Relevant bibliographies by topics / Acceleration of Digitalization

Contents

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

Academic literature on the topic 'Acceleration of Digitalization'

Author: Grafiati
Published: 29 June 2021
Last updated: 10 February 2022

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Journal articles on the topic "Acceleration of Digitalization"

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Amankwah-Amoah, Joseph, Zaheer Khan, Geoffrey Wood, and Gary Knight. "COVID-19 and digitalization: The great acceleration." Journal of Business Research 136 (November 2021): 602–11. http://dx.doi.org/10.1016/j.jbusres.2021.08.011.

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Vestergaard, Mads. "The Need for Speed – Technological Acceleration and Inevitabilism in Recent Danish Digitalization Policy Papers." SATS 22, no. 1 (July 1, 2021): 27–48. http://dx.doi.org/10.1515/sats-2021-0003.

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Abstract The article explores whether sociotechnical imaginaries of digitalization as inevitable accelerating development can be traced in Denmark’s official policy papers concerning digitalization 2015–2020. It identifies imperatives of speed, acceleration and agility equal to what has been described as a corporate data imaginary as well as tropes of an imaginary of the fourth industrial revolution and inevitable exponential technological development and disruption. The empirical analysis discovers a shift in the studied period mid-2018, before which inevitabilism is prominent and after which the focus on non-economic values increases and the aim of influencing the development, instead of adapting to it, emerges. The article then addresses how imperatives of acceleration and narratives of inevitabilism may be considered problematic from a democratic point of view employing Hartmut Rosa’s critical diagnosis of the acceleration society and the notion of discursive closure. Finally, it discusses the empirical findings in light of technological determinism and constructivism inherent in the notion of sociotechnical imaginaries and introduces a sociotechnical selectionist theory allowing both for human agency in technological development while also providing a mechanism for explaining the emergence of law-like technological trends, as Moore’s Law, at macro level.
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Kovalevskaia, Natalia, Iuliia Fedoritenko, and Roman Troian. "Digitalization of the EU cultural diplomacy in the context of long waves and the Covid-19 crisis." LAPLAGE EM REVISTA 7, no. 1 (January 4, 2021): 625–36. http://dx.doi.org/10.24115/s2446-6220202171924p.625-636.

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The objective of the article is to examine the process of digitalization of the EU cultural diplomacy enhanced by the pandemic of COVID-19, considering the factors of the long-term cycles called long waves. The theory of long waves is represented by various concepts, the first one was the Kondratiev model. On their basis, indicators of the onset of a new wave were identified: 1) Innovation implementation; 2) Economic challenges; 3) Social transformation; 4) Sustainability. From the point of defining the correct terminology, the terms ‘digitalization’ and ‘digitization’ are presented. The statistics data presents the current implications of the COVID-19 pandemic for the cultural sectors and influencing the acceleration of digitalization, which indicates the relevance of this study. The final part offers the main features of the development of the EU cultural diplomacy, considering the mentioned indicators of a long new wave. Future research could be based on the discovered consequences of accelerating digitalization of cultural diplomacy.
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Baiyere, Abayomi. "Digital Acceleration: How Digitalization is Reshaping the Work-Life Interface." Academy of Management Proceedings 2017, no. 1 (August 2017): 17032. http://dx.doi.org/10.5465/ambpp.2017.17032abstract.

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Reshetnikova, Marina S. "China’s AI experience: industrial digitalization." RUDN Journal of Economics 28, no. 3 (December 15, 2020): 536–46. http://dx.doi.org/10.22363/2313-2329-2020-28-3-536-546.

