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Relevant bibliographies by topics / Companies’ transformation

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Academic literature on the topic 'Companies’ transformation'

Author: Grafiati

Published: 28 June 2021

Last updated: 1 February 2022

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Journal articles on the topic "Companies’ transformation"

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Pînzaru, Florina, Alexandra Zbuchea, and Alexandra Viţelar. "Digital transformation trends reshaping companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 635–46. http://dx.doi.org/10.2478/picbe-2019-0056.

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Abstract Nowadays, the ubiquity of the digital technology and the transformation it brings both within the societies and economies around the globe has become a well-accepted fact. For business is no longer a matter of whether or not to incorporate technology in their daily activity, but a matter how to change their way of approaching, and doing when adapting to digital. The digital transformation has enabled the emergence of new business models, as well as many other changes when it comes to satisfying the customer’s needs and expectations, by creating opportunities for value and sustainability. The present paper highlights all these aspects, emphasizing on how businesses can think about the digital transformation to achieve the highest benefits and create competitive advantage.

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Cavalieri, Sergio, Zied M. Ouertani, Jiang Zhibin, and Alice Rondini. "Service transformation in industrial companies." International Journal of Production Research 56, no. 6 (September 20, 2017): 2099–102. http://dx.doi.org/10.1080/00207543.2017.1378830.

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Sigari, Simin, Adnan Altunyurt, and Lazar Rusu. "Barriers in Digital Transformation." International Journal of Innovation in the Digital Economy 12, no. 4 (October 2021): 1–15. http://dx.doi.org/10.4018/ijide.2021100101.

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In recent years, companies in almost all the industries have been exploring new ways to use digital technologies to generate value from digital investments. However, many companies are struggling to realize the digital transformation due to various existing barriers. They face many obstacles in the development and implementation of new digital processes. In cases where the companies fail to reflect upon these barriers, digital transformation processes carry the risk of not being realized successfully. Therefore, this study has looked to identify the barriers in digital transformation, in a company in the IT sector in Sweden. The data was collected through semi-structured interviews with the team members involved in digital transformation and from the company's documents, and then thematically analyzed. The findings of this research study are that there are 28 barriers in digital transformation from which 15 are new barriers that could support executives and managers who are planning a digital transformation in their organizations.

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Savoskin, A. V., and N. A. Rozhkova. "Digitalisation of state companies." Digital Law Journal 2, no. 1 (April 22, 2021): 83–93. http://dx.doi.org/10.38044/2686-9136-2021-2-1-83-93.

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The article analyzes the legal acts that regulate public relations regarding the digital transformation of tate corporations and companies with state participation. The economic and managerial directions of reform of the highest priority are established. The article describes the goals of the digital transformation of a state-owned company, including: creating a target business model, a system of goals and key performance indicators of digital transformation, and determining a digital transformation strategy. Special attention is paid to the development and implementation of initiatives for the implementation of digital infrastructure; the development of digital solutions providers; organizational activities within the framework of digital transformation; measures for programmed import substitution; and measures to ensure information security within the framework of digital transformation. Considering independent directions the digital transformation of state-owned companies can take, one such is the improvement of the “quality” of the staff and the formation of a culture of digital transformation. The article highlights such areas of work as: the creation of a model of digital competencies and the staffing of digital transformation within a state company; an assessment of the need for employees with special competence; teaching digital skills; the development of employees’ digital competencies within a state company; digital workforce management; and planning and holding an event to develop digital culture and the information security culture of a state company. In conclusion, it is determined that the proposed areas of the digitalization of state-owned companies are universal. It is suggested that these recommendations be used in relation to other organizations (primarily private).

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Nakatsu, Koji. "Structural Transformation of Russian Oil Companies." Annals of tha Japanese Association for Russian and East European Studies 1999, no. 28 (1999): 166–74. http://dx.doi.org/10.5823/jarees1993.1999.166.

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Akberdina, Victoria, and Ainur Osmonova. "Digital transformation of energy sector companies." E3S Web of Conferences 250 (2021): 06001. http://dx.doi.org/10.1051/e3sconf/202125006001.

