Journal articles: 'Companies’ transformation'

1

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

2

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

3

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

4

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.

Full text

Abstract:

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).

APA, Harvard, Vancouver, ISO, and other styles

5

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.

Full text

APA, Harvard, Vancouver, ISO, and other styles

6

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

7

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

8

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

9

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

10

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.

Full text

Abstract:

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.

APA, Harvard, Vancouver, ISO, and other styles

11

Vorontsov, Denis. "Modern approaches to Agile transformation of Russian financial and technological companies." SHS Web of Conferences 116 (2021): 00066. http://dx.doi.org/10.1051/shsconf/202111600066.

Full text

Abstract:

The article considers the relevance of the Russian organizations Agile transformation operating in the financial technology industry. The current concepts of Agile-transformation are presented. The experience of implementing Agile transformations in large Russian banks is presented. The current processes occurring during the transformation of fintech companies are presented. The conditions and features of Agile transformation depending on the scale of a fintech company are considered. Changes in the corporate culture are analyzed from the point of view of project teams and the Agile companies as a whole. Approaches to the transformation of the company’s organizational structure are presented, with the identification and description of new implemented structural elements and roles. The change in the project methodology of a Fintech company during Agile transformation is presented as a transition, implementation and adaptation of popular Agile frameworks and hybrid project approaches based on the project methodologies of Waterfall, Scrum and SAFe. The current and practical stages of Agile transformation of large fintech companies operating in the banking market are analyzed and described in detail. Assumptions are made about the potential problems caused by the escalating competition, restrictions and consequences caused by the Covid-19 pandemic. Medium-term challenges and prospects for the transition of companies to Agile in the Russian fintech market are presented.

APA, Harvard, Vancouver, ISO, and other styles

12

Pospíšil, Jiří, and Hana Vomáčková. "Business Combinations of Czech Companies: Empirical Analysis of Their Typology." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 66, no. 1 (2018): 313–23. http://dx.doi.org/10.11118/actaun201866010313.

Full text

Abstract:

This paper is a descriptive study which analyses company transformations - a subset of M&A - which took place in the Czech Republic in 2013. Based on the statistical sample containing detail data of 115 transformations, we analysed important aspects of company transformations (M&A) such as ownership structure of the participating companies, deployment of the effective date, acquisition date, balance-sheet date, date of registration and transformation project date, utilization of available forms of company transformations, utilization of financial statements for transformation purposes and incidence of fair-value revaluation. The results of the research shows, that majority of company transformations are in fact corporate holdings reorganisations rather than business combinations as defined by IFRS 3 and it also suggests that the rules for accounting for these transactions are in fact misused for distribution of earnings (even unrealized earnings) through the corporate holdings. We have also identified cases of severe distortion of faithful representation of successor’s company financial position, most often as a result of retrospective company transformations, where the effective day of the merger was put before the date of acquisition of the majority on target’s equity.

APA, Harvard, Vancouver, ISO, and other styles

13

Aochi, Masafumi. "Transformation of Holding Companies in Wartime Japan." Japanese Research in Business History 29 (2012): 29–54. http://dx.doi.org/10.5029/jrbh.29.29.

Full text

APA, Harvard, Vancouver, ISO, and other styles

14

Savić, Nebojša, Jelisaveta Lazarević, Zoja Kukić, and Ema Marinković. "Digital transformation: Challenges for companies in Serbia." Ekonomika preduzeca 67, no. 1-2 (2019): 101–14. http://dx.doi.org/10.5937/ekopre1808101s.

Full text

APA, Harvard, Vancouver, ISO, and other styles

15

Vilagi, Robert, Michal Konecny, and Frantisek Pollak. "Transformation of communication policy of Slovak companies." SHS Web of Conferences 115 (2021): 03018. http://dx.doi.org/10.1051/shsconf/202111503018.

Full text

Abstract:

Innovation is a major accelerator of development. This is no different with regard to innovations in business management processes. The communication policy of business entities has been undergoing a transformation for more than two decades, where more and more emphasis is being placed on interactive forms of presentation, with which companies can better target selected markets. The aim of the study is to describe selected characteristics of the Slovak market in the light of the transformation from off-line to on-line. Through the analysis of secondary information sources, it is possible to state that on the Slovak market we record both a continuous increase in the share of social network use by companies, as well as an increase in expenditure on Internet promotion. The presented study maps the period until the outbreak of the COVID-19 pandemic, thus creating a reference framework for subsequent research into the effects of the pandemic on the communication activities of Slovak companies.

APA, Harvard, Vancouver, ISO, and other styles

16

Komarcheva, Oksana, and Elena Lysenko. "Trade and Service Industry: Readiness Analysis for Digital Transformation." Bulletin of Kemerovo State University. Series: Political, Sociological and Economic sciences 2020, no. 3 (October 16, 2020): 375–86. http://dx.doi.org/10.21603/2500-3372-2020-5-3-375-386.