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The rapid acceleration of scientific and technological progress, which started at the beginning of the 21st century, has become a decisive factor in influencing the global economy. Who will lead the global innovation race? This problem is especially relevant in the field of artificial intelligence (AI). At the moment, the United States and China are the main participants in the battle for dominance in this area. The author assesses Chinas innovative potential in the field of AI and identifies its achievements in this area. Based on the statistics provided, Chinas AI leadership has reached a critical point. China is confidently leading the new fundamental research of artificial intelligence, forming its theoretical base and applied research and development, which will contribute to the creation of new high-tech innovative products and services. However, in terms of the number and quality of AI specialists (AI Talents) and the number of companies engaged in AI, China is still lagging behind its main rival, namely the United States. The author proved that, despite the obvious successes of China, the United States still has an equal lead in the global innovation race.
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Khmelnitskaya, Zinaida, Maria Ivich, and Elena Bogdanova. "Digitalization as one of the directions of sustainable development of the integrated logistics system of the enterprise." E3S Web of Conferences 291 (2021): 04012. http://dx.doi.org/10.1051/e3sconf/202129104012.

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Because of the pandemic of the new coronavirus infection, the pace of digitalization and its impact on all sectors of the national economy have increased. The integrated logistics systems of the enterprises have also undergone significant changes. The article examines the main trends of recent times — digitalization and integration, which provide development potential, competitive advantages for the enterprises using the integrated logistics systems. The authors investigated the impact of the new coronavirus infection on the changes in the logistics systems of the enterprise; identified eight main directions of the changes, one of which has become the acceleration of the digitalization along the entire chain of the integrated logistics systems. Further, the authors identified six characteristic constituent elements of the digitalization as one of the directions of the sustainable development. They examined the interaction between the functionalities of the integrated logistics system and the characteristic components of the digitalization.
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Gordeev, Roman Mikhaylovich. "Prospects and risks of digitalization in the XXI century." Uchenyy Sovet (Academic Council), no. 10 (October 1, 2020): 64–73. http://dx.doi.org/10.33920/nik-02-2010-08.

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The article demonstrates that information and digital technologies play a special role in the genesis of a new technological paradigm and acceleration of technological development. The digital reality in which the humanity lives today is largely determined by the ideas that developed in the 1960s and 1970s of the twentieth century: these are the ideas of hypertext, graphical user interface, and the global information network, as well as the deriving from the above mentioned idea of the personal computer as a device with a widest range of applications in almost any area of human life. The author examines the scenarios of positive and negative future presented both in scientific literature and in works of mass culture, and shows that the future of digital civilization is determined only by the human.
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Rakova, K. V. "The occurrence of complex dialogue communication: patient – physician – IT manager." Communicology 9, no. 2 (July 18, 2021): 31–40. http://dx.doi.org/10.21453/2311-3065-2021-9-2-31-40.

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The rapid acceleration of social processes in society under the influence of digitalization affects the key areas of social life, including medicine. The author examines the impact of digital technologies on the provision of health care services and analyzes the nature of doctor-patient communication and its growing complexity. The use of high-tech software in medicine causes the need to create relevant educational programs for specialists either in medicine or information technology. Moreover, the digitalization of health care system makes the need in new professions more urgent. For instance, the appearance of IT-doctors, who specialize in creating digital medical programs using artificial intelligence algorithms based on medical sciences. The study reveals the emergence of a three-way communication «patient – physician – IT manager». The research dwells on the ambivalent impact of digitalization on the provision of health care services and the social stratification of individuals in society.
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Kaigorodova, Gulnara, Alfiya Mustafina, Guzel Pyrkova, Mariola Grzebyk, and Larisa Belinskaja. "Digitalization of the insurance business: Systematization of net effects through the example of Russia." Insurance Markets and Companies 12, no. 1 (February 19, 2021): 32–42. http://dx.doi.org/10.21511/ins.12(1).2021.03.

