and the Digital Economy, 27–37. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003165965-3.
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Barabasch, Antje, und Anna Keller. „Individualizing Workplace Learning with Digital Technologies“. In Digital Transformation of Learning Organizations, 115–30. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_7.
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AbstractVocational education and training (VET) at Swiss enterprises includes the work with various digital technologies. They ease administration of work hours, work tasks, evaluations or log book remarks; they support communication with peers, co-workers and trainers; and they come in handy for idea development and creative work. Overarching trends in terms of changing learning cultures in apprenticeship training, such as individualization, flexibilization, self-organized learning, project work or coaching, support the introduction of these technologies and also benefit from them. Based on three in-depth case studies, results on the usage and impact of digital technologies will be presented. This chapter addresses the following research questions: Which digital tools are used in workplace training? What are potential benefits and extended justifications for the use of digital tools? How are modern learning cultures impacting the use of digital tools? We will outline how and where digital technologies are used at the workplace in apprenticeship training, why management has introduced them and how apprentices and their trainers benefit from it. Based on our findings, we will draw conclusions about how learning cultures are influencing the use of technologies and vice versa how the introduction of these technologies shapes innovative learning cultures in VET.
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Elkordy, Angela, und Jessica Iovinelli. „Competencies, Culture, and Change: A Model for Digital Transformation in K-12 Educational Contexts“. In Digital Transformation of Learning Organizations, 203–18. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_12.
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AbstractOn the surface, adopting technology presents itself as a technical issue. Yet, the real challenge of digital transformation in educational contexts necessitates a second-order change to disrupt and realign interconnected systems. A significant component of digital transformation in K-12 schools is an understanding of the unique affordances of digital tools and technologies and how these can be leveraged to align with learning goals and targets to impact teaching and learning in new ways. While there are several models for innovation diffusion and technology adoption in K-12 contexts, they fall short, particularly in describing the nature and interactions of these interconnected systems. These aspects of technology implementation remain a mystery. As a result, efforts to enact change in K-12 organizations often fall short due to a lack of understanding of context, inadequate goal-setting, insufficient professional development and personalized supports to build capacity, and a failure to evaluate progress. In K-12 educational settings, the people, the competencies, and the culture, alongside the strong leadership, resources, and organizational context, are all essential to effect sustainable change. We propose a model for digital transformation that considers all of these factors and interconnected systems.
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Marchant, Eleanor R. „Organizational Cultural Hybrids: Nonprofit and For-Profit Cultural Influences in the Kenyan Technology Sector“. In Digital Kenya, 303–35. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-57878-5_10.
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Handzic, Meliha, und Mersiha Ismajloska. „Transferring Cultural Knowledge Through Arts: Two Digital Stories“. In Knowledge Management and Organizational Learning, 77–96. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-10922-6_5.
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Helbig, Christian, Sandra Hofhues und Bence Lukács. „Multi-Stakeholder Dialogues as Instrument for Design and Qualitative Research in Educational Organisations“. In Digital Transformation of Learning Organizations, 23–40. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-55878-9_2.
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AbstractThe article focuses on the value of group discussions both as a method of organisational development and as a method of empirical social research. These two perspectives are discussed as a “double meaning”, which often occurs simultaneously in different forms. The concept of “multi-stakeholder dialogues” takes up this challenge. Following on from this, dimensions of the design and research of group discussions will be discussed. The contribution relates to the subproject “Multi-stakeholder Dialogues and Qualitative Evaluation” of the joint project “#ko.vernetzt”. The subproject had the task of accompanying, structuring and researching organisational development in a networked educational institution with dialogue formats. A total of nine dialogues were conducted with different groups of participants, six of which were analysed using qualitative methods. The research perspective is based on a concept of organisations from a praxeological perspective and an understanding of organisational culture as collective conjunctive experience. Thus, the object of qualitative research is the reconstruction of typical modus operandi of the processing of requirements. The results show that structural deficits in educational organisations are reproduced and reinforced by digitisation.