Full text

Abstract:

Trade and service industry was one of the first areas to go online. As a result, digital transformation has always been important for this sphere. The research objective was to assess the readiness of trade enterprises and service sector for digital transformation in the Kemerovo region based on questionnaire method. The study featured network companies, small businesses, and individual entrepreneurs in the field of trade and services. The article covers several approaches to the definition of digital transformation and its key areas, i.e. customer-centered approach, partnership and collaboration, big data, innovations, digital value management, corporate and consumer digital culture, etc. Most enterprises saw digital transformation as a tool of efficiency improvement, not as a strategic activity. This was mostly typical of large network companies, with a few regional enterprises. Companies that deal with consumer goods showed the best results in digital transformation. The market of trade and services in has low data transparency. Most companies demonstrated a poor use of digital technology. On the other hand, consumers of trade and service industry showed a high degree readiness for digital transformations. Development of Internet marketing and digital technologies suggests that digital transformation is bound to become a tool of competitive growth.

APA, Harvard, Vancouver, ISO, and other styles

17

Blyukov, A. "Resistance to Digital Transformation Projects in FMCG Companies." Scientific Research and Development. Russian Journal of Project Management 10, no. 2 (August 13, 2021): 3–12. http://dx.doi.org/10.12737/2587-6279-2021-10-2-3-12.

Full text

Abstract:

This paper explores the reasons for resistance to digital transformation projects in FMCG companies. The purpose of the work is to develop recommendations for mitigating resistance. Within the framework of the study, an in-depth analysis of existing theoretical approaches and a quantitative analysis based on a sample of more than 60 respondents working in the FMCG sector were carried out. It was found that employees are prone to resistance in the absence of trust in the company's management and the project as a whole. At the same time, the fear of losing a job reduces the willingness to get involved in digitalization projects for people with higher education, while for people without it, maintaining employment is not decisive. It was also revealed that employees of FMCG companies are unwilling to overwork and disrupt the work-life balance, regardless of their attitude to digitalization. Finally, it turned out that employees working remotely are less likely to resist digital transformation projects.

APA, Harvard, Vancouver, ISO, and other styles

18

Giraldo, Sandra, David la Rotta, César Nieto-Londoño, Rafael E. Vásquez, and Ana Escudero-Atehortúa. "Digital Transformation of Energy Companies: A Colombian Case Study." Energies 14, no. 9 (April 28, 2021): 2523. http://dx.doi.org/10.3390/en14092523.

Full text

Abstract:

The United Nations established 17 Sustainable Development Goals (SDGs), and the fulfillment of the 7th, defined as “Ensure access to affordable, reliable, sustainable, and modern energy for all”, requires energy industry transitions and digital transformations, which implies that diverse stakeholders need to move fast to allow the growth of more flexible power systems. This paper contains the case report that addresses the commercial digital transformation process developed at AES Colombia, through the implementation of a modern platform based on specialized applications that use Industry 4.0 tools. The Chivor hydropower project, a 1000-MW powerplant that covers 6% of Colombia’s demand, which is owned by AES Colombia and constitutes its primary asset, is first described. Then, a description of Colombia’s complex market (energy matrix, trading and dispatch mechanisms, and future projects) is presented. Then, the methodology followed for the digital transformation process using modern tools is described. The project, conceived as a broad framework, comprises applications for the management of hydrological, operational, and market information, commercial information systems and platforms to facilitate consultation and analysis by different users. Such an innovative project in the Latin American context has been developed in order reduce risks and to contribute to a sustainable energy supply for the future.

APA, Harvard, Vancouver, ISO, and other styles

19

Mašić, Branislav, Ljubiša Vladušić, and Sandra Nešić. "Challenges in Creating Transformative Growth for Companies In Digital Economy." ECONOMICS 6, no. 2 (December 1, 2018): 37–48. http://dx.doi.org/10.2478/eoik-2018-0024.

Full text

Abstract:

Summary Digital economy creates waves and waves of disruptions. To survive and thrive in digital economy, where technology is disrupting industries from education to even manufacturing, companies are looking for new approaches to stay relevant. As the world becomes more digitalized, customer-centric approach to product development, short product cycles and rapid decision-making is needed. At the same time, while optimizing the existing core business, companies must grow more entrepreneurial culture and transformational growth engines inside the companies. Following this path, the major challenge for companies is how to implement strategic growth innovation along with executing traditional business model and operational excellence. This paper aims to explore and present the importance of digital transformation and innovations. Companies should strive to build collaborative relationships as a means to creating transformational growth. It is suggested that information and communications technologies are significant in the process of strategic planning. The Paper also emphasizes the importance of organizational structure and culture required for implementing strategies that are aligned with digital transformation.

APA, Harvard, Vancouver, ISO, and other styles

20

Golubetskaya, N. P., and A. V. Kurlov. "Criteria for Evaluating the Effectiveness of Innovative Transformation of Business Structures." Economics and Management 26, no. 10 (December 26, 2020): 1128–35. http://dx.doi.org/10.35854/1998-1627-2020-10-1128-1135.