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The pace of digitalization of the insurance industry lags behind similar processes in the banking sector. The main tasks that a Russian insurer solves when using IT technologies are the automation of business operations and the formation of an online system of interaction with customers with the main focus on sales.The purpose of this study is to systematize the effects achieved by insurance market participants when introducing IT technologies and identify incentives to accelerate the insurance sector digitalization. The goal of digitalization of Russian insurers should be the formation of a client interface with a full cycle of services; the transfer to a qualitatively new level of business processes while ensuring the required level of protection; formation of fundamentally new and timely renewal of the existing insurance products. The priority areas of IT technologies used by Russian insurers are identified: cloud computing, chat bots, and information resources that provide online interaction with customers. Factors that have a stimulating effect on the digitalization of the insurance sector are identified: cost reduction, acceleration of business processes, improvement of the quality of customer service and increased competitiveness. The problems and risks of insurers that restrain the use of IT technologies are formulated: high costs of digitalization, lack of qualified personnel, cyber risks, moral and ethical problems.
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Branca, Teresa Annunziata, Barbara Fornai, Valentina Colla, Maria Maddalena Murri, Eliana Streppa, and Antonius Johannes Schröder. "The Challenge of Digitalization in the Steel Sector." Metals 10, no. 2 (February 21, 2020): 288. http://dx.doi.org/10.3390/met10020288.

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Digitalization represents a paramount process started some decades ago, but which received a strong acceleration by Industry 4.0 and now directly impacts all the process and manufacturing sectors. It is expected to allow the European industry to increase its production efficiency and its sustainability. In particular, in the energy-intensive industries, such as the steel industry, digitalization concerns the application of the related technologies to the production processes, focusing on two main often overlapping directions: Advanced tools for the optimization of the production chain and specific technologies for low-carbon and sustainable production. Furthermore, the rapid evolution of the technologies in the steel sector require the continuous update of the skills of the industrial workforce. The present review paper, resulting from a recent study developed inside a Blueprint European project, introduces the context of digitalization and some important definitions in both the European industry and the European iron and steel sector. The current technological transformation is depicted, and the main developments funded by European Research Programs are analyzed. Moreover, the impact of digitalization on the steel industry workforce are considered together with the foreseen economic developments.
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Dissertations / Theses on the topic "Acceleration of Digitalization"

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de, Flon Pim, and Lovisa Lindgren. "The Acceleration of Digitalization and its Influence on Business Model Innovation : A qualitative study of Swedish SMEs from the perspective of a business developer." Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52780.

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Background: Covid-19 has accelerated digitalization and pressured companies across multiple sectors to digitally transform their operations. Such adaptation requires businesses to rethink and change their existing business models, thus, business model innovation (BMI). Small- and Medium-sized Enterprises (SMEs), whose success is highly dependent on their experimentation and development of new technologies, are struggling with this adaptation.   Problem: SMEs, the heart and backbone of economic growth, struggle with implementing digitalization due to their lack of awareness, evaluation, knowledge, and resources. Regardless of their struggle, they are now forced to change their structures and business models. While there is an abundance of research on the impact of digitalization on BMI those studies rarely focus on how the acceleration of digitalization has influenced SMEs BMI.  Purpose: The purpose of this research is to explore how the acceleration of digitalization has impacted BMI of Swedish SMEs. The findings from this research are expected to contribute with academic value to the theoretical fields under investigation, Swedish policymakers, and business authorities, along with providing guidance for individual SMEs.  Method: This study has an exploratory approach, an inductive design within the interpretive philosophy. To collect the primary data, ten qualitative semi-structured interviews were conducted with business developers who possessed strong expertise and knowledge within the investigated fields. The data analysis followed Charmaz’s (2006) constructivist grounded theory, which emphasized a coding process including initial and focused coding.   Conclusion: The empirical findings shed light on important attributes and actions for a successful BMI which set the basis for the proposed model. The 6-step model explains the process of how an SME can successfully adapt and change under external pressure, such as the acceleration of digitalization and a crisis like Covid-19. The 6 steps include Create Awareness, Develop a Clear Strategy, Acquire Knowledge, Develop an Organizational Culture, Pursue Experimentation, and Implement the New Business Model. This process is not only crucial for a business’ competitive advantage but rather for its survival.
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Bicho, João Paulo Santos. "Open innovation at Deutsche Bahn: how a large incumbent firm uses open innovation to adress the challenge of digitalization." Master's thesis, 2020. http://hdl.handle.net/10362/104078.