Konferenzberichte zum Thema "Digital organization culture"
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Jovanović, Tatjana. „Driving Innovation Through Transformative HRM“. In Organizations at Innovation and Digital Transformation Roundabout: Conference Proceedings. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.23.
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In a World that is constantly and rapidly changing, innovation is found to be one of the very few sources of competitive advantage. Under such circumstances, it is of utmost importance to create foundation, a competitive base, which will enable innovation from within. This paper provides a portfolio of practical initiatives and discusses how they can drive and move forward company's transformation through the creation of a corporate culture that backs up innovation - all based on a combination of practical and academic experience obtained through the author’s broad professional engagement in multinational companies over many years. Particular emphasize is placed on a number of showcases in transformative human resource management that illustrate how, in practical terms, architecture of employees’ engagement and talent management could be established within an organization to drive a critical impact on the organization’s ability to create a sustainable company-wide culture of innovation.
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Savvateev, Evgeny, Yulia Romanova und Larissa Tsvetlyuk. „Strategic Initiative of the Higher Education Organization Development in the Modern Conditions of Digital Economy“. In Proceedings of the 3rd International Conference on Culture, Education and Economic Development of Modern Society (ICCESE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccese-19.2019.346.
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Egorenko, Anna, Natalia Soldatova und Yulia Romanova. „Strategic Planning of an Educational Organization of Higher Education from the Perspective of Digital Technologies Development“. In Proceedings of the 3rd International Conference on Culture, Education and Economic Development of Modern Society (ICCESE 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/iccese-19.2019.345.
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Brown, Nassima, Adrian Brown, Abhijeet Degupta, Barry Quinn, Dustin Stringer und Bozhidar Yankov. „Industry First AI-Powered Fully Automated Safety Observation System Deployed to Global Offshore Fleet“. In SPE Offshore Europe Conference & Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205465-ms.
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Abstract As the oil and gas industry is facing tumultuous challenges, adoption of cutting-edge digital technologies has been accelerated to deliver safer, more efficient operations with less impact on the environment. While advanced AI and other digital technologies have been rapidly evolving in many fields in the industry, the HSE sector is playing catch-up. With the increasing complexity of risks and safety management processes, the effective application of data-driven technologies has become significantly harder, particularly for international organizations with varying levels of digital readiness across diverse global operations. Leaders are more cautious to implement solutions that are not fit-for purpose, due to concerns over inconsistencies in rolling out the program across international markets and the impact this may have on ongoing operations. This paper describes how the effective application of Artificial intelligence (AI) and Machine Learning (ML) technologies have been used to engineer a solution that fully digitizes and automates the end-to-end offshore behavior-based safety program across a global offshore fleet; optimizing a critical safety process used by many leading oil & gas organization to drive positive workplace safety culture. The complex safety program has been transformed into clear, efficient and automated workflow, with real-time analytics and live transparent dashboards which detail critical safety indicators in real time, aiding decision-making and improving operational performance. The novel behavior-based safety digital solution, referred to as 3C observation tool within Noble drilling, has been built to be fully aligned with the organization's safety management system requirements and procedures, using modern and agile tools and applications for fully scalability and easy deployment. It has been critical in sharpening the offshore safety observation program across global operations, resulting in a boost of the workforce engagement by 30%, and subsequently increasing safety awareness skill set attainment; improving overall offshore safety culture, all while reducing operating costs by up to 70% and cutting carbon footprint through the elimination of 15,000 manhours and half a million paper cards each year, when compared to previously used methods and workflows
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Akbulut, Deniz, und Birgül Üstünbaş. „The Effect of Covid-19 Pandemic Period on the Organizational Culture of Public Relations Agencies“. In COMMUNICATION AND TECHNOLOGY CONGRESS. ISTANBUL AYDIN UNIVERSITY, 2021. http://dx.doi.org/10.17932/ctcspc.21/ctc21.021.