Full text

Abstract:

The presented study comprehensively analyzes criteria for evaluating the effectiveness of innovative transformation of business structures, which involves step-by-step strategy development, its implementation, relevant management decisions, and controlling functions.Aim. By analyzing the features of transformation of business structures in modern geo-economic conditions, the study aims to propose conceptual approaches to the formation of criteria for evaluating the results of innovative transformations at all levels of socio-economic system management.Tasks. In accordance with the aim of the study, the authors propose approaches to classifying the innovative transformations performed by companies depending on market conditions; formulate a conceptual model of innovative transformations of business structures in accordance with the strategic goal of modernizing technological processes and services; examine methods for optimizing the stages of converting research and development into finished products based on digital technologies with allowance for the evaluation of the results of innovative transformations of companies.Methods. This study uses general scientific methods of cognition to examine specific features of innovative transformation of business structures and formulate conceptual approaches to evaluating the effectiveness of innovative processes in companies using mathematical modeling and digital technologies for building and analyzing algorithms for optimizing management decisions aimed at implementing innovative transformation at all levels of management with allowance for geopolitical risks and changes in the external environment.Results. A comprehensive analysis of theoretical and practical research allowed the authors to examine priority directions of innovative transformation of business structures at all stages – from a scientific idea, fundamental and applied research to the finished product or service, with allowance for financial and geopolitical risks. Innovative transformation of business structures is influenced by the introduction of digital technologies that make it possible to optimize business processes, reducing operating costs and enhancing the competitive advantages of business entities.Conclusions. In modern conditions, innovative transformation of companies is based on corporate information and communication systems that make it possible to optimize management decisions aimed at implementing a sustainable development strategy, upgrading, monitoring, planning, forecasting technological processes of regional economic entities. Innovative transformation of business structures largely depends on approaches to evaluating the effectiveness of developed and implemented management decisions and mathematical modeling scenarios with allowance for changes in the external environment and geopolitical risks. The digital economy has created the prerequisites for administrative and managerial transformation of companies through innovative processes.

APA, Harvard, Vancouver, ISO, and other styles

21

Lichtenthaler, Ulrich. "Profiting From Digital Transformation?" International Journal of Service Science, Management, Engineering, and Technology 12, no. 5 (September 2021): 68–79. http://dx.doi.org/10.4018/ijssmet.2021090105.

Full text

Abstract:

Many companies have recently started digital transformation initiatives, and they now increasingly focus on artificial intelligence (AI). By means of smart algorithms and advanced analytics, firms attempt to leverage some of the results of their ongoing digital transformation initiatives, for example with regard to data about their established business operations. A conceptual framework underscores the need for combining data management and AI initiatives in order to ensure a firm's digital readiness and to realize digital business opportunities subsequently. An overview of recent trends further illustrates how different companies respond to these managerial challenges. This paper contributes to the literature on digitalization, AI, and ‘integrated intelligence' by highlighting the role of AI for leveraging data from digital transformation initiatives. Specifically, the use of AI applications helps companies to turn data into valuable knowledge and intelligence. In addition, this paper provides new knowledge about achieving superior performance in the digital economy.

APA, Harvard, Vancouver, ISO, and other styles

22

Yanovska, Viktoriia, Olha Levchenko, Viktoriia Tvoronovych, and Anastasiia Bozhok. "Digital Transformation of the Ukrainian Economy: Digitization and Transformation of Business Models." SHS Web of Conferences 67 (2019): 05003. http://dx.doi.org/10.1051/shsconf/20196705003.

Full text

Abstract:

The studies are devoted to the transformational processes associated with digitalization, which takes place in the Ukrainian economy. Economic development is impossible without widespread introduction and full use of the digital technologies. The rate of digital innovation is growing every year. The transformation of the landscape of interpersonal connections and economic relations leads to the digitalization of the operational processes and the change in business models, which generally results in large-scale digital transformation of companies. Meanwhile, it should be noted that the digitization and transformation processes of business models, taking place mainly at the level of private and state enterprises, are expanding to the level of government and have a significant impact on the competitiveness of the economy. Today, there is a significant number of projects of digital transformation in Ukraine. The general idea is to create a unified digital communication system. It is nice to note that not only private companies but also state structures have joined this system, which testifies to their interest in self-development and the desire to keep up with the modern technologies, focusing on clients.

APA, Harvard, Vancouver, ISO, and other styles

23

최순화. "Strategic Transformation of Luxury Companies during Economic Downturns." Journal of Product Research 30, no. 2 (April 2012): 125–33. http://dx.doi.org/10.36345/kacst.2012.30.2.013.