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his case describes how Deutsche Bahn AG, atraditional incumbent in the rail industry, is building a portfolio ofopen innovationinitiativesto advanceitsdigital transformation. It presentsthe key trends shaping the industry (environmental regulation,market liberalization, digitalization), the company’s current situation with low operational and financial performance and its digitalstrategy before detailing how the rail operator is adopting several open innovation initiatives to reap the benefits of digitalization. These include a corporate accelerator, user contests, strategic alliances and a venture capital unit. A teaching note is provided to help instructors and students applyrelevanttheoretical concepts and frameworks of open innovationto the case.
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Books on the topic "Acceleration of Digitalization"

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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. Accelerating Digitalization. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9.

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Book chapters on the topic "Acceleration of Digitalization"

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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Die Chancen der Digitalisierung jetzt richtig nutzen – Ausblick." In Accelerating Digitalization, 141–51. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_7.

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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Digitalisierung – Status quo und ungenutzte Potenziale." In Accelerating Digitalization, 1–7. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_1.

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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Nutzung der Chancen der Digitalisierung durch digitale Leistungen – Technologien und Prozesse, Angebote und Geschäftsmodelle verbessern oder verändern." In Accelerating Digitalization, 27–43. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_3.

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ZusammenfassungWir wollen in diesem Kapitel zeigen, wie Unternehmen die Chancen der Digitalisierung nutzen können: durch Verbesserung oder Veränderung zunächst der unternehmerischen Prozesse (z. B. durch die digitale Fabrik bzw. Industrie 4.0) und der dahinter liegenden digitalen Technologien (z. B. ein mehrschichtiges Fertigungsmanagement, MES), als den „Digital Activities“. dann der Angebote, d. h. Produkte und Dienstleistungen (z. B. ein Angebot von Digitalkameras), die Unternehmen in Geschäftsmodelle – einzeln umsetzen oder verbindlich ausgerichtet auf einen definierten Kreis von Partnern (in einem Ecosystem) - umsetzen, als den „Digital Businesses“. durch radikale Veränderungen der Leistungen, die sehr viel weitreichender sind, als eine Verbesserung oder eine inkrementelle Veränderung der Technologien, Prozesse, Angebote und Geschäftsmodelle. Denn sie bedeuten die Entwicklung völlig neuer Geschäftsmodelle bzw. Geschäftsmodellinnovationen, die sich als neue Wege des Denkens auf völlig neue Angebote am Markt beziehen und auf neuartige Technologien und Prozesse stützen. Damit ermöglicht die Digitalisierung eine Neuausrichtung der unternehmerischen Leistungen (Digital Performance) und treibt die Transformation von Unternehmen.Dabei gilt, dass die Gewinnwirkung umso höher ist, je stärker Unternehmen dadurch Technologien, noch stärker Prozesse, mehr noch Angebote und am meisten Geschäftsmodelle verändert werden.
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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Accelerating Digitalization – Ansatzpunkte zur Beschleunigung der Digitalisierung." In Accelerating Digitalization, 97–139. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_6.

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ZusammenfassungWir entwickeln in diesem Kapitel Ansatzpunkte zur Beschleunigung der digitalen Transformation: Zunächst werden Wege aufgezeigt, wie die sechs in Kap. 10.1007/978-3-658-31456-9_5 unterschiedenen Archetypen digitaler Unter-nehmen die digitale Reife erhöhen können. Dabei gilt es, konsequent die Schwachstellen zu beseitigen, die die vier Teilindizes (Digital Activity Index, Digtal Business Index, Dynamic Capability Index und Operational Capability Index) aufdecken. Anschließend wird die Notwendigkeit begründet, die Digitalisierung angesichts des zunehmenden Wettbewerbs um optimale digitale Leistungen weiter zu beschleunigen. Dafür werden Ansatzpunkte aufgezeigt: Vernetzung und Skalierung von Leistungen über geeignete digitale Schlüssel – Accelerator of Digitalization (1), rechtzeitige Quantifizierung von Einspar- und Erlöspotenzialen der Digitalisierung – Accelerator of Digitalization (2), Umsetzung digitaler Fähigkeiten durch minimal lebensfähige Leistungen, d. h. durch organisationale Agilität, die in kapitalintensiven Branchen die Notwendigkeit der Fixkostendegression durch Erzielung von Größen- und Verbundvorteilen berücksichtigen muss (hybride Agilität – Accelerator of Digitalization (3) und Schutz vor ungewolltem Datenabfluss (Cyber Security – Accelerator of Digitalization (4).
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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Digital Maturity Assessment – Bisherige Transformation, Typen digitaler Unternehmen, Branchen- und Ländervergleich." In Accelerating Digitalization, 61–96. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_5.