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Covid-19 pandemic has spread to the whole world from Wuhan, China in December, 2019 and seriously changed the daily life. While various measures have been taken to fight against the global pandemic in the whole world, transformations have occurred in business manners in many countries including Turkey. The public relations sector, which is an applied communication discipline managing the communication processes between the organization and target audience, has been affected by this process. Thus, how the pandemic period has affected the business manners of agencies and how the public relations profession has been actualized in agencies have been an object of interest. The main question of this study is how the pandemic period has affected the organizational culture in public relations agencies, and will these effects cause permanent changes in business manners in the agencies after the pandemic. The fact that most people have started making grocery shopping online due to Covid- 19 has increased the share of e-trade in the sector of Fast Moving Consumer Goods (FMCG), which are also known as packaged consumption products. Public relations agencies serving in this sector have accelerated their communication activities especially during the pandemic. A semi-structured interview technique was applied to the representatives of seven public relations agencies serving in the fast moving consumer goods sector within the framework of the questions formed in line with the factors affecting the corporate culture according to Mondy (communication, motivation, leadership, management process, organizational structure and management style) in this study. The study found that hybrid working order (telecommuting/office working) was adopted by agency employees, the concept of office hours disappeared in agencies, the service process became 24/7 by the agency, digital communication tools accelerated the communication processes, and the business capacity of agencies increased. It is observed in line with these factors that pandemic period has caused both positive and negative permanent behavioral changes in the organizational culture of agencies.
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Janičić, Radmila. „Strategic Marketing Planning in Development of Arts and Cultural Institutions“. In Values, Competencies and Changes in Organizations. University of Maribor Press, 2021. http://dx.doi.org/10.18690/978-961-286-442-2.25.
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The paper present theoretical and practical aspects of strategic marketing planning in development of arts and cultural institutions. Focus of the paper is on developing theoretical aspects of strategic marketing planning in development of arts and cultural institutions. The theoretical part of the paper is based on modern literature in the field of strategic marketing planning, brand building, arts and culture. The key hypothesis of the paper is that development of arts and cultural institutions have to be based on strategic marketing planning, on strategic marketing analysis, implementation of marketing strategies and strategic marketing control. The special aspect of the paper are strategies of brand building of arts and cultural institutions. In the empirical research the paper will present case studies about implementation of strategic marketing planning in development of arts and cultural institutions. The empirical research will include results of questionnaire research about perception of arts and cultural institutions as brand, about approaches of experiences about arts and cultural institutions, about identity and image of arts and cultural institutions, about specific strategies that could develop arts and cultural institutions. The research in the paper will be qualitative and quantitative, with primary and secondary data. The empirical research will analyze impact of experience marketing, emotional branding strategies and traditional brand strategies in development of arts and cultural institutions brand. In the case studies the paper will present good examples of strategic marketing planning in development of arts and cultural institutions. The results of empirical research will lead to further theoretical and practical analysis of development of arts and cultural institutions. The paper present modern ways of development of arts and cultural institutions. The paper will analyze impact of social media on brand building of arts and cultural institutions. The paper will analyze new professions in arts and culture and new brand strategies that could be implement in digital environment. The paper will analyze connection between traditional strategies of brand building of arts and cultural institutions and strategies of brand building of arts and cultural institutions in digital environment. Special aspect in the paper will be given on synergy of traditional and digital marketing strategies in brand building of arts and cultural institutions.
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Pippenger, Brian S. „Three-Dimensional Model for Manufacturing and Inspection“. In ASME Turbo Expo 2013: Turbine Technical Conference and Exposition. American Society of Mechanical Engineers, 2013. http://dx.doi.org/10.1115/gt2013-94149.