Full text

APA, Harvard, Vancouver, ISO, and other styles

24

Agafonova, Margarita, Lyudmila Shevchenko, Oleg Shalnev, and Andrey Chugunov. "Creating a competitive strategy for a digital financial institution." E3S Web of Conferences 244 (2021): 10007. http://dx.doi.org/10.1051/e3sconf/202124410007.

Full text

Abstract:

The paper reveals the essence of digital changes and digital transformation. It was possible to determine the essence of strategic approaches to business transformation in the turbulent conditions of digital transformations and outline ways to build strategies for digital transformations. The paper analyzed the factors influencing the implementation of digital transformation strategies of the financial sector. Based on the capabilities of the external environment, a brief analysis of new opportunities for digital transformation in the field of financial services was carried out. An attempt was made to develop approaches to creating strategic digital transformations of financial companies, as well as develop a competitive strategy for the consistent development of a specific financial organization based on strategic digital changes in the digital transformation environment of the industry.

APA, Harvard, Vancouver, ISO, and other styles

25

Paraschiv, Dorel, Maria Niţu, and Mihai Savin. "Change management within companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 625–34. http://dx.doi.org/10.2478/picbe-2019-0055.

Full text

Abstract:

Abstract The environment in which a company operates is diverse and demanding, as there are unnoticed variables. In order to ensure success in the transformation process of a company’s management, leaders need to take into account certain factors that will help the company gain competitive advantage. The ability of companies to adapt, start or implement a change will depend to a large extent on the human resources and skills, attitudes and knowledge they hold. So change is an essential component of the evolution process of companies that put effort, time and resources into implementing an advantageous strategy, but, on the other hand, transformation can be the decay of an organization. For such a strategy, managers need to balance all relevant aspects of the organization and the outside, so that they can position themselves to the current realities of the business environment. This article highlights the importance of change management for the companies, the challenges that they encounter in this process, as well as the main models and theories of change management.

APA, Harvard, Vancouver, ISO, and other styles

26

Tsenzharik, Maria, Yulia Krylova, and Valeriia Steshenko. "Digital transformation in companies: Strategic analysis, drivers and models." St Petersburg University Journal of Economic Studies 36, no. 3 (2020): 390–420. http://dx.doi.org/10.21638/spbu05.2020.303.

Full text

Abstract:

The article provides terminology for processes of digitalization and digital transformation. For structuring digital transformation processes, the authors offer a modification of the strategic scorecard and distinguish technologies as an additional perspective. Using business cases, the authors analyzed approaches to digital transformation, revealed principal digital transformation models, and described them. The interrelations between targets, models, and strategies of digital transformation are demonstrated. The authors argue that digital transformation has to be considered to be a part of corporate strategy rather than isolated processes, with common strategizing tools and metrics applied. External and internal environment elements for digital transformation are structured. It is shown that the internal digital environment can be evaluated with the companies’ digital maturity models. The external environment has a complex structure that can be described by the digital economy and society development in a country, a region, and a city; digital intensity level in an industry; and a digital ecosystem potential. All the authors’ contributions and conclusions are based on research papers, public statistical data, and analysis of Russian and foreign companies.

APA, Harvard, Vancouver, ISO, and other styles

27

Gutbrod, Max. "Digital transformation in economy and law." Digital Law Journal 1, no. 1 (May 17, 2020): 12–23. http://dx.doi.org/10.38044/dlj-2020-1-1-12-23.

Full text

Abstract:

This article gives an expansive overview of the changes in the economy, and in processes performed by both companies and the society at large, that are likely to accompany digitalization in light of the current COVID-19 crisis. In giving this broad overview, the article highlights the consequences for the structure of the economy that the growth of groups of companies profiting from digitalization will have, and the social issues that are linked to such growth. Also, the article offers thoughts on how different areas of activity, such as of companies as well as of education and science, are likely to change.

APA, Harvard, Vancouver, ISO, and other styles

28

El hilali, Wail, Abdellah El Manouar, and Mohammed Abdou Janati Idrissi. "Digital Transformation for Sustainability: A Qualitative Analysis." Computer and Information Science 13, no. 3 (June 8, 2020): 30. http://dx.doi.org/10.5539/cis.v13n3p30.

Full text

Abstract:

In the digital era, finding a new way to conduct business becomes mandatory. The risk of disruption, the bloody competition, the change in customer behaviours and the scarcity of resources, these are few of many drivers that force companies to change their business models and adapt to the new market reality. Digital transformation emerged as a recent concept that help companies to best leverage digital capabilities such as Big data, Internet of things, Cloud Computing and Artificial Intelligence. The purpose of this paper was to conduct a qualitative analysis on three big size companies in order to enrich the literature on this concept and to discuss whether or not companies could reach sustainability during their transformation journeys. The three in-depth case studies showed that customers, data, competition and innovation are four dimensions of digital transformation that have an impact on the companies’ sustainability actions. We proposed at the end of the article a future research model, composed of 5 hypotheses, to be validated by a future empirical study.