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ZusammenfassungWir entwickeln in diesem Kapitel einen Index zur Erfassung der digitalen Reife („Digital Maturity Index“, DMI) und haben damit bei 160 deutschen und 785 Unternehmen weltweit die bisherige digitale Transformation untersucht.Die Ergebnisse für Deutschland stützen die Hypothesen, dass die Gewinnwirkung umso höher ist, je stärker durch die Digitalisierung Technologien und Prozesse (Activities) und mehr noch Angebote und Geschäftsmodelle (Businesses) verändert werden, die Gewinnwirkung der Digitalisierung umso höher ist, je stärker Veränderungsfähigkeiten (Dynamic Capabilities) aktiviert und dadurch operative Fähigkeiten (Operational Capabilities) neu konfiguriert werden und belegen damit, dass die Gewinnwirkung der Digitalisierung mit der digitalen Reife steigt. Die Ergebnisse lassen sich entlang der vier Teilindizes (Business Index, Activity Index, Dynamic Capability Index und Operative Capability Index) genauer betrachten. identifizieren sechs Archetypen digitaler Unternehmen (Champions, Potenzialträger, Innovatoren, Optimierer, Folger und Nachzügler) und zeigen, dass nur fünf Prozent der deutschen Unternehmen zu den digitalen Champions zählen, die im Zuge der Digitalisierung sowohl ihre Leistungen als auch ihre Fähigkeiten radikal verändert haben. Die sechs Typen digitaler Unternehmen unterscheiden sich darin, wie stark sie ihre Leistungen und Kompetenzen, aber auch ihre Wertschöpfung und die IT digitalisieren und wie schnell sie die digitale Transformation managen. Die Ergebnisse der Unternehmen weltweit ermöglichen einen Branchenvergleich, gemäß dem Anbieter von Industrieprodukten und Dienstleistungsanbieter bereits eine deutlich höhere digitale Reife aufweisen als z. B. Automobilunternehmen. ermöglichen einen Vergleich der bisherigen digitalen Transformation von Unternehmen in der EU, in Amerika und Asien, der relativ große Ähnlichkeiten zwischen den Regionen zeigt.
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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Nutzung der Chancen der Digitalisierung durch digitale Fähigkeiten – Unsicherheit bei langfristigen Veränderungen bewältigen." In Accelerating Digitalization, 45–60. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_4.

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ZusammenfassungWir wollen in diesem Kapitel zeigen, dass der Umgang mit der Digitalisierung Veränderungsfähigkeiten (Dynamic Capabilities) erfordert. Diese Fähigkeiten helfen dabei, durch Verbesserung und Veränderung von Prozessen, Angeboten und Geschäftsmodellen (Kap. 10.1007/978-3-658-31456-9_3) die Chancen der Digitalisierung (Kap. 10.1007/978-3-658-31456-9_2) zu nutzen, weil sie es ermöglichen, die hohe Unsicherheit und Komplexität durch die Digitalisierung als langfristige Veränderung zu bewältigen. Veränderungsfähigkeiten erlauben die Wahrnehmung und das Erkennen von Umfeldveränderungen, das Ergreifen neuer strategischer Optionen und die Neu-Zusammenstellung von operativen Fähigkeiten (Operational Capabilities). Veränderungsfähigkeiten – wie auch operative Fähigkeiten – sind für Unternehmen entscheidend, um im digitalen Wandel nicht zu spät zu kommen.Die Digitalisierung erfordert nicht nur eine Neuausrichtung der unternehmerischen Leistung (Kap. 10.1007/978-3-658-31456-9_3), sondern auch der digitalen Fähigkeiten und treibt auch darüber die Transformation von Unternehmen.
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Proff, Harald, Claudia Ahrens, Wencke Neuroth, Heike Proff, Florian Knobbe, Gregor Szybisty, and Stefan Sommer. "Chancen der Digitalisierung – Transaktionskosten im traditionellen Geschäft senken, neue Interaktionen verstärken." In Accelerating Digitalization, 9–26. Wiesbaden: Springer Fachmedien Wiesbaden, 2021. http://dx.doi.org/10.1007/978-3-658-31456-9_2.