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Digital transformation is an ongoing process that is driven by the recent advances in digitalization as well as the development of information and communication technologies (ICT) that penetrate all socio-economic fields of everyday life and business. In this paper, we describe the digital transformation of energy companies. We show that successful transformation is based on skills, expertise and knowledge of the employees that need to be created and maintained. In addition, we show that digital competences become a key element in building capacities that are required for the digital transformation. This is of a particular importance for the energy companies that are experiencing major changes on the path of transition toward low-carbon economy and renewable energy.

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Schiuma, Giovanni, Eva Schettini, and Francesco Santarsiero. "How Wise Companies Drive Digital Transformation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (April 28, 2021): 122. http://dx.doi.org/10.3390/joitmc7020122.

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Enterprises aimed at acquiring a sustainable competitive advantage in the Digital Era are challenged to develop a Transformative Digital Leadership marked by a set of abilities. The paper introduces the Digital Transformative Leadership Compass as an innovative framework to assess wise leaders’ characteristics driving organisational digital transformation in today’s complex business landscape. It identifies the critical abilities, attitudes, and behaviours distinguishing the profile of a transformative digital leader leading an organisation to continuously innovate and digitally evolve in the same way as the business landscape. This paper contributes to theory building by proposing an interpretative framework of critical abilities distinguishing a transformative digital leader of a transformative digital company. Furthermore, the paper provides practitioners with valuable insights and theoretical evidence on leadership practices in the digital era.

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Tarasov, I. V., and N. A. Popov. "INDUSTRY 4.0: PRODUCTION FACTORIES TRANSFORMATION." Strategic decisions and risk management, no. 3 (October 9, 2018): 38–53. http://dx.doi.org/10.17747/2078-8886-2018-3-38-53.

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The key stage of the company's transition to Industry 4.0. It is the Digital factory development stage. The first part of the article discusses in detail the components of digital factories, the expected effects of digitalization of production and related functions, as well as the transition from strategic initiatives to the operational level – the level of business processes that are transformed under the influence of new technologies. The second part of the article describes the methodology of case studies of Russian and foreign companies that are at the forefront of changes. The third part presents the cases of manufacturing companies that have achieved significant results in the field of digital transformation, in particular, Siemens, SIBUR and Novolipetsk metallurgical combine.

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Popovs, Aleksandrs, and Zane Drinke. "READINESS FOR DIGITAL TRANSFORMATION – THE OUTLOOK OF TOP BALTIC COMPANIES." Acta Prosperitatis 12 (2021): 119–36. http://dx.doi.org/10.37804/1691-6077-2021-12-119-136.

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The aim of this study was to explore and assess the point of view on digital transformations of companies who are currently in the transformation program and running digital transformation projects. The study collects data from diverse top companies across Baltics region across various industries. Within the study the descriptive researchmethod isin use. The statistical population of this study is an extended list of companies from the Coface study for Baltic top 50 ranking for 2019. The sampling for the study was based on purpose selective approach which includes 11 companies from the statistical population. The data collection was carried out by an online questionnaire and afterwards through interviews with the respondents to validate the data provided. The results of the research is the outlook created which includes a number of aspectsto be considered for future research: (1) Currently, the competence level of transformation processes in flagship companies and respectively in rest of the companies in the market needs to be improved; (2) Business demand for knowledgeable digitaltransformation experts with comprehensive modern business processes management knowledge is relatively higher rather one with pure technical expertise in cutting cutting edge technologies; (3) To boost digital transformation toward the operational concept of Intelligent Enterprise, support and guidance from the global digital transformation advisory partners is highly recommended.

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Wikumurti, Muchlis R. Luddin, and Thomas Suyatno. "Human Resource Architecture Transformation Case Study in Construction Company." IJHCM (International Journal of Human Capital Management) 3, no. 2 (September 9, 2019): 27–40. http://dx.doi.org/10.21009/ijhcm.03.02.04.