APA, Harvard, Vancouver, ISO, and other styles

29

Kochetkov, E. P., and A. A. Zabavina. "DIGITAL TRANSFORMATION OF COMPANIES: ESSENCE AND EMPIRICAL ASSESSMENT OF IMPACT ON EFFICIENCY." Vestnik of Samara State University of Economics 1, no. 195 (January 2021): 38–51. http://dx.doi.org/10.46554/1993-0453-2021-1-195-38-51.

Full text

Abstract:

In the context of the fourth industrial revolution and the development of digital technologies, their implementation in all areas of the economy has become a necessity. Currently, digital transformation as a set of measures to modernize the company's internal processes is becoming a key element on a highly competitive market and it is one of the few ways to survive. The current economic crisis caused by the coronavirus pandemic has sharply demonstrated the need for digital transformation of business. In this regard, the problem of successful digital transformation has become a key issue for almost all companies in various sectors of the economy. The purpose of this study is to determine the impact of the digital transformation process of the business on its effectiveness. The theoretical analysis of the digital transformation process was used as a methodological basis. On the basis of statistical data and digital strategies of companies, an analysis of the reasons for the success and failure of such strategies implementation, as well as a correlation analysis of the main indicators of the company's performance and the process of its digitalization, is carried out. In the course of the study, the essence of the concept of company digital transformation is established, the key features of this process are identified and generalized, the main prerequisites for digital changes and their results are determined by the example of large multinational corporations – representatives of various sectors of the economy.

APA, Harvard, Vancouver, ISO, and other styles

30

Maidanova, Svetlana, and Igor Ilyin. "Balanced Scorecard as the basis of global company IT-architecture modeling." KANT 36, no. 3 (September 2020): 66–72. http://dx.doi.org/10.24923/2222-243x.2020-36.13.

Full text

Abstract:

Currently, international companies actively introduce digital technologies, moving to the global digital economy. Digital transformation has a significant impact on all company's business aspects, monitoring and planning digital transformation processes requires a method that allows evaluating the changes in the company's IT architecture results in the context of their compliance with the company's strategic goals. This article proposes the balanced scorecard application to measure and plan IT architecture changes, using it as the basis for the company's digital twin.

APA, Harvard, Vancouver, ISO, and other styles

31

Syaglova, Yu V., and T. P. Maslevich. "Transformation of Manager Competences in Conditions of Digital Economy." Vestnik of the Plekhanov Russian University of Economics 18, no. 2 (April 9, 2021): 142–51. http://dx.doi.org/10.21686/2413-2829-2021-2-142-151.

Full text

Abstract:

Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.

APA, Harvard, Vancouver, ISO, and other styles

32

Bogoviz, Aleksei, Svetlana Lobova, and Elena Popkova. "Transformational leadership as a factor in the success of knowledge-intensive companies." MATEC Web of Conferences 212 (2018): 10001. http://dx.doi.org/10.1051/matecconf/201821210001.

Full text

Abstract:

The paper analyzes general trends in the development of the knowledge economy and knowledge-intensive companies worldwide and in Russia particularly. First, we consider the distinctive features of the knowledge economy, such as the transformation of the labor process and the changing nature of the workforce, which largely affect the behavior of knowledge-intensive companies, whose sole business is innovation, and require new forms of leadership. Second, we analyze how transformational leadership affects creativeness and innovations in the knowledge-intensive companies on the basis of the recent scholarly research. Third, we argue that the transformational leadership style is most appropriate for the knowledge-intensive companies mainly due to its orientation on continuous development for the individual employees and the company as a whole. We conclude with key insights on the use of transformational leadership in the knowledge-intensive companies in Russia and worldwide.

APA, Harvard, Vancouver, ISO, and other styles

33

Gaiardelli, Paolo, Giuditta Pezzotta, Alice Rondini, David Romero, Farnaz Jarrahi, Marco Bertoni, Stefan Wiesner, et al. "Product-service systems evolution in the era of Industry 4.0." Service Business 15, no. 1 (February 12, 2021): 177–207. http://dx.doi.org/10.1007/s11628-021-00438-9.

Full text

Abstract:

AbstractRecent economic transformations have forced companies to redefine their value propositions, increasing traditional product offerings with supplementary services—the so-called Product-Service System (PSS). Among them, the adoption of Industry 4.0 technologies is very common. However, the directions that companies are undertaking to offer new value to their customers in the Industry 4.0 have not yet been investigated in detail. Based on a focus group, this paper contributes to this understanding by identifying the main trajectories that would shape a future scenario in which PSS and Industry 4.0 would merge. In addition, future research directions addressing (a) the transformation of the PSS value chain into a PSS ecosystem, (b) the transformation inside a single company towards becoming a PSS provider, and (c) the digital transformation of the traditional PSS business model are identified.