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Three-dimensional Model-Based Engineering (MBE) along with Quality Information Framework (QIF) is an approach to product design, manufacturing, and support where a digital three-dimensional representation of the product serves as the normative source for information communicated throughout the product’s lifecycle and supply chain. MBE simplifies data management and provides a more powerful communication medium than 2D-based environments. This is not just using a model for reference or a visual aid. The model will be the definition for the parts being manufactured, inspected, and built into full engines. The use of two-dimensional prints will be outdated and a culture change will be needed to embrace this change. Many organizations are implementing MBE and are using this technology to produce aerospace products. Manufacturing and inspection functions are dependent on the models from cradle to grave of the product lifecycle. These smart models will have all of the necessary dimensional metrology interoperability, GD&T encoded and product manufacturing information (PMI) data all in a standardized format associated within the model. This will allow for a model that has less errors, more functionality with manufacturing and inspection systems. The information included in the Model Based Definition (MBD) will be part of the QIF. The QIF fully defines quality measurement plans, measurement results, measurement rules, measurement resources, and results analysis. This combined with the PMI for manufacturing will provide a comprehensive MBD that can be used for all of the manufacturing process in the lifecycle of the product. The culture will need to progress from two-dimensional paper prints to smart three-dimensional models that are rich with data. These models will drive the process and be the final word for part acceptance; paper prints will not be needed or produced. These types of models will drive almost all of the military’s new designs and if the organization is not prepared for this change, it will lose many opportunities to be competitive.
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Jantti, Marko, und Sanna Hyvarinen. „Exploring Digital Transformation and Digital Culture in Service Organizations“. In 2018 15th International Conference on Service Systems and Service Management (ICSSSM). IEEE, 2018. http://dx.doi.org/10.1109/icsssm.2018.8465007.
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Hogberg, Karin, und Anna Hagström. „LINKING ORGANIZATIONAL LEARNING WITH DIGITAL TRANSFORMATION AND ORGANIZATIONAL CULTURE“. In 15th International Technology, Education and Development Conference. IATED, 2021. http://dx.doi.org/10.21125/inted.2021.1062.
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Ben Othman, Hanen, Mahmoud Zouaoui und Mohamed Hamdoun. „Organizational culture and the acceptance of agile methodology“. In 2016 International Conference on Digital Economy (ICDEc). IEEE, 2016. http://dx.doi.org/10.1109/icdec.2016.7563140.
Der volle Inhalt der QuelleBerichte der Organisationen zum Thema "Digital organization culture"
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Chung, Jinmyeong, und Jiseon Yoo. Skills for Life: Digital Literacy. Inter-American Development Bank, Juli 2021. http://dx.doi.org/10.18235/0003368.
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As the global economy and workforce are constantly being diversified with a greater emphasis on technology, 21st Century citizens are required to acquire basic digital literacy competencies. In this brief, we examine the concept of literacy and digital literacy. Then, we review the latest digital literacy studies in the United Nations Educational, Scientific and Cultural Organization (UNESCO), the European Commission, the United Kingdom, and the United States. Lastly, we provide suggestions by comparing digital literacy studies, including ICT studies, in South Korea with international literacy assessment metrics. This brief aims to contribute to developing digital literacy measurements applicable to ICT in education internationally and mitigate the digital divide.
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Contreras Salamanca, Luz Briyid, und Yon Garzón Ávila. Generational Lagging of Dignitaries, Main Cause of Technological Gaps in Community Leaders. Analysis of Generation X and Boomers from the Technology Acceptance Model. Universidad Nacional Abierta y a Distancia, Mai 2021. http://dx.doi.org/10.22490/ecacen.4709.
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Community and neighborhood organizations are in the process of renewing the organizational culture, considering technological environments in the way of training, and advancing communally, being competitive in adaptation and learning, creating new solutions, promoting change, and altering the status quo, based on the advancement of technology over the last few years, currently applied in most organizations. The decisive factor is the ability of true leaders to appropriate the Technological Acceptance Model –TAM– principles, participating in programs and projects, adopting new technologies from the different actors involved, contributing to the welfare of each community. There is, however, a relative resistance to the use of technology as support in community management, due to the generational differences in leaders and dignitaries, according to collected reports in this study, in relation to the age range of dignitaries –Generation X and Baby Boomers predominate–. They present a challenge to digital inclusion with difficulties related to age, cognitive, sensory, difficulty in developing skills, and abilities required in Digital Technologies, necessary to face new scenarios post-pandemic and, in general, the need to use technological facilities.