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This study focuses on the transformation of the architecture of human resource construction services companies into toll road development companies, to get the right model in the implementation of the Human Resources system towards employee engagement and satisfaction which is reflected in the improvement of company performance. The study used a qualitative approach through case studies in construction service companies with data collection methods using observation, interviews, document observation and surveys of company employees by questionnaire. Research informants are the management of the Human Resources construction services company. The results of the case study show that the implementation of a human resource system in a company that is transformed from a construction services company to a toll road development company includes establishing the company's vision and mission from a construction company to a toll road developer, changing company organizations from a construction services business organization to a road development organization toll road, employee recruitment system, employee development and training, career management, reward system and termination / retirement system have been well applied in the process of transformation from construction service companies to toll road development companies. This has an effect on increasing the value of employee engagement and satisfaction and is reflected in the improvement of the company's performance over the past 4 years from 2015 to 2018.

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Dissertations / Theses on the topic "Companies’ transformation"

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Rocha, Robson. "Work systems transformation : factory re-organisation in multinational companies /." Frederiksberg : Samfundslitteratur, 2003. http://www.gbv.de/dms/zbw/375437088.pdf.

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Palacios, Jorge Alejandro. "TRANSNATIONAL COMPANIES AND RADICAL TRANSFORMATION PROCESSES: A study of performance in comparison to other multinational companies." NSUWorks, 2014. http://nsuworks.nova.edu/hsbe_etd/4.

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The objective of this study was to answer the following question: Do organizations that were defined as having successfully adopted the transnational model, as per Bartlett and Ghoshal (1989), and labeled as transnational companies (TNC), perform significantly better than other multinational companies (MNC) when going through radical transformation processes? This research question was answered through a mixed method research design. The first part used a quantitative research approach and evaluated the financial performance of TNCs selected from the Bartlett and Ghoshal (1989) research, using secondary data sources from 6 TNCs and 20 MNCs. The second part used a qualitative approach based on empirical research to answer the question, ""What is happening now, 25 years later?,"" through in-depth interviews. Qualitative data was analyzed to discuss the contribution of the characteristics of TNCs to the performance of these organizations and their capacity to successfully go through radical transformation processes. The term, transnational, as a type of MNC that was introduced by Bartlett and Ghoshal (1988) and expanded by Zanfei (2000), served as the theoretical basis for this study. TNCs have differentiated characteristics, such as an integrated network structure, where complex coordination and knowledge-sharing processes are in place; resources and capabilities are distributed among different sites; and information, technology, and resources flow among interdependent units. This research contributes to bringing the discussion of TNCs back to the forefront of international business strategy research by assessing the applicability of certain elements of the ""transnational solution"" (Bartlett & Ghoshal, 1998) as an evolutionary next step for MNCs that seek long-term sustainable grow. Several directions are suggested for future research, including mapping performance variations over a longer period of time in combination with strategic content analysis; studying the consistency in share price and revenue performance among TNCs as a differentiating factor when compared to other MNCs; and understanding the increasingly predominant role of regions and regional offices in the organizational model of multinationals. Finally, this research further reinforces the suitability and additional depth brought by the application of mixed method research models to academic research in the field of international business.

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Reed, Quentin. "Political corruption, privatisation and control in the Czech Republic : a case study of problems in multiple transition." Thesis, University of Oxford, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.326873.

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Stargård, Susanna, and Sara Hassan. "The Success Factors of PSS Development : A Transformation of Traditional Manufacturing Companies." Thesis, Mälardalens högskola, Akademin för innovation, design och teknik, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-19520.

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The competition and increasing customers‘ demands makes traditional manufacturing companies consider new ways of differentiate themselves. One way of doing this is to develop product service system (PSS) solutions. PSS solutions are a total offering, where the customer purchases the use of a solution instead of a physical product. This bachelor thesis within the School of Innovation Design and Engineering at Mälardalen University aims to determine the success factor of PSS development at ICT and AM, which are two traditional Swedish manufacturing companies. To do this, the main challenges of transforming ICT and AM into PSS providers will be identified. The thesis also aims to determine if there is a need for change of performance measurements and key performance indicators (KPIs) to enable this transformation. A theoretical review is presented to help the readers in the understanding of the thesis areas. Interviews at ICT and AM were made to get a view of the situations at the companies considering PSS development. The information gathered at the interviews stated the major challenges of transforming both companies into PSS developers. With the theoretical framework and the stated challenges, an analysis was made to determine the success factors of PSS development.The identified success factors of PSS development were Senior management clarification of strategic intent, Cultural change management, Teamwork culture, Internal communication mechanisms, External communication mechanism, Customer relationship, Motivating breakthrough ideas, Project core competency, Cross-functional collaboration, Cross-functional development, Allocation of resources, Training and education, Knowledge management, Customer satisfaction data, Risk management, Product positioning, Portfolio of product opportunities, Product functional content, Knowledge of market potential, Product service processes, Product environment, Development process, Responsibilities of team members, Concurrent development, Internal task coordination, Organizational readiness for sales, Internal marketing and External marketing.Based on the theoretical framework and interviews a statement was made; it is crucial to change the performance measurement and KPIs if implementing PSS, to support collaboration between departments and contribute to the overall success for the companies.