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ZusammenfassungWir wollen in diesem Kapitel begründen, welche Chancen die Digitalisierung dem Management bietet: Gemäß der Transaktionskostentheorie ermöglicht Digitalisierung eine Standardisierung von Schnittstellen und damit eine Verringerung von Interdependenzen entlang der Wertkette im traditionellen Geschäft und damit * eine Verringerung der (Transaktions-)Kosten der internen Koordination durch bessere Standardisierung unternehmensinterner Schnittstellen, wodurch z. B. schneller mehr Varianten profitabel angeboten werden können, der externen Koordination durch Standardisierung der Schnittstellen zu Lieferanten, wodurch eine Auslagerung von eigener Wertschöpfung auf kostengünstigere Lieferanten erleichtert wird sowie der externen Koordination durch Standardisierung der Schnittstellen zu Kooperationspartnern, um durch gemeinsame Wertschöpfung Synergien zu erzielen und * dadurch auch eine Verringerung von Zielkonflikten zwischen Effizienz und Flexibilität, wodurch Handlungsspielräume für eine bessere Ausrichtung im Wettbewerb geschaffen werden. Gemäß den Erklärungen der Interaktion ermöglicht Digitalisierung zudem eine bessere Zusammenarbeit mehrerer externer Akteure auf technischen Plattformen als Voraussetzung für innovative Kundenlösungen und Geschäftsmodelle in neuartigen Netzwerken (Ecosystems). Damit schafft die Digitalisierung dem Management Handlungsspielräume und ermöglicht Gewinnpotenziale.
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Carranza Ruiz de Loizaga, Garazi, and Begoña Sanchez Gonzalez. "Innovation Methodologies to Activate Inclusive Growth in the Organization." In Decision Making [Working Title]. IntechOpen, 2021. http://dx.doi.org/10.5772/intechopen.99150.

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Digitalization is transforming the way we move and produce, encouraging the industry to use the best available technologies focusing on people. Non technological innovations, especially, Workplace Innovation (WI) will play a key role in the digital revolution and acceleration of the technological advances, improving the competitiveness of the companies. This draws attention to the importance of the innovation culture and employee engagement focused on improving employee motivation and working conditions, thereby improving labor productivity, organizational efficiency, innovation capacity, market reactivity, and, as a result, business competitiveness. WI is a combination of structural and cultural practices that boosts employees’ participation, improving the quality of work and organizational performance. These strategies aim to promote innovative work behavior to create, introduce and apply new ideas, processes and products. To address these issues this chapter analyses WI in rail sector and defines WI Scheme for rail sector. A theoretical background is presented based on a sample of 203 railway entities across European Union (EU). Then, data analysis and results are examined and the guide to implement WI scheme is defined. Finally, the results of the research, including limitations and concluding remarks are discussed.
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Merimi, Mohammed, and Atour Taghipour. "Accelerating the Digitalization of the Supply Chain." In Digitalization of Decentralized Supply Chains During Global Crises, 1–24. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6874-3.ch001.