APA, Harvard, Vancouver, ISO, and other styles

34

Hsieh, Lu-Chen, and Ying-Shing Lin. "Inflows and outflows of mutual funds: a performance comparison of funds offered by traditional banks, insurance companies and mutual fund companies." Investment Management and Financial Innovations 15, no. 4 (December 5, 2018): 258–72. http://dx.doi.org/10.21511/imfi.15(4).2018.21.

Full text

Abstract:

The transformations in internet technology and financial innovation have led to the prevalence of direct finance, causing indirect finance to contract and concerns among traditional banks and insurance channel operators to seek transformation to innovate traditional services with advanced technology applications. The research compares the sales revenue flows of traditional banks, insurance companies, and mutual fund institutions, using quantile regression methods with five mutual fund factors: Jensen’s indexes, expenses, risks, sizes, and turnover rates. The sample statistics from 2001 to 2016 were evident, showing the results that sales revenue flows of bank and insurance companies did not decrease when compared to institutional fund investors, but instead, grew substantially, owing to the significant relationship of better technological services and financial innovation by banks and insurance companies. The research contribution is to point out that financial industry should focus, review and strengthen its most competitive core services inside, which are less challenged by outside competitors. By adhering to financial innovation and internet technology, it is still possible for traditional banks and insurance channels to gain substantial market shares with concentration on their core competitive services.

APA, Harvard, Vancouver, ISO, and other styles

35

Et. al., Ramesh Kumar Satuluri,. "Digital Transformation In Indian Insurance Industry." Turkish Journal of Computer and Mathematics Education (TURCOMAT) 12, no. 4 (April 11, 2021): 310–24. http://dx.doi.org/10.17762/turcomat.v12i4.509.

Full text

Abstract:

This paper titled “Digital Transformation in Indian Insurance Industry” is an attempt to give deep insights to all the readers on digital transformation in insurance space. Technological innovations are extensive and all encompassing. Disruptions are not industry specific and insurance industry is no exception to this. Recently regulator published a draft regulation on sandbox concept, which permits carriers to innovate their offering to end user. This is led by fintech and insure tech companies and carriers have structured digital boards to take this revolution forward.Major findings of this paper are usage of block chain technology and data security in insurance industry. With companies constituting digital boards, pandemic has only acted like a tailwind for the digital push wherein entire sales process is migrated to digital way of selling. This move has a multiplier effect on customer reach, cost efficiency and service precision. Customers who are keen to have the best in terms of technological innovation will be delighted with the advancement in digital transformation.Also with big data and analytics, we are coming back to risk based pricing, which is proportionate to the risk borne by the customer. This is still evolving in life insurance as the deployment of wearables is at a nascent stage.Newer technologies like AI and machine learning are facilitating companies register higher growth both on cross and upsell opportunities. This will indisputably have an immense and long term positive impact on the bottom line of most insurance companies thus enhancing profitability.Researcher concludes that digital innovation will surely have a great and positive impact on profitability of insurance companies.

APA, Harvard, Vancouver, ISO, and other styles

36

Lavrov, K. I. "Business-Model Transformation: Telecommunication Companies on the Shrinking Market." Strategic decisions and risk management, no. 6 (February 13, 2018): 30–41. http://dx.doi.org/10.17747/2078-8886-2017-6-30-41.

Full text

Abstract:

The work purpose is to reveal the main directions of transformation of business models of the companies of telecommunication sector in crisis years and to develop offers on management of process of introduction of changes in a business model of the telecommunication companies. As the main method of research the qualitative and comparative analysis was chosen. On the basis of the received results five strategic directions of transformation of business models of the companies of telecommunication sectorareformulated. On their basis the author's model what can be behavioural patterns of the Russian telecommunication companies in the conditions of the being reduced market is constructed.

APA, Harvard, Vancouver, ISO, and other styles

37

Ho, Sarah, and Thomas Marois. "China's Asset Management Companies as State Spatial–Temporal Strategy." China Quarterly 239 (April 5, 2019): 728–51. http://dx.doi.org/10.1017/s0305741019000018.

Full text

Abstract:

AbstractChinese authorities created four new asset management companies (AMCs) in 1999. These have since undergone profound transformations which have been influential in China's contemporary integration into the world market. Conventional interpretations see these powerful AMCs in largely technical and asocial terms. By contrast, we employ a critical geographical analytical framework to understand the transformation of these AMCs as an expression of the state's spatial–temporal strategy to create conditions of political economic stability now by displacing the conditions of financial instability and crisis into the future. This strategy does not come without unintended and destabilizing consequences, nor is it without class-based social and political implications.

APA, Harvard, Vancouver, ISO, and other styles

38

Masuda, Yoshimasa, Alfred Zimmermann, Matt Bass, Osamu Nakamura, Seiko Shirasaka, and Shuichiro Yamamoto. "Adaptive Enterprise Architecture Process for Global Companies in a Digital IT Era." International Journal of Enterprise Information Systems 17, no. 2 (April 2021): 21–43. http://dx.doi.org/10.4018/ijeis.2021040102.