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Averina, Elizaveta, and Natalia Pashenkova. "Leadership in environmentally sustainable transformation of private companies in Russia : Multiple Case Study." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-84462.

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As the number of global problems is proliferating, the issue of sustainability is gaining increasing recognition. One of the most imperative aspects of sustainable development is environmental sustainability. Since multinational corporations are the main drivers of global economy, maintaining the balance between economic interests and the health of natural ecosystems would have been impossible without drastic transformation of organizational business practices. The focus of this paper is oriented at the corporate greening undertaken by companies in the country with a huge potential to influence the state of the world ecology: the Russian Federation. The purpose of the study is to gain deeper understanding of the motives of Russian firms to make their operations more environmentally sustainable and of the challenges embedded in the Russian setting that hinder that process. We test the relevance of factors discussed in the greening literature on the Russian context i.e. financial and market-based incentives, stakeholders’ pressure, regulatory setting and leadership perspective and ethical considerations. Within the data collected from 8 business leaders, it was found that the main motives to go “green” were the financial one and the ethical stance of the leaders. Additionally, companies were motivated to go “green” due to forecasts on the future development of the Russian market, i.e. explaining their “green” initiatives as a part of strategic planning programs. Among the main challenges mentioned by the study participants were weak environmental regulatory apparatus and low participation of the Russian civil society. The study concludes by putting forward recommendations of how to facilitate the corporate greening process in Russia stating that legislation should be solidified, transparency of the economy should be strengthened, market-based instruments shall be further developed and educational events for raising environmental awareness should be get wider application.

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Månsson-Perrone, Tristan. "Holistic Sustainability Transformation & Addressing Impacts on Global Biodiversity Integrity : Incumbent Nordic Media Companies." Thesis, KTH, Skolan för elektroteknik och datavetenskap (EECS), 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-264563.