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The chapter proposes ways to improve the digitalization of supply chains during global crises. After a survey conducted on a sample of 49 logistics professionals, the authors find that today it has become necessary to accelerate the deployment of an advanced digitalization of the supply chain as a whole. Due to the problems encountered during pandemic crises throughout history, especially the COVID-19 crisis, and in today's computerized world, it is needed to transform the supply chains towards 100% digital. In order to do that, first the authors need to study the fluctuations in supply and demand during crises in order to understand the general effect of pandemics on the supply chain. Thereafter, it is necessary to adopt and improve the appropriate IT systems, especially to digitalize the interaction between buyers and suppliers. This will change the purchasing contracts because the buyers have more transparency on the situation of their suppliers since access to information is easier in a digital environment where everything is connected.
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Schüler, Peter. "Is the Covid pandemic an accelerator for digitalization in our industry?" In Innovation in Clinical Trial Methodologies, 3–4. Elsevier, 2021. http://dx.doi.org/10.1016/b978-0-12-824490-6.00015-3.

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Conference papers on the topic "Acceleration of Digitalization"

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Caso, C., P. Aursand, and T. Stray. "Accelerating Seismic Data Access, QC and Vendor-Independent Automated Workflows with Cloud-Based Seismic Datastore and API." In First EAGE Digitalization Conference and Exhibition. European Association of Geoscientists & Engineers, 2020. http://dx.doi.org/10.3997/2214-4609.202032045.

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Obniavko, V. O. "IMPACT OF THE PANDEMIC ON ACCELERATING THE DIGITALIZATION OF THE WINE INDUSTRY." In Economy digitalization in a pandemic conditions: processes, strate-gies, technologies. Publishing House “Baltija Publishing”, 2021. http://dx.doi.org/10.30525/978-9934-26-028-5-26.

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Novodvorskiy, Ilya. "NATIONAL SECURITY OF THE RUSSIAN FEDERATION IN THE CONTEXT OF DIGITALIZATION OF THE GLOBAL WORLD." In Globalistics-2020: Global issues and the future of humankind. Interregional Social Organization for Assistance of Studying and Promotion the Scientific Heritage of N.D. Kondratieff / ISOASPSH of N.D. Kondratieff, 2020. http://dx.doi.org/10.46865/978-5-901640-33-3-2020-324-332.

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In the article, the author examines the phenomena of Russia's national security and global security, as well as the role of Russia in the context of the digitalization of the world and the struggle between the Chinese and American civilizational models of which, as factors accelerating the global degradation vector concerning the individual and his key environment of nature.
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Hamedifar, Hamed, and Herve Wilczynski. "Planning for Unknown in The New Age of Digital: A Paradigm for Offshore Oil and Gas Risk Assessment and Management." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/31057-ms.

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Abstract Major Oil and Gas operators and service companies look to undertake large scale digital transformations aimed at producing integrated, connected, and intelligent enterprises. These transformations require accelerating the journey to the cloud to modernize the entire application portfolio. By transitioning to the cloud, firms enjoy improved data analytics which allow for evolution to next generation digital work environment. This shift, however, comes with workforce challenges. Employees in all categories and at most levels will require significant cross- and up-skilling to take full advantage of the digital transformation. As vendors, suppliers, service companies, and operators move products and equipment around an expanding ecosystem of assets, security threats are likely to increase due to further geopolitical instability. Data based decision making, which enables the optimization of assets and automation of operations to minimize workforce risk exposure must be implemented with consideration of enterprise risk reduction (across the asset and workforce operational risk life cycle). As Oil and Gas operations become more geographically dispersed and diverse, they are exposed to new and evolving risk factors which can directly impact value. These risk factors make asset acquisition, development, management, and maintenance all more challenging. Analyses of risk in a digital foundation risk-based platform is most valuable at the earliest stages of asset development in determining whether to proceed with the planned development through to end-of-life decommissioning. Successful firms must create an end-to-end digital roadmap which delineates between technical and transactional activities and outlines effective stakeholder engagement at each project stage. The fundamental thesis of this paper is that although risk can be mitigated and reduced through the introduction of digital tools into oil and gas operations, it can never be completely removed. Furthermore, while industry research on the impact of digitalization usually rely heavily on cost savings, optimization, and health, safety, and environment (HSE) related cases, they typically fail to consider the contribution of digitalization on risk assessment and management. This paper argues that we need to move away from the focus on cost savings, process optimization, and HSE metrics improvement metrics. This paper sets up a mechanism for developing risk-based strategies for implementation of digital solutions.
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Ballo, F., R. Frizzi, M. Gobbi, G. Mastinu, G. Previati, and C. Sorlini. "Numerical and Experimental Study of Radial Impact Test of an Aluminum Wheel: Towards Industry 4.0 Virtual Process Assessment." In ASME 2017 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. American Society of Mechanical Engineers, 2017. http://dx.doi.org/10.1115/detc2017-67703.

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The paper deals with a numerical and experimental study of the radial impact test of an automotive aluminum wheel. The final aim is the confident virtual execution of the test in view of a pervasive digitalization of the aluminum wheel production process. A finite element based model is developed. The model includes tire, wheel, striker and supporting structure. The actual structure of the tire is modeled. Tire damping is included through a Rayleigh model. The Rayleigh’s parameters are experimentally identified. The wheel material inhomogeneity is taken into account by assigning different stress/strain curves to wheel rim and spokes. The material curves have been experimentally measured considering specimens extracted from three different regions of actual wheels. The dynamic impact test is simulated by means of a nonlinear explicit solver. Experimental tests on an impact test bench have been realized to validate the developed model. Accelerations during the impact test are measured on the striker. The impact force at the striker is measured by two load cells. The deformation of the wheel is measured by strain gauges located at the most critical areas of the wheel rim and spokes. A good agreement between measured and simulated quantities is obtained. An accurate model of the impact test is now available including a digital representation of the qualification process of aluminum wheels.
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Priyadarshi, Hemant, Chris Waskow, Carolina Cruz, Jonathan Sammon, and Thomas Parenteau. "Accelerated First Oil With Integrated Execution Model, Digital FEED Platform And Product Standardization." In Offshore Technology Conference. OTC, 2021. http://dx.doi.org/10.4043/30924-ms.

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Abstract This paper illustrates how a subsea integrated ("SURF – Subsea Umbilicals Risers Flowlines" and "SPS – Subsea Production systems") execution model can be significantly improved in further reducing the time to first oil. It illustrates the use of digital platforms for FEEDs (Front End Engineering and Design) and Configure to Order (CTO) product designs to provide further schedule improvements resulting in an enhanced execution model. The time to first oil is considerably improved by cruising through the Front-End design gates using digital FEED platforms. CTO designs enable a project to reach the manufacturing gate faster by reducing detailed engineering effort significantly and in some cases eliminating it. The paper provides an introduction to the conventional execution model (Split SURF and SPS scopes), the integrated execution model (combined SURF and SPS scopes) and the enhanced integrated execution model (using digital FEED platform and CTO products). A comparison has been made on project delivery schedules between the three models illustrating the schedule savings through use of digital FEED platforms and CTO designs. It concludes that digitalization of FEEDs and standardization of product configurations create value for the operators in context of faster return on investment. Digital FEEDs are a new concept and still in its infancy. CTO design is a known concept; however, in context of a subsea project, how it may improve schedule delivery is not well established. These factors are truly an enhancement to the integrated execution approach and the additional value gets delivered to the end customer by further accelerating the time to first oil.
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Reports on the topic "Acceleration of Digitalization"

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Abell, Thomas, Husar Arndt, and May-Ann Lim. Cloud Computing as a Key Enabler for Digital Government across Asia and the Pacific. Asian Development Bank, June 2021. http://dx.doi.org/10.22617/wps210196-2.

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Governments are responding to rapid change and growing demands by citizens and businesses by accelerating the digitalization of public services. They are updating their e-government capabilities, adding new digital tools and services, augmenting their data analytics capabilities, and putting in place digital economy development plans. Many of these changes are enabled by cloud computing technologies that have become commonplace in the digitally connected world. The rapidly scalable computing resources that cloud computing delivers via the internet bring cost benefits, improve agility, ensure resilience, and provide access to the latest solutions that digital technology can offer.
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