Full text

Abstract:

Enterprise architecture (EA) is useful for promoting digital transformation in global companies and information societies. In this paper, the authors investigated and analyzed the process for digital transformation in global companies, together with related work in using and applying an enterprise architecture framework for the digital era named the adaptive integrated digital architecture framework (AIDAF). Moreover, they position the AIDAF framework for processing digital transformation in global companies. Based on this analysis, the authors propose and describe a new enterprise architecture process for promoting digital transformation in global companies. Furthermore, the authors propose an adaptive EA cycle-based architecture board framework on digital platforms, while verifying them with case studies in global companies. Finally, the authors clarify the challenges and critical success factors of the process and framework for digital transformation with architecture board reviews in the adaptive EA cycle to assist EA practitioners with its implementation.

APA, Harvard, Vancouver, ISO, and other styles

39

Kim, Yong Se. "DIGITAL TRANSFORMATION TYPES FOR PRODUCT-SERVICE SYSTEMS." Proceedings of the Design Society 1 (July 27, 2021): 1283–92. http://dx.doi.org/10.1017/pds.2021.128.

Full text

Abstract:

AbstractDigital transformation has become a mega trend topic for many enterprises globally. For some companies, customer interactions have been digitalized. But many companies still rely on physical interactions of customers with their products in the core value creation processes. Thus the key challenges for digital transformation efforts would be associating product-centered value propositions with digitalized services. In other words, the transformation of product-centered values into experience values co-created by customers with services supporting customers. The research goal of this paper is to identify different strategies for digital transformation in product-service systems (PSS) design so that diverse paths for digital transformation can be considered in designing PSSs. Three types for digital transformation strategies have been identified from PSS design cases conducted in a manufacturing servitization support framework project where PSSs have been designed for 15 manufacturing companies including SMEs and large companies with varying levels of digital technology. A classification for digital transformation strategies could be postulated with three primary dimensions and two supplementary dimensions.

APA, Harvard, Vancouver, ISO, and other styles

40

Machado, Carla Gonçalves, Mats Winroth, Peter Almström, Anna Ericson Öberg, Martin Kurdve, and Sultan AlMashalah. "Digital organisational readiness: experiences from manufacturing companies." Journal of Manufacturing Technology Management 32, no. 9 (May 14, 2021): 167–82. http://dx.doi.org/10.1108/jmtm-05-2019-0188.

Full text

Abstract:

PurposeThis research aims to identify and organise the conditions of organisational readiness for digital transformation.Design/methodology/approachThis qualitative study comprises three case studies within manufacturing companies from different sizes and industries located in Sweden. Plant visits and in-depth interviews bring to light companies' experiences with initial steps towards digital transformation. A set of conditions for digital organisational readiness was translated into a questionnaire and tested with one of the studied companies.FindingsThis paper organises and tests digital organisational readiness conditions to support companies' initial steps on digital transformation. The results are put in perspective of established change management theory and previous studies about digital transformation. The findings will conclude in a questionnaire to support dialogue and digital organisational readiness assessments.Research limitations/implicationsAdditional conditions for the initial phase of digital transformation could possibly be found if more cases had been included in the study.Practical implicationsThe article identifies a set of conditions translated into a questionnaire that should be used as a dialogue tool to create strategic alignment and support companies in their initial discussions. If this process can be faster and more efficient, the company can achieve a competitive advantage against competitors.Originality/valueThis research's relevance relies on the fact that companies are advancing in adopting digital technologies without being ready from an organisational perspective. This gap creates barriers for companies' digital maturing processes, stopping them from having full access to digital technologies' benefits.

APA, Harvard, Vancouver, ISO, and other styles

41

Lahova, A. "Project-Driven Digital Transformation Management." Scientific Research and Development. Russian Journal of Project Management 8, no. 4 (April 20, 2020): 27–34. http://dx.doi.org/10.12737/2587-6279-2020-27-34.

Full text

Abstract:

The mankind is on the verge of the fourth industrial revolution that leads to the emergence of new technologies, digital products and the complete automation of most production processes. The numerous companies nowadays are concerned at the persistence of their competitive positions on the market and, therefore, address to the implementation of digital transformation. Nevertheless, digital transformation is a new phenomenon, and companies on the verge of digitalization are puzzled by the issue of applying the correct approach to managing digital change. This paper highlights the main components of a successful digital transformation approach, and suggests a way to implement a digital transformation for a petrochemical company.

APA, Harvard, Vancouver, ISO, and other styles

42

Novikova, I. "Our solutions help companies in addressing digital transformation challenges." ELECTRONICS: Science, Technology, Business 171, no. 10 (2017): 78–81. http://dx.doi.org/10.22184/1992-4178.2017.171.10.78.81.