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Growing ecological challenges [1][2][3] can be addressed by the media industry through proactive engagement with holistic sustainability transformation that covers all activities within their value-chain. With at least 60% of vertebrate species already lost [1] and 40% of insect species at risk of the same [2], the time for business-as-usual has past [4][5][6][49]. In order to mitigate negative, and accelerate positive, impacts on global biodiversity integrity, media companies need to look beyond direct impacts, carbon, and segmented actions to a more holistic understanding and approach of sustainability transformation. This study focused specifically on the Nordic region (Sweden, Norway, Denmark, Finland) and the largest incumbent companies within that region (Schibsted, MTG, Bonnier, Egmont and Sanoma) [7][8], to find what actions and pathway are necessary to protect both people and planet [10]. Through understanding the drivers of biodiversity loss, as well as the proposed sustainability transformation roadmaps from the research community, and by quantitatively analyzing how these five companies understand and prioritize sustainability, this study developed a visual Pathway Lens consisting of Seven Focus Areas (SFAs) to enable media companies to look holistically at their activities and value-chain. The SFAs need to be approached holistically, similar to the 17 SDGs (Agenda 2030) [4]. Since incumbent Nordic media companies are not currently looking at impacts on biodiversity integrity, nor focusing on a holistic approach to sustainability, the SFAs of the Pathway Lens are a tool to better understand their unique opportunity to accelerate sustainable lifestyles through their content, marketplaces, products and events, which in turn address impacts on biodiversity integrity. The media industry also shares in the collective opportunity to accelerate sustainable value-chains through prioritizing self-transcendence values, resources, responsible operations, circular business models, iterative stakeholder engagement, and external partnerships. Since the drivers of biodiversity loss are complex and interconnected [3], protecting both people and planet requires complex and interconnected solutions.
Växande ekologiska utmaningar [1][2][3] kan adresseras av medieindustrin genom proaktivt engagemang i holistisk hållbarhetstransformation som täcker alla aktiviteter i värdekedjan. Då minst 60% av arterna bland ryggradsdjur redan har försvunnit [1] och 40% av insektsarterna riskerar att försvinna [2], har tiden för konventionellt företagande (business-as-usual) passerat [4][5][6][49]. För att minska negativa effekter, och accelerera positiva effekter, vad gäller den biologisk mångfaldens integritet, måste företagen se bortom direkta effekter, koldioxidutsläpp, och isolerade åtgärder för en mer holistisk förståelse av och ett mer holistiskt angreppssätt vad gäller hållbarhetstransformation. Denna studie har fokuserat specifikt på Norden (Sverige, Norge, Danmark, Finland) och de största etablerade företagen inom denna region (Schibsted, MTG, Bonnier, Egmont och Sanoma) [7][8], för att ta reda på vilka åtgärder som behövs för att skydda både människor och planeten [10]. Genom att förstå drivkrafterna bakom förlusten av biologisk mångfald, såväl som de föreslagna färdplanerna för hållbarhetstransformation ifrån forskarsamfundet, och genom att kvantitativt analysera hur dessa fem företag förstår och prioriterar hållbarhet, har denna studie utvecklat en visuell lins [Pathway Lens] bestående av sju fokusområden (Seven Focus Areas, SFAs), för att möjliggöra för medieföretag att titta holistiskt på deras aktiviteter och värdekedja. De sju fokusområdena (SFAs) för hållbarhetstransformation måste hanteras holistiskt, likt FN:s 17 globala mål för hållbar utveckling (Agenda 2030) [4]. Eftersom etablerade nordiska medieföretag i dagsläget inte tittar på påverkan på den biologiska mångfaldens integritet, och inte heller fokuserar på ett holistiskt angreppssätt vad gäller hållbarhet, är de sju fokusområdena [SFAs] av den visuella linsen [Pathway Lens] ett verktyg för att bättre förstå deras unika möjlighet att accelerera hållbara livsstilar genom deras innehåll, marknadsplatser, samt produkter och events, vilka i sin tur adresserar påverkan på den biologiska mångfaldens integritet. Medieindustrin delar också den kollektiva möjligheten att accelerera hållbara värdekedjor genom att prioritera värderingar som transcenderar jaget (self-transcendence), resurser, ansvarsfulla verksamheter, cirkulära affärsmodeller, iterativt intressentengagemang, och externa partnerskap. Eftersom drivkrafterna bakom förlust av biologisk mångfald är komplexa och sammankopplade [3], krävs komplexa och sammankopplade lösningar för att skydda både människor och planeten.

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Galdunová, Natália. "Daňové dopady přeměn obchodních společností." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-444230.

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The diploma thesis deals with the companies’ transformation and the main focus is on the cross-border mergers and its tax implications. The theoretical part introduces the topic of companies’ transformation with focus on cross-border mergers and describes its legal, accounting and tax implications. The practical part contains of analysis of cross-border mergers made by Czech companies from 2008 to 2020. The goal of the analysis is to find out where to Czech companies make cross-border mergers most often. Then for the selected countries the tax systems and mainly the corporate income tax is described. Afterwards, with a model example, the most convenient country for cross-border merger from the tax and corporate income tax perspective is selected.

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Uhlířová, Jaroslava. "Přeměny obchodních společností - rozdělení odštěpením." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-76148.

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One form of transformation of companies is the spin-off. The main aim of the thesis is to describe the process of spin-off in terms of commercial law, accounting and taxes. There are also summarizes the differences compared to other transformations and examples of real spin-off. The most important obligations and procedures are summarized in the final examples.

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Schoeman, Nico. "The drivers and restraining factors for achieving employment equity at management level in gold mining companies." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/26042.

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South African gold mining companies fail to meet employment equity targets at management level. The research aimed at establishing the level of Blacks in junior, middle and senior management positions in South African gold mining companies and to gain an understanding of the drivers and restraining factors for achieving employment equity at management level. Qualitative research was undertaken comprising focus group discussions with Black managers in the gold mining industry and with the Department of Mineral Resources. This was supplemented with in-depth interviews with gold mining HR and transformation managers/executives, labour unions and the Department of Labour. The research confirmed the current level of Blacks in management in gold mining companies, ranging between 23% and 29.6%. A conflict was identified between the Department of Mineral Resource’s “compliance” approach compared to gold companies’ “commitment” approach to employment equity transformation. Transformation Planning, Individual Development Support and Employment Equity Support Structures emerged as the key employment equity transformation themes. These were captured in the “three pillar” model to guide improved employment equity transformation in South African gold mining companies. Copyright
Dissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
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Moder, Patrik. "Daňové dopady přeměn obchodních společností." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2021. http://www.nusl.cz/ntk/nusl-444220.

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Diploma thesis deals with on the transformation of business companies with focus on the tax implications of these processes. At the beginning of this thesis is described theoretical basis of the thesis in which clarified the characteristics of individual companies, transformations of copmpanies and law, accounting and tax aspects of transformations of these companies. The own proposals make a model example which is focused on the merger of two limited liability companies and the defining of their accounting and tax implications of this transformation.

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Books on the topic "Companies’ transformation"

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Dvořák, Tomáš. Přeměny a přeshraniční přeměny obchodních společností a družstev: Transformation and crossborder transformation of trading companies and cooperatives. Praha: Wolters Kluwer Česká republika, 2013.

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Solomon, Steven. Small business USA: Therole of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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Kinsey, Christopher. The transformation of war: The rise of private contractors. Abu Dhabi: Emirates Center for Strategic Studies and Research, 2009.

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Kinsey, Christopher. The transformation of war: The rise of private contractors. Abu Dhabi: Emirates Center for Strategic Studies and Research, 2009.

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Small business USA: The role of small companies in sparking America's economic transformation. New York: Crown Publishers, 1986.

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Roman, Tomasic, ed. Corporate governance and resource security in China: The transformation of China's global resources companies. New York, NY: Routledge, 2009.

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Contractors and war: The transformation of US expeditionary operations. Stanford, California: Stanford Security Studies, an imprint of Stanford University Press, 2012.

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Karaszewski, Włodzimierz. Empirical research on the process of transformation of Polish companies in the period of 1990-1995. Toruń: Uniwersytet Mikołaja Kopernika, 1997.

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Liuhto, Kari. The transformation of the organization sector in Russia in the 1990s: Some implications of the entrepreneurial transformation on the foreign trade of Russia and the foreign companies' Russian operations. Turku: Turku School of Economics and Business Administration, 1997.

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Taiwan Takushoku Kabushiki-gaisha no Higashi Taiwan keiei: Kokusaku-gaisha to shokuminchi no kaizō = Transformation of colonial frontier by national policy company : operations of Taiwan Development Corporation in Eastern Taiwan (1937-1945). Tōkyō: Kyūko Shoin, 2012.

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Book chapters on the topic "Companies’ transformation"

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Dang N'Guyen, Godefroy. "Companies: the Great Transformation." In The Digital Era 2, 7–22. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2019. http://dx.doi.org/10.1002/9781119468967.ch1.

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Bhambri, Arvind, Anil K. Gupta, and Tadao Kagono. "Robust Companies: Organizational Explanations for Sustained Success." In Corporate Transformation, 461–86. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-1-4615-6263-4_18.

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Djokić, Danila. "Ownership Transformation of Slovenian Companies." In Privatisierung in Ungarn, Kroatien und Slowenien im Rechtsvergleich, 114–28. Vienna: Springer Vienna, 1993. http://dx.doi.org/10.1007/978-3-7091-9314-3_8.

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Cornelli, Francesca. "The Sale of Shares to Foreign Companies." In The Economics of Transformation, 113–28. Berlin, Heidelberg: Springer Berlin Heidelberg, 1994. http://dx.doi.org/10.1007/978-3-642-78615-0_5.

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Brännström, Anders. "Transformation of Shipbuilding Companies in Sweden." In Managing Innovation and Change, 169–77. Dordrecht: Springer Netherlands, 1989. http://dx.doi.org/10.1007/978-94-015-7835-6_13.

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Wolf, Marcus, Arlett Semm, and Christian Erfurth. "Digital Transformation in Companies – Challenges and Success Factors." In Innovations for Community Services, 178–93. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93408-2_13.

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Alpkaya, Seda, and Cem Sakarya. "User Experience Transformation in Telco Companies: Turkcell Case." In Design, User Experience, and Usability. Web, Mobile, and Product Design, 84–93. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-39253-5_10.

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Steuernagel, Axel. "Creating Digital Growth at International Consumer Goods Companies." In Führen und Managen in der digitalen Transformation, 361–87. Wiesbaden: Springer Fachmedien Wiesbaden, 2020. http://dx.doi.org/10.1007/978-3-658-28670-5_20.

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Stoianova, Olga, Tatiana Lezina, and Victoriia Ivanova. "Corporate Culture: Impact on Companies’ Readiness for Digital Transformation." In Lecture Notes in Business Information Processing, 13–26. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-64642-4_2.

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Gregori, Johann, and Ralph Riedel. "Maturity Model for Successful Cost Transformation in ETO Companies." In IFIP Advances in Information and Communication Technology, 573–80. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-57997-5_66.

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Conference papers on the topic "Companies’ transformation"

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Kokh, Larisa, and Yuriy Kokh. "Banks and Fintech-companies." In DTMIS '20: International Scientific Conference - Digital Transformation on Manufacturing, Infrastructure and Service. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3446434.3446533.

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Rodič, Blaž, and Jerneja Šavrič. "Success Factors in Public Calls for Project Proposals." In Organizations at Innovation and Digital Transformation Roundabout. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-388-3.53.

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This contribution presents the outcomes of a research focused on the influence of project management software usage on a company’s success in public calls for research and development project proposals. Research involved gathering the data on company participation in public calls, quantitative analysis to identify the sample of companies most successful at public R&D calls, and qualitative analysis of interviewed companies. Information technology support related factors were identified as well as the factors related to human resources. A novel multicriteria model for evaluation of company performance in public calls for projects was developed. The results of presented research are applicable in the theory of project management, sociological research on interplay of IT and society and have a potential impact in the design and management of public calls for project proposals and the approach to public calls for project proposals in companies.

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Gitelman, L. D., and M. V. Kozhevnikov. "Risks of systemic transformation in energy companies." In ECOSUD 2015. Southampton, UK: WIT Press, 2015. http://dx.doi.org/10.2495/eco150321.

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Arslan, Gokhan, and Serkan Kivrak. "E-Business Transformation Stages for Construction Companies." In International Workshop on Computing in Civil Engineering 2007. Reston, VA: American Society of Civil Engineers, 2007. http://dx.doi.org/10.1061/40937(261)89.

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Golubev, Artem, and Oleg Ryabov. "Transformation of traditional financial companies into FinTech." In DTMIS '20: International Scientific Conference - Digital Transformation on Manufacturing, Infrastructure and Service. New York, NY, USA: ACM, 2020. http://dx.doi.org/10.1145/3446434.3446543.

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Baynova, M. S. "Transformation In Supply Chain Management With Modern Companies." In Proceedings of the II International Scientific Conference GCPMED 2019 - "Global Challenges and Prospects of the Modern Economic Development". European Publisher, 2020. http://dx.doi.org/10.15405/epsbs.2020.03.63.

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Bostoganashvili, E. R., I. V. Nigmatullina, and R. A. Kashapova. "Digital Transformation Trends in Russian and Foreign Companies." In 2nd International Scientific and Practical Conference “Modern Management Trends and the Digital Economy: from Regional Development to Global Economic Growth” (MTDE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200502.160.

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Soldatova, N. F., S. B. Ilyashenko, and N. V. Rebrikova. "Digital Transformation of Management of Russian Energy Companies." In 2nd International Scientific and Practical Conference “Modern Management Trends and the Digital Economy: from Regional Development to Global Economic Growth” (MTDE 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200502.210.

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Zameshaeva, Irina, Evgeny Lisin, and Ekaterina Rukina. "Digital Transformation in Management Processes of Energy Companies." In 1st International Scientific Conference "Legal Regulation of the Digital Economy and Digital Relations: Problems and Prospects of Development" (LARDER 2020). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210318.041.

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Daneeva, Yu, A. Glebova, O. Daneev, and E. Zvonova. "Digital Transformation of Oil and Gas Companies: Energy Transition." In Russian Conference on Digital Economy and Knowledge Management (RuDEcK 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200730.037.

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Reports on the topic "Companies’ transformation"

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Markus, Maurer, Khammounty Bounseng, Morlok Michael, and Teutoburg-Weiss Hannes. Boosting Growth and Transformation in Laos’ Industry. Swiss National Science Foundation (SNSF), October 2019. http://dx.doi.org/10.46446/publication_r4d.2019.2.en.

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Two thirds of Laos’ manufacturing industry has experienced growth and transformation over the last half decade. There are noteworthy differences between small and large companies: whilst both grew quickly, larger ones have achieved more rapid change in products, technology and organisation. However, a dimension of growth and transformation where large companies in Laos are lagging behind is labour productivity.

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Robayo Botiva, Diana María. Brief Current Context of the Types of Electronic Commerce in Colombia. Ediciones Universidad Cooperativa de Colombia, April 2021. http://dx.doi.org/10.16925/gclc.17.

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In the current context, e-commerce has improved significantly as consumers have increased online shopping in different sectors of the economy. Therefore, the term “e-commerce” is becoming increasingly well-known and relevant for conducting business transactions. In addition, the current context of the COVID-19 pandemic has contributed to the extreme growth of e-commerce, and in the long term it will be a vital part of companies to achieve a greater competitive advantage as it offers benefits to the end consumer. However, it is important to note that there will be technological and non-technological limitations that will affect its growth. Nevertheless, the advance of information and communication technologies (ICTS) will tend to correct these limitations, consolidating the generalized increase of e-commerce worldwide. Consequently, it is pertinent that students of economics, administrative and accounting sciences, engineering, among others, expand their knowledge in e-commerce and thus be at the forefront of the different issues surrounding the digital transformation in companies and the digital economy.

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Sen, Aditi, and Nafkote Dabi. Tightening the Net: Net zero climate targets – implications for land and food equity. Oxfam, August 2021. http://dx.doi.org/10.21201/2021.7796.

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Many governments and companies are adopting net zero climate targets as they recognize the urgency of the climate crisis. Without clear definition, however, these targets risk being reliant on using vast swathes of land in low-income countries to capture carbon emissions, allowing the biggest emitters to avoid making significant cuts in their own emissions. ‘Net zero’ could end up being a dangerous distraction that could delay the rapid reductions in emissions that high-emitting countries and companies need to make if we are to avoid catastrophic climate breakdown. It could also lead to an explosion in demand for land which, if not subject to careful safeguards, might risk increasing hunger and fuelling land inequality. Net zero should be a pathway to real and transformative climate action and not greenwash. Carbon emissions need to be reduced now, and land-based climate solutions must centre ‘food-first’ approaches that help achieve both zero emissions and zero hunger.

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2020 Partnership Report: Partnerships in a Time of Transformation. Inter-American Development Bank, April 2021. http://dx.doi.org/10.18235/0003221.

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In 2020, the Inter-American Development Bank kicked off the new decade faced with a novel, unprecedented challenge: the COVID-19 pandemic. Fortunately, as the IDB Group sought to help the region's governments and companies navigate the social, economic, and health-related implications of this crisis, it did so with the support of a robust partnership network and a track record of collaborating with partners to amplify its impact. In 2020, the IDB Group was able to further leverage partnerships in this period of great transformation, continuing its efforts to advance the United Nations Sustainable Development Goals (SDGs) and confront the new obstacles generated by the pandemic in partnership with governments, companies, philanthropic actors, academic institutions, and others. The pages of this report provide greater insight into these efforts, revealing partnerships to be an unrivaled tool for transforming challenges and uncertainty into opportunities for growth.

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