Full text

APA, Harvard, Vancouver, ISO, and other styles

43

Pak, Ok Mi, and Woon Young Lee. "Trends in Digital Transformation Strategy of Global Fashion Companies." JOURNAL OF THE KOREAN SOCIETY DESIGN CULTURE 25, no. 4 (December 31, 2019): 223–39. http://dx.doi.org/10.18208/ksdc.2019.25.4.223.

Full text

APA, Harvard, Vancouver, ISO, and other styles

44

Kamneva, Victoria, and Daria Baeva. "DIGITAL TRANSFORMATION OF EXTERNAL FACTORS OF COMPETITIVENESS OF COMPANIES." Bulletin of South Ural State University series "Economics and management" 14, no. 1 (2020): 63–70. http://dx.doi.org/10.14529/em200107.

Full text

APA, Harvard, Vancouver, ISO, and other styles

45

Salgado, Omar, Yongjiang Shi, and Jerry Banks. "Emerging capabilities in manufacturing companies: taxonomy of multinationals transformation." International Journal of Business and Globalisation 9, no. 3 (2012): 275. http://dx.doi.org/10.1504/ijbg.2012.050369.

Full text

APA, Harvard, Vancouver, ISO, and other styles

46

Meo, Gary. "Transformation of Chinese Newspaper Companies: Management, Production and Administration." International Journal on Media Management 21, no. 2 (April 3, 2019): 159–60. http://dx.doi.org/10.1080/14241277.2019.1639253.

Full text

APA, Harvard, Vancouver, ISO, and other styles

47

Taylor, Zbigniew, and Ariel Ciechański. "Organizational and Ownership Transformation in Poland’s Urban Transport Companies." Transport Reviews 30, no. 4 (July 2010): 407–34. http://dx.doi.org/10.1080/01441640903034369.

Full text

APA, Harvard, Vancouver, ISO, and other styles

48

Jacobi, Otto. "European companies in transformation -trade unions on the defensive?" Transfer: European Review of Labour and Research 12, no. 1 (February 2006): 121–22. http://dx.doi.org/10.1177/102425890601200117.

Full text

APA, Harvard, Vancouver, ISO, and other styles

49

Wan, Minli, Katja Lähtinen, and Anne Toppinen. "Strategic transformation in the value-added wood products companies." International Journal of Emerging Markets 10, no. 2 (April 20, 2015): 224–42. http://dx.doi.org/10.1108/ijoem-09-2012-0107.

Full text

Abstract:

Purpose – China is a leading country in the production, consumption and exports of value-added wood products. Despite this fact, the sources of competitiveness and the existing strategies in the Chinese wood products companies have not been profoundly studied in an international context. The purpose of this paper is to fill these gaps by exploring managerial perceptions of these issues. Design/methodology/approach – The theoretical ingredients originating from the value chain theory, functional upgrading, the dynamic capability perspective and the natural resource-based view were combined to explore the shift of business functions and sources of the firm-level competitiveness in the Chinese wood products companies. In the empirical part, data from qualitative semi-structured interviews made with 28 managers of seven companies in China based on the case study method were used. Findings – Our results indicate a transition from non-branded manufacturing to original equipment manufacturing to original brand manufacturing business model. With this strategic transformation, the amount of resources and the relative importance of intangible resources increased and the nature of tangible resources also changed. Practical implications – Chinese companies tend to shift from low-value-added to high-value-added products production. Our results are not only informative about the current situation of the Chinese wood products companies, but also can be used as a background for assessing the impact of China’s increasing competitiveness on the future international wood products market. Originality/value – The dynamic capability perspective was incorporated in a new empirical approach to study the strategic management of woodworking industries, and our results provide new information on the importance of intangible resources for firm competitiveness.

APA, Harvard, Vancouver, ISO, and other styles

50

Ben Hadj Hassine, Amine. "The challenges of digital transformation: Case of Tunisian companies." Quantitative Economics and Management Studies 2, no. 5 (February 22, 2021): 281–87. http://dx.doi.org/10.35877/454ri.qems356.

Full text

Abstract:

The objective of this article is to identify the challenges of Tunisian small and medium-sized enterprises (SMEs) in the implementation of Industry 4.0. Indeed, the Subject of Digital Transformation has its relevance as Industry 4.0 is considered as the first industrial revolution to be predicted before it happened. Competition from digital companies is disrupting business models, and leaders no longer have a choice: the time has come for digital transformation (Dussart, C, 2015). This transition is not new. It covers a necessary reality, especially for so-called traditional companies, which were not born in digital culture. Built on an old model, they must initiate and succeed in their transformation to remain competitive. This paper aims to analyze the opportunities brought by digital transformation for Tunisian companies. In our research and on the methodological section, we used an exploratory qualitative approach with Tunisian companies, using a questionnaire. The results of this investigation have shown that the great opportunities and challenges facing Tunisian companies are human capital in the first place, funding and above all methodological support. And the government must be the first to assist and support the digitization process.

APA, Harvard, Vancouver, ISO, and other styles

Journal articles on the topic 'Companies’ transformation'

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles