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Journal articles on the topic 'Digital organization culture'
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Saputra, Nopriadi, and Reni Hindriari. "Leading Digital Transformation: Developing Self-Regulating Actors in Digital Organization." 11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 11, no. 1 (December 9, 2020): 28. http://dx.doi.org/10.35609/gcbssproceeding.2020.11(28).
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Digital technology provides opportunities for organizations to grow exponentially by eliminating the distortions and other damaging effects on hierarchical organization. Old industrial organizations would be eaten by a new digital one. Many established firms aware that digital technology can help them doing the businesses with faster responses in lower costs and serve the customers rooms for designing and making customized products collaboratively. Many start-up companies realize that digital technology for create products with newly business model which disrupt the current way of doing business and take engaged customers away from the firms that cannot adapt. Being digital organization for every firms is strategic issue. Transforming the old hierarchical organization to become digital organization must be tackled appropriately in holistic perspective. Digital technology has been changing the way we view the organization from hierarchical system to actor-oriented architecture. In actor-oriented architecture, organization is populated by individuals who capable to work and collaborate in self-regulating mode. For developing self-regulating actors, this study used organizational behaviour approach. Required skill development for being self-regulated actors is influenced by individual, group, and organizational factors. This study aimed to elaborate the impact of digital skill of individual employee, digital leadership of direct supervisor, digital mindset of top management, and digital culture on self-regulating actor development. Keywords: digital organization, digital leadership, learning culture, digital mindset, digital skill
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Lei, Pan, and Emily B. Tan. "Applying Digital Arts Experience to Strengthen the Organizational Culture in Higher Education During the Pandemic." International Journal for Innovation Education and Research 9, no. 5 (May 1, 2021): 169–73. http://dx.doi.org/10.31686/ijier.vol9.iss5.3080.
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During the COVID-19, schools were faced with changes in organizational culture under the digital education model. It is a new challenge facing higher education universities to promote cultural competitiveness, enhancing the confidence of educators in organizational culture, and communicating the cultural atmosphere to educators through digital technology. This concept paper mainly emphasizes the introduction of Digital Arts experience into organizational culture, thereby enhancing the appeal of the university organizational culture. This requires the university to combine both ideology and technology, highly advocating the organization's core concept through the global digital trend during the pandemic. This concept paper provides a new perspective of change for constructing organizational culture in universities facing education and digital challenges during the pandemic. The Digital Arts experience will be an essential part of the global university organization culture after COVID-19.
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Saputra, Nopriadi, and Aldy Maulana Saputra. "Transforming into Digital Organization by Orchestrating Culture, Leadership, and Competence in Digital Context." GATR Global Journal of Business and Social Science Review (GJBSSR) Vol. 8(4) OCT-DEC 2020 8, no. 4 (December 19, 2020): 208–16. http://dx.doi.org/10.35609/gjbssr.2020.8.4(2).
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Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, M14 Keywords: Corporate Culture, Leadership, Digital Competence Reference to this paper should be made as follows: Saputra, N.; Saputra, A.M. (2020). Transforming into Digital Organization by Orchestrating Culture, Leadership and Competence in Digital Context, GATR Global J. Bus. Soc. Sci. Review, 8(4): 208 – 216. https://doi.org/10.35609/gjbssr.2020.8.4(2)
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Kurniasih, Denok, and Anggara Setya Saputra. "Mendesain Ulang Organisasi Pelayanan Publik Melalui Digitalisasi Proses Bisnis." Jurnal Ilmu Administrasi Negara ASIAN (Asosiasi Ilmuwan Administrasi Negara) 5, no. 2 (April 2, 2018): 21–30. http://dx.doi.org/10.47828/jianaasian.v5i2.2.
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This study aims to analyze the design changes of public service organizations by taking cases on licensing service organizations in Banyumas Regency. The results show that merging and pruning organizational structure becomes the only way in organizational design changes. This has led to public service organizations stuck on simplifying organizational structures and neglecting business processes. Therefore, through this research obtained an explanation of the importance of redesigning public service organizations by prioritizing the simplification of key business processes within the organization. The integrated organizational design becomes the best choice to realize more responsive and accountable public services. To integrate the process of integration between units within the organization, technology plays a very important role. Any organization that wants to go forward needs to develop a digital-based organization design rather than using a hierarchical mechanism for control and coordination. Such designs require strategic alignment and the culture of digital technology within the organization. The "actors-oriented" principle is central to the design of a digital-based integrated organization. If this is implemented correctly, then the workplace where the members of the organization are located can become more productive
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Saputra, Nopriadi, and Reni Hindriari. "Developing Self-Regulating Actors in the Pre-Digital Organization." GATR Journal of Management and Marketing Review 6, no. 1 (March 7, 2021): 44–55. http://dx.doi.org/10.35609/jmmr.2021.6.1(5).
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Objective - Developing self-regulated actors in digital transformation of pre-digital organization is a critical and strategic issue. This article aims to examine and explain the historical development of self-regulated actors from an organizational behaviour perspective. By testing the impact of digital skill individually, digital leadership as group factor, and digital culture and digital mindset as organizational factors on self-regulating actor development, this article will gain insightful understanding in leading digital transformation. Methodology/Technique - This article is based on a cross-sectional study which involved 321 permanent staff or employees of the leading state-owned company in the Indonesian pharmaceutical industry. The collected data is structured and analysis with SmartPLS version 3. 0 as PLS-SEM application. Findings - The analysis results explain that self-regulating actors are influenced by digital skills, digital leadership, and digital culture directly, but are influenced by digital mindset indirectly. Digital mindset of top management teams will impact on self-regulated actor development, if it is directed to strengthen digital culture, then digital culture will impact on digital skills. Novelty - Digital culture impacts self-regulating actor development more directly than digital mind set of top management team in the pre-digital organization. By impacting digital culture, digital mindset of top management will impact self-regulating actor development. Type of Paper: Empirical. JEL Classification: L16, M14. Keywords: Corporate Culture; Self-Regulated; Leadership; Digital Competence Reference to this paper should be made as follows: Saputra, N; Hindriari, R. (2021). Developing Self-Regulating Actors in the Pre-Digital Organization, Journal of Management and Marketing Review, 6(1) 44 – 55. https://doi.org/10.35609/jmmr.2021.6.1(5)
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Firsova, S. V., O. M. Danilina, A. A. Dashkov, and V. Yu Pokazanyev. "Culture as an attribute of digital transformation." Digital Sociology 4, no. 1 (April 29, 2021): 4–11. http://dx.doi.org/10.26425/2658-347x-2021-4-1-4-11.
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The article comprehends the concept of digital culture that appeared with the beginning of the information/digital era at the end of the last century. The paper considers digital culture from the point of view of the general resource of the knowledge society and as a new social ecology that determines the experience and capabilities of people at the present time, when the digital network environment has brought new practices, opportunities and threats. Speaking about culture in the context of information and communication technologies, the authors emphasize that its influence is even more significant, since the way it is used can affect the change in the essence of our communication and cultural models and become a support for the digital transformation of organizations. Digital culture is understood as the way that society uses to receive and process information. It is required to comprehend and create a new digital culture as a guarantor of the implementation and adoption of changes in the context of widespread digitalization and rethinking of business processes, distribution channels and relations with consumers, leading, in turn, to a change in the value proposition and the consumer segments themselves. Based on the analysis, the authors formulate and substantiate five main reasons why building a digital culture should become a key problem for the successful development of any organization: 1) digital transformation will not be complete without the development of a thriving digital culture; 2) insufficient organizational culture is detrimental to success in the digital age; 3) a strong digital culture is a competitive advantage for an organization; 4) a strong digital culture is the key to business longevity; 5) using a digital culture can increase employee engagement in the work process.
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Legrady, George. "Culture, Data and Algorithmic Organization." Leonardo 45, no. 3 (June 2012): 286. http://dx.doi.org/10.1162/leon_a_00378.
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The author presents his interactive digital installations of the past decade, featured in museums, media arts festivals and galleries, that engage the audience to contribute data that is then transformed into content and visually projected large scale in the exhibition space. Collected over time, the data occasions further data-mining, algorithmic processing, with visualization of the results.
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García Gutiérrez, Antonio. "Desclassification in knowledge organization: a post-epistemological essay." Transinformação 23, no. 1 (April 2011): 05–14. http://dx.doi.org/10.1590/s0103-37862011000100001.
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The contents of the digital network stem from different forms, logics and cultures of knowledge. Once on the Net, however, they are all submitted to unifying formats and logics provided by digital technology itself. A technology is, first of all, the product of a given culture. Every culture and identity classifies and names all kinds of material and symbolic objects. Nowadays, the West is the one culture that has taken upon itself the task of global classification supported by its own digital networks. Classification is an epistemological tool provided by modern rationality whose internal structures and modes of inference are derived from metonymic, dichotomic and analogical reductions of the diversity of current worlds. In this paper, a kind of practical Hermeneutics, called "declassification", is introduced and proposed as the route to a knowledge which overcomes organizational epistemology. Declassification is an open system that installs logical pluralism in the core of understanding and enunciation processes through meta-cognitive tools.
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Moore, Helena. "As learning systems go digital and social, can we keep up?" Development and Learning in Organizations: An International Journal 28, no. 6 (September 30, 2014): 18–20. http://dx.doi.org/10.1108/dlo-09-2014-0061.
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Purpose – This case study aims to show how one award winning organization, Bromford in the UK, has engaged with and implemented multiple social media strategies that have positively impacted the very fabric and culture of the organization. Design/methodology/approach – The author shares the lessons learned in Bromford’s social media journey so far – a journey that has resulted in numerous social media awards. Findings – The article describes the impact that social media has had on the organization in five areas: internal relationships; working with suppliers; leadership development; what the organization now measures; and organizational culture. Originality/value – This paper will be of value to all directors, leaders, managers and learning and development (L&D) professionals who are grappling with the rapid changes brought about by the ever-moving social media landscape. The experiences and advice of the author are shared in an accessible and practical way.
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Svarytė, Laura, Inga Staškevičiūtė-Butienė, and Dino Mujkic. "THE COMPARATIVE ANALYSIS OF THE MANAGEMENT CULTURE IN BASKETBALL CLUBS." Laisvalaikio tyrimai 1, no. 7 (2016): 1–11. http://dx.doi.org/10.33607/elt.v1i7.229.
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Relevance. Sports organizations differ in part from other organizations in their specific activities, management models and the final result of aspiration. One of the most effective and successful sports organization principles is good sports results, continuous, purposeful sports management, and organizational work. Under changing market conditions, many sports organizations are forced to find ways to improve their performance. For sports organization's objectives, of great importance are teamwork, combining human skills, thinking and other factors into a single whole –a target. However, many sports organizations focus on their operational efficiency by the results, and rarely provide different evaluation standards. Therefore, it is important to investigate what determines successful, efficient sports organizations’existence and survival. This article intends to link the sports club management culture with it sachievements –operational efficiency.Research aim was to distinguish the elements of management culture and perform basketball club management culture comparative analysis. Methods. The study employed a structured questionnaire which consisted of 146 statement sand 6 demographic questions. By using Cronbach’salpha coefficient the reliability of the questionnaire (0.987) and the internal consistency of this questionnaire were validated. Two basketball teams of women and men were investigated. Each team had 15 athletes and five administrative (coach, doctor, physical fitness coach, director, president) members. Results showed that substantial differences in management culture were not observed, but the difference emerged comparing results by position: the players assessed management culture worse than the administration. Regardless of the team, the administration was inclined to consider the management culture more positively than the players. Analyzing the elements of management culture, it became clear that the biggest differences in management culture emerged in organizational learning and systemic thinking. The study revealed the leadership of the dominant group. Also, the results of analysis showed that the players were not interested in improving the efficiency of the organization because their goal was to strengthen teamwork and individual game results.In both cases management culture was assessed similarly (club I collected 4.53 points overall, club II–4.57). Regardless of the club, the players were inclined to be more skeptical about basketball team management culture and its individual elements than the administration. The management culture was rated according to seven components and organizational openness in both clubs was assessed as the weakest, but club II assessed systemic thinking as the best, and club I assessed organizational intelligence as the best.Conclusions. Organizational culture and management culture are essential and integral elements for effective sports performance. Organization culture consists of values, behavior al norms, traditions, dedication, loyalty, and employee behavior; co-operation with each other is all that is necessary if the team wants to be effective and viable. Sports organization requires management culture, which includes its mission, vision, adaptation of the organization, effective participation in the organization.In order to improve management culture, it is advisable to take greater account of the external and internal openness to efficient club activities; to increase the players’involvement in the activities of the club and thus reduce the digital divide between the club’s players and management of the administration of cultural assessment
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Lattuch, Frank, and Rebecca Barbara Hickey. "From intention to action: an organizational learning case of implementing Building Information Modeling." Development and Learning in Organizations: An International Journal 34, no. 4 (November 1, 2019): 1–4. http://dx.doi.org/10.1108/dlo-05-2019-0114.
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Purpose The purpose of this paper is to examine the successful implementation of a digital work method named Building Information Modelling (BIM) and make recommendations to help organizations better test and implement innovative work approaches. Learning experiences not only provide insights into the building sector, but also into any organization interested in culture and effective response mechanisms during technological change. Design/methodology/approach By applying a critical incident technique, BIM experts at one mid-sized case organization were interviewed to examine the learning experiences from converting implementation intentions into actions. The information from these interviews was used to formulate a number of practical recommendations. Findings The interviews outlined the various development opportunities that implementing new digital methods may offer for senior management and staff. Investing in small projects that work and the corresponding behavioral change required, together with regular project reviews, all help to build unique capabilities and to frame a culture that supports organizational development. Originality/value The discussion of the various benefits and conditions under which new technology implementation can improve organizational learning provides practitioners with insights into how effectively to convert change intentions into action.
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Hoe, Siu Loon. "Digitalization in practice: the fifth discipline advantage." Learning Organization 27, no. 1 (December 11, 2019): 54–64. http://dx.doi.org/10.1108/tlo-09-2019-0137.
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Purpose The purpose of this paper is to provide advice to organizations on how to become successful in the digital age. The paper revisits Peter Senge’s (1990) notion of the learning organization and discusses the relevance of systems thinking and the other four disciplines, namely, personal mastery, mental models, shared vision and team learning in the context of the current digitalization megatrend. Design/methodology/approach This paper is based on content analysis of essays from international organizations, strategy experts and management scholars, and insights gained from the author’s consulting experience. A comparative case study from the health and social sector is also included. Findings With the current digitalization megatrend sweeping across the globe, the practice of systems thinking would certainly become more crucial for organizations seeking to develop new digital ecosystems. In addition, the application of the other four disciplines of the learning organization would also help to nurture a digital culture for organizations to stay ahead of the competition. Practical implications Organizations and digitalization practitioners could benefit from applying systems thinking to develop digital ecosystems, and the other four disciples to nurture a digital culture. Originality/value This paper contributes to the existing literature by offering a relook and justifications on the relevance of the five disciplines, in particular systems thinking, in the present times. It offers advice to organizations on how to become successful as part of the digital transformation journey.
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Yu, Ti, and Chao-chen Chen. "The Relationship of Learning Culture, Learning Method, and Organizational Performance in the University and College Libraries in Taiwan." Libri 65, no. 1 (January 31, 2015): 1–14. http://dx.doi.org/10.1515/libri-2014-1032.
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AbstractOver the past few decades, organizational learning has become a significant concept for the development of organizations. Numerous scholars and experts in librarianship have advocated the importance of creating a learning library for handling various challenges, such as the rapid development of the Internet and digital technology. However, an effective learning organization relies on a positive learning culture and starts with an individual’s commitment to learn. This study investigated the learning methods that are commonly adopted by staff in Taiwan’s university and college libraries, measuring their values regarding the organizational learning culture and knowledge performance, and exploring the relationships among individual learning methods, organizational learning culture, and knowledge performance in these libraries. Based on the Dimensions of the Learning Organization Questionnaire (DLOQ) and previous studies, this study designed and conducted a questionnaire survey of 478 library employees in 162 universities and colleges across Taiwan. Some key findings of this study included: (1) the individual learning method of “self-learning by using Internet resources” is adopted most frequently by library staff in Taiwan’s universities and colleges; (2) the overall values of staff members regarding their organizational learning cultures are not strong; (3) the two dimensions “creating continuous learning opportunities” and “creating systems to capture and share learning” can influence the methods of library staffs’ learning formally and informally, and they can positively contribute to enhance the knowledge performance of the library. In addition, informal learning methods are likely to enhance organizational knowledge performance.
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Trushkina, Nataliia, Rafis Abazov, Natalia Rynkevych, and Guzelya Bakhautdinova. "Digital Transformation of Organizational Culture under Conditions of the Information Economy." Virtual Economics 3, no. 1 (January 27, 2020): 7–38. http://dx.doi.org/10.34021/ve.2020.03.01(1).
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This article presents the results of an expert survey as a method of empirical research to identify current problems, barriers, features, trends, and directions of the transformation of organizational culture, and applies the concept of “organizational culture” in evaluating the case of Ukrainian enterprises. First, the authors present the methodological approach, using the analytic hierarchy process, to evaluate the optimal scenario choice for developing the organizational culture of enterprises based on the twelve most important criteria and their systematization into four groups (adaptability, mission, consistency, and involvement). Second, they test a hypothesis that the optimal direction of transforming organizational culture depends on digital transformation which includes introducing digital technologies, information-powered enterprise ecosystems, innovative business models, and efficiency in B2B and P2P communications. Third, they argue that the key barriers hindering the effective development of organizational culture could be provisionally classified into seven groups: personnel, information, organization, marketing, education, technology, and investment-financial. Fourth, the authors evaluate the expediency of applying an integrated approach as a symbiosis and a constant inter-relation of influencing factors, constituent elements, digital competencies and skills, and information technologies. In conclusion, they summarize the findings of the study and discuss formulas to evaluate the impact of digital transformation on the organizational culture of enterprises in the information economy towards a people-oriented, innovative, customer-centric, and agile system in the case of Ukraine.
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Chillakuri, Bharat, and Ramanjaneyulu Mogili. "Managing millennials in the digital era: building a sustainable culture." Human Resource Management International Digest 26, no. 3 (May 14, 2018): 7–10. http://dx.doi.org/10.1108/hrmid-11-2017-0168.
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Purpose The purpose of this paper is to present strategies maximizing the millennial talent. The study focuses on finer aspects such as millennials interests, likes, risk tolerance level, and unhappiness at workplace. The paper also underlines that the generational differences in the workplace cannot be ignored but only has to be welcomed to build an organization that exhibits and promotes inclusive behavior. Design/methodology/approach The research design adopted for the study is exploratory in nature. The research analysis is based on the information/data collected from the journal articles, newspapers, and the various conferences and majorly from in-person discussions with the HR heads. Findings Millennials engage in discussions with their age group and peers, who are like-minded. They often tend to exhibit intolerance with incompatible and thus avoid talking to older generation workforce in the organization. While confronting them, they like to challenge the status quo and go beyond the conventional way of doing things. Research limitations/implications The findings and the implications reflect the perspective of millennials employed in the services industry. Further research can focus on other industries especially in the manufacturing sector, where the scope of innovation and doing different is limited. Practical implications Millennials express very little loyalty when compared to the older generations. Further, they also feel that they are underutilized and have greater potential to do more. Organizations should take every effort that the older generations help the millennials in understanding the work, invest time in coaching and development of their leadership skills. Originality/value The study presents an alternative in managing the millennials thereby maximizing their talent in the workplace.
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Yi, Zhixian. "A leader’s approaches to fostering a culture of knowledge sharing in an information organization." Library Management 40, no. 8/9 (November 11, 2019): 593–600. http://dx.doi.org/10.1108/lm-11-2018-0083.
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Purpose The purpose of this paper is to look at organizational culture and knowledge sharing, and to explore how a leader fosters a culture of knowledge sharing in an information organization. Design/methodology/approach The literature survey is used. It indicates that little is known about how to foster a culture of knowledge sharing from a leadership perspective in an information organization. Findings This study finds that the main approaches that a leader need to use to foster a culture of knowledge sharing are to set the mission, short-term, middle-term and long-term goals and objectives of fostering a culture of knowledge sharing, master as many leadership styles as possible, adjust and choose a leadership style that is appropriate to fostering a culture of knowledge sharing in a given situation, lead by example, develop messaging, make a communication plan, reward and recognize knowledge-sharing behaviors and make knowledge management fun. Research limitations/implications The limitation is that this study is solely focused on the literature survey and opinions. Practical implications This paper provides a useful overview of the approaches used to foster a culture of knowledge sharing in an information organization. Originality/value The views, approaches and suggestions will be useful and valuable to improve the success of knowledge sharing in information organizations in the digital age.
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Iddins, Annemarie. "The digital carceral: Media infrastructure, digital cultures and state surveillance in post-Arab Spring Morocco." International Journal of Cultural Studies 23, no. 2 (April 26, 2019): 245–63. http://dx.doi.org/10.1177/1367877919842575.
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This paper analyzes Moroccan discourses around media infrastructures and their intersection with carceral culture, taking up Mamfakinch’s responses to state-sponsored spyware attacks and judicial harassment as symbolic of shifting imaginaries of the digital. This work is situated within a growing subset of the media and communication literature on media infrastructures, which works to connect the materiality of media systems with everyday media cultures, practices and power. Mamfakinch’s experience with spyware and subsequent evolution into a digital rights organization are indicative of attempts to transfer a lingering carceral culture into digital spaces and a shift in state and activist internet imaginaries. In a global era and as part of a hypersurveillant state, Mamfakinch demonstrates how the digital becomes an increasingly important site for the surveillance and policing of dissent while presenting new modes of publicness and activism that directly challenge those endeavors.
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Wang, Chong, and Peter Wilson Cardon. "The networked enterprise and legitimacy judgments: why digital platforms need leadership." Journal of Business Strategy 40, no. 6 (November 18, 2019): 33–39. http://dx.doi.org/10.1108/jbs-04-2019-0073.
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Purpose In recent years, scholars, business practitioners and consultants frequently talk about building the networked enterprise. The purpose of this paper is to examine the connections between networked enterprises, organizational legitimacy and organizational performance. Design/methodology/approach A survey was developed that measured the following aspects of a networked enterprise: employees who network and communicate extensively via internal digital platforms across their organizations; leaders who actively use internal digital platforms to communicate with employees; leaders who actively communicate with stakeholders via external digital platforms; and an innovation culture. The survey measured the following forms of legitimacy judgments: moral; instrumental; and relational. Altogether, 501 executives and managers were surveyed (207 executives, 147 senior managers and 147 managers) in mid-to-large sized (over 500 employees) companies. Findings The analyses showed strong statistical significance for nearly all relationships. Internal communication on digital platforms, networked employee communication and an innovation culture all contributed to moral, instrumental and relational legitimacy. Leadership communication on external digital platforms (social media) was not a significant contributor to moral or relational legitimacy but was a significant contributor to instrumental legitimacy. Higher organization legitimacy was correlated with higher profit growth. Practical implications Leaders and communicators should prioritize a networked enterprise in several ways. They should actively communicate with employees on internal digital platforms. To be absent on internal digital platforms is a significant missed opportunity by leaders to build organizational legitimacy. Further, leaders and communicators should actively promote networked communication among employees as much as possible. Finally, leaders and communicators should communicate, model and reward an innovation culture. Originality/value There are no known scholarly studies that accomplish the following: empirically examine a model of networked enterprises comprised of vertical and horizontal communication and an innovation culture; and make connections between leadership communication on digital platforms in networked enterprises with legitimacy judgments. The large sample of contemporary executives and managers bolsters the strength of the findings.
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Berges, Rafael Pablo, and Fabian Kon. "“We want change”, but who’s we? How to transition cultural change in the digital era as a team." Strategic HR Review 18, no. 5 (October 14, 2019): 210–14. http://dx.doi.org/10.1108/shr-07-2019-0054.
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Purpose The new digital world and the big corporations who have been around for more than 80, 100 or more years tend to be perceived as incompatible. This study aims to highlight how the key to a digital mindset is not the size of the company or the company’s track record, but an evolving organizational culture. This case outlines the strategy, tools and techniques to make cultural change and digital transformation possible. Design/methodology/approach The authors synthesize their organization’s ongoing transformation in the past two years, engaging every person at Galicia, from top management to all 6,000+ employees through workshops, especially designed meetings and internal communications campaigns to align the company’s goals and move forward together. Findings This case study pinpoints the key aspects that should be looked after when working on organizational culture and the main players and/or concepts that organizations should count on as allies for change. Originality/value This case provides concrete methods and good practices to create cultural change and employee engagement, regardless of the scale of the company, through first-hand learnings that can be applied in any organization.
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Vejlgaard, Henrik. "Fast Organizations." International Journal of Technology Diffusion 6, no. 3 (July 2015): 21–31. http://dx.doi.org/10.4018/ijtd.2015070102.
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This study aims at finding out if households or organizations are faster in their acceptance of a technological innovation. The object of this study is digital terrestrial television (DTT), specifically the implementation of DTT in Denmark. The theoretical framework is diffusion of innovation theory. Three surveys were carried out for both households and organizations. Based on the surveys, the rate of adoption for households and for organizations could be established. It is clear that organizations accept new technology faster than households during the entire adoption process. An explanation may be that it is the employees in the organization who are the most open to technology innovations who set the agenda for the acceptance process. Danish culture can have had an influence on the findings. If that is the case the findings may be generalizable only to cultures that are similar to Danish culture.
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Kuzmina, E. Yu, and M. B. Zhernakova. "ORGANIZATIONAL ASPECTS OF DIGITALIZATION OF MANAGEMENT." Scientific Journal ECONOMIC SYSTEMS 13, no. 1 (2020): 95–101. http://dx.doi.org/10.29030/2309-2076-2020-13-1-95-101.
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This article examines the impact of digital technologies on the management of an organization’s activities. The key aspects that digitalization has the greatest impact on are highlighted. The necessity of digital business transformation is justified. It describes the changes that the company 101 ЦИФРОВАЯ ЭКОНОМИКА is undergoing on the way to digitalization. We consider the need for transformation, starting from the organizational structure and management of the company, to the competencies of employees and the business culture of the entire organization. The author emphasizes the planned and purposeful changes in the digitization of management in a modern organization.
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Zakaryan, Mikhail, and Violetta Tibilova. "New Factors of Organizational Design in a Digital Society." Russian Journal of Management 9, no. 2 (August 31, 2021): 61–65. http://dx.doi.org/10.29039/2409-6024-2021-9-2-61-65.
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In this paper, we propose an invariant system of factors for the organizational structure of activities in all spheres of society's life in order to systematize new organizational factors that arise during the implementation of the national program "Digital Economy of the Russian Federation" and other national development programs of Russia until 2024, integrated with it. The proposed invariant system of organizational factors in society is based on the results of the analysis of organizational concepts in the system of social sciences. The article examines the nature and mechanisms of its development. In the invariant system of organizational factors in society, four groups of antinomian factors are defined, each of which can enter into antinomy relations with any other group of antinomian factors. These groups of antinomian factors are formed, firstly, in equipment and nature, secondly, in culture and art, thirdly, in economics and politics, fourthly, in science and religion. Equipment and nature give rise to give rise to a group of conditioning factors, since these factors determine the means of activity. Culture and art generate determinants factors, as these factors determine the way one operates. Economics and politics give rise to executing factors, since these factors determine the technology of activity. Finally, science and religion give rise to setting factors, as they determine the methodology of activity. For organizational construction and implementation of activities in society, it is required to establish a continuous simultaneous antinomian correspondence between each pair of groups of antinomy organizational factors and ensure their same continuous and simultaneous synthesis. This synthesis is carried out in people or through people who form society, turning them into a living social organization of the continuous implementation of society's activities, which forms its structure. In accordance with this representation of an invariant system of organizational factors in society, we consider and systematize new factors of organizational design of modern enterprises, institutions and organizations, which are formed in the course of the comprehensive implementation of thirteen national programs. It turns out that the comprehensive implementation of all federal projects of these national programs forms a fundamentally new content of the structure of the invariant system of organizational factors in society, which is characterized by the appearance of imbalances in the structure. This creates for all enterprises, institutions and organizations a constantly accelerating actualization of the problem of their organizational designing. The problem of design organizational research is substantiated as a task of operational organizational modeling for the purpose of operational construction of relevant organizational models, which in turn provide the same operational organizational design of the current activities of enterprises, institutions and organizations. It is concluded that it is necessary to formulate new methodological principles for applying the methodology of a systematic approach to solving these research problems.
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Teichmann, Clemens, Stephan Renatus, and Jörn Eichler. "Agile Threat Assessment and Mitigation." International Journal of Secure Software Engineering 7, no. 1 (January 2016): 1–16. http://dx.doi.org/10.4018/ijsse.2016010101.
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Security engineering and agile development are often perceived as a clash of cultures. To address this clash, several approaches have been proposed that allow for agile security engineering. Unfortunately, agile development organizations differ in their actual procedures and environmental properties resulting in varying requirements. The authors propose an approach to compare and select methods for agile security engineering. Furthermore, their approach addresses adaptation or construction of a tailored method taking the existing development culture into account. The authors demonstrate the feasibility of their proposal and report early experiences from its application within a small development organization for digital solutions in the automotive domain.
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Anggreni, Tri, Canggih Gumanky Farunik, and Hendra Hendra. "New Paradigm in Millennial Business: A Case Study of Pilona Coffee, Tangerang City." Primanomics : Jurnal Ekonomi & Bisnis 19, no. 1 (January 4, 2021): 206. http://dx.doi.org/10.31253/pe.v19i1.524.
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Millennial has its own character of thinking, because when compared to the previous generation who carried out the process of adaptation to the development of information technology, millennial grew and lived with the technology. They thrive with memes, digital markets, electronic money, and social media networks. Virality makes something quickly famous and quickly forgotten, collective memory is limited to how long digital traces can last on the internet. On the basis of that problem, this study was prepared with the question "What is the character of millennial leadership based on the organizational culture of the natural ecosystems they have built?” The purpose of this study is to understand the cultural character of millennial organizations based on their natural ecosystem so that they influence the lead character. This study uses a qualitative method with close observation within a certain period of time for several millennial adolescents involved in the organization as the main sample, categorized based on their level of exposure to the internet. The expected outcome of this research is a deep understanding of how millennial organizational culture influences the character of its leadership.
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Kramskoy, S. I., I. A. Amelchenko, and D. E. Egorov. "Formation of health culture in the context of digitalization of education." SHS Web of Conferences 113 (2021): 00057. http://dx.doi.org/10.1051/shsconf/202111300057.
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The article studies the issues related to the use of digital technologies in organization of the educational process of distance learning and testing the quality of the digested educational material in the disciplines of Physical Culture and Sports. The advantages and disadvantages of distance learning organization are revealed. The problems of increasing students’ involvement into arranging independent wellness classes are analyzed. The developed electronic information and educational system is an integral part of the program for health culture formation in the context of digitalization of education. The components of the module allow you to distantly teach and test the quality of the digested educational material, as well as to ensure the control of students’ fitness shape. The use of modern tools of digital technologies helps to increase students’ interest in their classes.
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Hasgall, Alon, and Snunith Shoham. "Digital social network technology and the complex organizational systems." VINE 37, no. 2 (June 26, 2007): 180–91. http://dx.doi.org/10.1108/03055720710759955.
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PurposeIn a competitive business environment, organizations must leverage their resources efficiently in order to provide system‐wide solutions and maintain the standards all customers expect. To do so, the resources must be integrated; however, the integration of information and resources within organizations has thus far not produced satisfactory results. In contrast, it has been found that efficient, ongoing and timely transfer of information is conducted over the internet. This research seeks to examine whether the use of internet technology within organizations can indeed enhance and streamline the ability of employees to function as fractals in complex organizations.Design/methodology/approachThe research is a qualitative study, allowing for the examination of behavior in the organizational reality as is, by analyzing interviews and observations of over 60 employees in different organizations.FindingsIt is found that the ability of a digital social network to create immediate system‐wide solutions, together with a management approach that transforms the organization into a complex adaptive system, allows employees to behave as fractals – i.e. to share applied‐knowledge, to take responsibility for performance and management of the processes, to update their superiors, and to develop self‐management abilities at the local level.Originality/valueSocial networks in organizations should be viewed as a shared “knowledge” system. Use of the network is “natural” and less rational and synchronized up front. However, it must be backed by a relevant management culture that enables all employees to serve as fractals in a complex adaptive system. In this manner, employees can contribute personally to work processes, determine their needs, and receive credit.
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Marković, Mirjana Radović. "MANAGING THE ORGANIZATIONAL CHANGE AND CULTURE IN THE AGE OF GLOBALIZATION." Journal of Business Economics and Management 9, no. 1 (March 31, 2008): 3–11. http://dx.doi.org/10.3846/1611-1699.2008.9.3-11.
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Great shifts ‐ genuine and radical transformation ‐ have been shaping the economy and business environment in recent decades. The world is going to be too tough and competitors too ingenious as companies are shaken loose from traditional ways of conducting business. Therefore, the old principles no longer work in the age of Globalization. Based on her research, Dr Radović Marković tried to make a profile of a successful organization which will be in the best way adopted to business environment in the new economy. Namely,in order to get a complete picture how the winning organization will look like in the future, the author concluded that the successful companies in the future will be the ones which are wise enough to harness the full potential of the entire organization in the rapidly changing business environment .It means that the winners will be the unbridled firms that are responsive to challenges and adroit in both creating opportunities and capturing them. In other words, to match the business environment that is more networked within and among companies, the ability to manufacture value will have to be distributed across the company to a much greater extent than in the past. Under these circumstances, managers need to transform themselves, too. They need to have a better framework for thinking about and understanding organizational change. Additionally, continuous learning is the key competency required by any organization that wants to survive and thrive in the newknowledge economy. Market champions keep asking learning questions, keep learning how to do things better, and keep spreading that knowledge throughout their organization. Knowledge organizations obtain competitive advantage from continuous learning, both individual and collective, concluded Dr.Radović Marković. The author also stresses that it is necessary to determine general personal knowledge and education, then to examine knowledge or various specializations in certain areas and lastly to identify their skills. Recent researches in the USA show that business owners who were not educated enough for the business in which they were engaged, were not successful (80 % of their businesses failed during the first year of their existence). On the opposite, those entrepreneurs who were educated and who showed constant interest in improving their activities have increased their business success by 60 % after the completion of the basic training programs for entrepreneurship and management. Therefore the author pointed out that more highly skilled workforce should be beneficial to organizations. Additionally, the human capital approach reflects the view that the market value of the firm increasingly depends on intangible rather than tangible resources. The three main components of human capital are described as a) early ability, b) qualifications and knowledge acquired through education and c) skills, competencies and expertise through on‐and off‐the‐job training. This would suggest that individual capability is enhanced by greater qualifications and higher skill levels. If this can be assessed and used in good effect in the firm then better human capital should, ceteris paribus, enhance organizational performance. Better organizational performance should, in turn, translate into better national performance. Finally, the author concluded that we should further recognize that we are living in the globalization era, or the Global Age. From the viewpoint of a product life cycle, we are in the introductory phase of globalization because we are in the early stages of the digital revolution that is creating the technologies that are enabling real time relationships among dispersed individuals and organizations. To meet constantly changing conditions and demands, business has to transcend boundaries to get what it needs regardless of where it exists—geographically, organizationally and functionally.
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Zhardemova, Madina, Tatyana Khristidis, Natalya Karmazina, Svetlana Fedorova, and Ekaterina Yakovleva. "Digital competences in the aspect of sociocultural education." SHS Web of Conferences 98 (2021): 05027. http://dx.doi.org/10.1051/shsconf/20219805027.
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The purpose of this paper is to examine different social and academic activities related to the development of a digital culture of bachelors and masters of culture and arts. It analyses the achieved results of the research project aimed at the study of educational and pedagogical opportunities and resources for the more effective development of digital competencies of students and graduates in the life-long system of sociocultural education and realized in the Moscow State University of Culture (Khimki, Moscow region), the Petrozavodsk State University (Petrozavods, Republic of Karelia) and in the Ulyanovsk State Agrarian University named after P.A. Stolypin (Ulyanovsk) in 2010-2019. The authors consider digital competences as a core of a digital culture of graduated in arts and culture is a multi-level, complex, interdisciplinary phenomenon, and therefore it needs a comprehensive analysis from the standpoint of several sciences (philosophy, sociology, psychology and pedagogy, etc.). The results of the implementation of educational technologies orientated to values and competences of a digital culture are discussed. The paper focuses on the importance of the educational process orientated on creation of values of digital culture which are significant for the organization of social and cultural activities in the frame of the state policy on digitalization of education and culture.
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Petković, Jelena, and Jelena Božilović. "DIGITAL CULTURE AS A FRAMEWORK OF CIVIC ACTIVISM." MEDIA STUDIES AND APPLIED ETHICS 2, no. 1 (October 8, 2020): 21–33. http://dx.doi.org/10.46630/msae.2.2020.02.
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The basic assumption of the paper is that digital culture, regardless of how much it is based on technological progress, is not determined by it, but necessarily arises from the values, ways of thinking and acting that are grounded in that technology and by it, and that have enabled its development. Thereby, the introduction will be dedicated to a critical deliberation on digital culture as a platform for the (de)construction of individual and collective identities, analysing its participative, mobilizational and subversive potential in the context of agitation and realization of social and cultural changes, civil rights and freedoms. The main purpose of this paper is to explain from the sociological point of view how digital culture has determined, shaped and transformed the paths of civic activism, especially in the last few years in Serbia. By using secondary sources of data, the paper will analyse to which extent the Internet and social networks represent important instruments of communication and mobilization of citizens for protesting and organization of various political events. A special critical emphasis will be directed towards the effects, advantages and limitations (activation or passivization) of civic engagement in the context of digital culture. The application of the comparative method in the final part of the paper will point out how much Serbian civic activism follows or differs from European movements that also rely primarily on the Internet and social networks as a medium for mobilization.
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Handayani, Tyas Indah Twi, Jafar Sembiring, and Arief Musta'in. "The Influence of Organization Culture and Organization Structure on the Implementation of Innovation Process in Telkom Divisi Digital Service (DDS)." Jurnal Bisnis dan Manajemen 18, no. 1 (March 2018): 13–22. http://dx.doi.org/10.24198/jbm.v19i1.144.
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Panshin, N. A. "The Сoncept of an Advanced Training Сourse in Information Culture for Students of Economic Spesialties." Digital Transformation, no. 3 (October 14, 2020): 5–16. http://dx.doi.org/10.38086/2522-9613-2020-3-5-16.
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Based on the analysis of the theory and practice of modern digital transformation, approaches and the concept of the content of an advanced training course in information culture (in modern conditions - digital culture) are offered for students of economic specialties. The place and role of the general culture and information culture, as its component, in the modern digital economy are determined and the conceptual structure of the training course on information culture for economic specialties is proposed, taking into account the features of the digital economy and new opportunities to improve the efficiency of the use of information systems and the formation of information resources.Unlike existing courses, when digital culture is understood as “creating an environment in which managers recognize the important role of technology for business, ensure the availability of information and train employees for the most comfortable and efficient use of technological tools”, the article substantiates the need to understand the natural harmony of complex self-organization information systems.In relation to economic specialties, the essence of the proposed concept of the training course is in-depth Understanding by students of the essence of modern information (digital) culture as an institution of creating conditions for economic agents to use the capabilities of modern information (digital) ecosystems for the effective interaction of individuals and enterprises and their accelerated adaptation to technological innovations.Based on the concept, the structure of the course is proposed, which includes four blocks of topics studied: the nature and role of culture in the economy; digital transformation and digital economy; the basics of website content generation and data visualization; approaches to assessing the effectiveness of information and digital culture.
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Llopis, Juan, M. Reyes Gonzalez, and Jose L. Gasco. "Transforming the firm for the digital era: An organizational effort towards an E-culture." Human Systems Management 23, no. 4 (December 19, 2004): 213–25. http://dx.doi.org/10.3233/hsm-2004-23403.
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This paper analyses a successful cultural change experience within a large organization, Telefonica Group, a firm with a staff of over 148 000 people and whose volume of customers worldwide overcomes one hundred million, which allows it to maintain a clear leadership position in the Spanish-speaking telecommunications sector. Telefonica has passed from an informatic culture to an informational culture and is currently consolidating an E-culture that will enable it to become a true E-company. With the aim of keeping its leadership position, Telefonica designed Programa Lider.es (Leader Program.es), the main objective of which was the evolution of its business model towards E-business, a transformation that would make it possible to take advantage of the possibilities offered by new technologies and the Internet and create value by participating in businesses related to the digital era. The implementation of this program was not easy. This paper analyses the pillars that underpinned the whole process, the organizational support structure that was created with this purpose and the different stages the process went through. Finally, a summary of the positive points detected, the mistakes made and the lessons learnt is provided at the end of the paper.
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Klets, Tatyana, Elena Nikiforova, Nadezhda Presnyakova, and Maria Starovoitova. "DEVELOPMENT OF STUDENTS’ COMMUNICATIVE CULTURE VIA ONLINE FOREIGN LANGUAGE INTERACTION." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 5 (May 28, 2021): 360–70. http://dx.doi.org/10.17770/sie2021vol5.6441.
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The article focuses on the use of digital technologies in the foreign language learning process and the formation of students’ communicative culture via online interaction. The issue discussed in this paper is very urgent because nowadays digital technologies are viewed as a comprehensive means of teaching a foreign language in a higher educational institution. General cultural competency and communicative culture, particularly, are considered as an integrative quality of a specialist concerning his potential for self-realization in his future career. In this regard, the actual problem is the methodically correct organisation of the educational process for students’ cultural development on the basis of digital technologies. The research is aimed at the theoretical substantiation of pedagogical effectiveness of the organization of online training in foreign language communication as a condition for the formation of the communicative culture of undergraduate students as well as the generalization of the results of experimental training. To verify the productivity of digital resources in foreign language training and cultural development of university students the authors conducted a pedagogical experiment using theoretical and empirical methods of scientific research. The results of the experiment proved the effectiveness of online teaching in mastering communicative culture components.
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Iswanti, Margareta Enik, Andre Rahmanto, and Widodo Muktiyo. "Leader's Influence and Communication Styles on the Culture of Innovation in FIFGROUP." International Journal of Multicultural and Multireligious Understanding 5, no. 6 (June 13, 2019): 190. http://dx.doi.org/10.18415/ijmmu.v5i6.796.
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This papers learn about leadership dan communication styles on the culture of innovation in FIFGROUP, The leader are be visionary, competence, be able ti influence team for innovation and encourage his team and make effectivelly communications to take part in the organization. Indicator Success an organization when the leader walk the talk, able to effective communication, has contibution performance, focus to innovation process and be role model as part of the innovation culture organization.When Organization face the problem about innovation, innovation is suck and useless for another subordinat buat for company innovation is must be create. Case Study in (PT. FEDERAL INTERNATIONAL FINANCE) FIFGROUP one of member Astra International very interesting because in FIFGROUP on of Astra International member focus on innovation but innovation not yet a part of daily task and performance. Success Indicator function leader as role model is important thing, internalization Values, mindset inovation is important to make FIFGROUP sustainability, effective Communication and sense or urgency when organization face the problem and able love change in era digital.
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Vyshnevetska, Maryna. "DEVELOPMENT OF AESTHETIC CULTURE OF A FUTURE MUSIC TEACHER WITH THE USE OF DIGITAL TECHNOLOGIES." Academic Notes Series Pedagogical Science 1, no. 195 (2021): 167–71. http://dx.doi.org/10.36550/2415-7988-2021-1-195-167-171.
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The paper considers one of the relevant issues of introducing and using digital technologies by a future music teacher. It is proven that the realm of aesthetic culture of a future music teacher requires the introduction of innovative forms of education and their active application. It is substantiated that digital technologies are a means of professional development of future music teachers in the process of professional training and become an integral part of society at all levels and centers, and digital competence is recognized as one of the priorities in educational activities. The paper emphasizes that modern education is the mastery of electronic, multimedia textbooks and guides, e-courses, interactive complexes, therefore learning with the use of digital technologies is not a novelty but a requirement of the time. The structural components of aesthetic culture such as aesthetic consciousness, aesthetic activity, aesthetic self-organization are analyzed and singled out, and the author believes that such components are designed to implement strategic ideas in the field of education and culture into public life, to develop values, to apply and use modern technologies in professional activities, and this requires active skills in using ICT, as well as information, music and technological competencies, critical thinking, behavioral strategies, response to changing needs and interests of society. In this paper, the author considers digital, music and computer technologies as a means of professional development of a future music teacher in the process of professional training, because the use of such technologies increases motivation for professional activity and develops positive beliefs in selected music disciplines and areas of music research. The paper studies the SAMR approach that allows assessing the level of digital technologies use in educational institutions for teaching and learning. A review of current trends in digital technologies organization and application has identified their most common forms in the training of future music teachers and proven the effectiveness of their use, which affects the development of pedagogical mastery of music teachers.
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Kyslova, Olga, and Ekateryna Berdnyk. "New Media as a Formation Factor for Digital Sociology: The Consequences of the Networking in the Society and the Intellectualization of the Communications." Studies of Changing Societies 2013, no. 3 (November 5, 2014): 67–106. http://dx.doi.org/10.2478/scs-2014-0154.
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AbstractThe perspectives of digital sociology formation through the prism of transformation of new media are considered in the article. We confirm the beginning of the age of intelligent media, which incorporate the network principle of organization of the interactions with the implementations of artifacts (artificial intelligent agents) to communication processes and are the base for the formation of digital environment for human life. Among the main socio-cultural effects of the development of new media we rank the expansion of social reality due to the addition of a “digital dimension” to it, the formation of network culture and actualization of the communicative (and subsequently, network and digital) subjectivity. We consider the network culture from the point of view of the activity approach and define it as a conglomerate of stationary value and normative mechanisms, technological means of implementation and results of network communications. We consider the network culture formation to be a result of the societal networking and it serves as the basis for subsequent cultural transformations - the rise of digital culture, outlines of which can be traced along with the general digitization and formation of the high-technology digital society. The conclusion, that digital sociology is called to study the laws of social life of a contemporary person integrated into a digital space of new media, is made.
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Boumans, Nicolle, and Elisabeth Dorant. "Combining employment with unpaid caregiving: a survey on the knowledge and use of work policies in two companies in The Netherlands." International Journal of Human Resource Studies 5, no. 3 (September 29, 2015): 191. http://dx.doi.org/10.5296/ijhrs.v5i3.7396.
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The number of informal caregivers who combine employment with unpaid care for an ill/disabled family acquaintance is growing. Employers are challenged to create conditions for a work-home balance for their caring employees. We identified the nature of formal leave policies and informal means of organizational support for employed carers in two Dutch companies. In 2011 we distributed a digital questionnaire among all employees in one health care and one financial company. Compared to their non-caring colleagues, in both companies the caring employees only make more use of formal leave arrangements. Neither organization offers special support measures. In both companies the caregivers value the informal support at the workplace. Organizations should offer a broad variety of formal workplace policies with customized solutions for the diverse and often unpredictable caring situations their employees are confronted with in their private lives. The formal leave system should be intensified by the informal organizational culture.
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Prasad, Revati. "An Organized Work Force is Part of Growing Up: Gawker and the Case for Unionizing Digital Newsrooms." Communication, Culture and Critique 12, no. 3 (March 26, 2019): 359–77. http://dx.doi.org/10.1093/ccc/tcz008.
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Abstract In June 2015 Gawker Media became the first for-profit digital news organization to unionize its editorial workforce. True to their bombastic style, they did so publicly, publishing a post where staff commented on how they were going to vote regarding the union and why. This article examines the ensuing discussion to understand how this group of culture workers perceived their labor, and the value they sought not just from collective bargaining, but from doing so publicly. Gawker’s unionization was aimed not exclusively at Gawker, but spoke to a vision for the entire sector. Gawker staff were motivated to collective action by the precarity that besets digital media, while the publicness of the effort was aimed at their peer organizations. The public performance of unionism at Gawker may signal a shift in the discourse around collective bargaining among young creative workers as more digital outlets come to organize their workforce.
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Shalina, Daria, Natalia Stepanova, and Pavel Bochkov. "Successful implementation of corporate strategy in the context of digital transformation." SHS Web of Conferences 89 (2020): 05002. http://dx.doi.org/10.1051/shsconf/20208905002.
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In our research, we cover the problem of strategic planning in the modern period within a separate organization. Long-term fixed strategies are losing their relevance in an unstable, constantly modernizing world. During the CAVID-19 crisis, companies realized the need for changes in the direction of digital transformation. Features of digitalization cause the need to form a new strategy of the organization, the implementation of which requires certain actions. The purpose of the study was to justify these actions. After studying the material that makes up the new corporate strategy, we identified the requirements for its implementation with maximum results. The research substantiates the concepts of corporate strategy, corporate culture, digitalization and its features. The results of the research will become recommendations for modern companies in the formation and implementation of corporate strategy.
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Bochulia, Tetiana. "Digital business transformation: Trends, innovative models, a development program." E3S Web of Conferences 307 (2021): 02001. http://dx.doi.org/10.1051/e3sconf/202130702001.
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The article is devoted to solving the current issues on current trends in digital transformation of business as an innovative paradigm due to the development of a multimedia society and the new economy. The essence and the process of forming a digital culture are considered that allowed determining the quantitative and qualitative parameters of its model in accordance with the specifics of the activity and the chosen strategy of the company's development. The process of forming an innovative model of enterprise development on the basis of digital transformation is characterized. The stages of forming an enterprise management policy in the context of innovative development are described. Innovative models of digital development are characterized, according to which the possibility to objectively assess factors and conditions of the organization of digital transformation selecting the necessary direction of development becomes available. The "critical" components of the innovative strategy of increasing the organizational stability of the company are identified. The paper proposes a methodological approach to implementing the transformation program that is accompanied by the development of a digital business model with a step-by-step transition to an innovative basis of activity and adaptation to the digital environment of the business ecosystem.
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Faskhutdinova, M. S., N. B. Larionova, and I. A. Lavrentyeva. "MAKING STRATEGIC MANAGEMENT DECISIONS IN THE DIGITAL ECONOMY." Scientific Review: Theory and Practice 10, no. 7 (July 30, 2020): 1362–74. http://dx.doi.org/10.35679/2226-0226-2020-10-7-1362-1374.
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The article discusses the development of a strategic management solution, which is one of the most important management processes; its efficiency determines the success of the business. The decision-making process is very difficult. There are many different subtleties in it that are well known to professional managers. Therefore, a strategic decision includes a deliberate conclusion concerning the need to take actions, or refrain from them, related to achieving the goals of the organization and overcoming the problems it faces. This is a process of choosing from a variety of alternatives the most preferable one for solving the problem. Each organization wishing to achieve the intended goal will be engaged in the development of strategic management decisions; and in each organization the practice of developing and making these decisions will have its own characteristics, determined by the nature and specifics of its activities, its organizational structure and internal culture. Modern enterprise is distinguished by the scale of activity, its separation from the direct production process or the provision of services. Nevertheless, there is always something in common that is characteristic of any decision-making process. This is what shapes the design and decision-making technology used in any organization. Only in this case it will be possible to obtain and achieve: clearly structured, interrelated and balanced strategic documents; a system of indicators built into logical multi-level structures that correspond to the structure of the development strategy; modeling forecasts using computational models, involving a wide range of specialists; reverse analysis of an unfulfilled or exceeded indicator, including public and professional monitoring of the consequences and violations; details of both available strategy elements and related indicators; simplified integration of an economic asset into a strategy, both for planning and in terms of obtaining feedback on the implementation of adopted programs and projects. Digital technologies are driving global changes in the business environment. The newest digital economy today is constructed on significantly different rules than the traditional economy. Entrepreneurship is forced to develop and adapt in an environment that includes an ever changing environment that stands and adapts the business to dynamically changing conditions at a strategic and tactical level. In the digital economy, its main factors are: data in digital form, their processing and use in large volumes - this is an economic activity that can increase efficiency, quality and efficiency in various types of production, technologies, equipment. It is based on the production of high-tech business structures, electronic products and services, and the sale of these products through e-commerce, which has become and will be possible thanks to applied informatics.
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Rosramadhana, Rosramadhana, Sudirman Sudirman, and Zulaini Zulaini. "Pemberdayaan Remaja Melalui Inovasi Pembuatan Permainan Congkak Berbasis Digital Pada Komunitas Permainan Tradisional Di Desa Tanjung Rejo Kecamatan Percut Sei Tuan Kabupaten Deli Serdang." JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 4, no. 2 (December 8, 2020): 169. http://dx.doi.org/10.36339/je.v4i2.370.
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Traditional games are one of the cultural products possessed by the Indonesian people and have been cultured from one generation to the next. Introducing traditional games can have a positive impact due to the meaning of educational values characterized by Indonesian culture. In Indonesia, traditional games have characteristics and depend on the culture of various ethnicities that preserve these traditional games. In Indonesia, the traditional game that is preserved between them is arrogant. This game has different names from various ethnic groups in Indonesia. In Java this game is better known as dhakon, while in Sumatra it is called congkak. The method of implementation in the activities carried out is to find alternative solutions to partner problems, especially in empowering adolescents through four stages, namely planning, organization, actualization, and supervision. The implementation of this activity program resulted in the creation of digital-based arrogant game innovations such as digital posters, animation, arrogant game innovation and the creation of a youtobe account. This activity empowers adolescents, especially in strengthening local culture and cultural values through innovative traditional games and honing youth creativity through appropriate technology.
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Irum, Ayesha, and Agrata Pandey. "Social media – Changing the face of knowledge management." Development and Learning in Organizations: An International Journal 34, no. 1 (September 20, 2019): 5–7. http://dx.doi.org/10.1108/dlo-02-2019-0051.
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Purpose Social media (SM) is amongst the latest techniques employed by organizations in their knowledge management endeavors. The paper provides a brief overview of how SM platforms are utilized for the creation, dissemination, and retention of knowledge. The various stages of knowledge management as supported by social media, is mapped through a framework. Design/methodology/approach A list of research articles on “social media and knowledge management” have been read and reviewed. The insights are summarized and a framework is proposed. Findings The framework demonstrates how SM tools aid in the creation of new knowledge, knowledge exchange and storage of the knowledge footprint. They help to generate varied forms of knowledge from different stakeholders. The freely available information acts as a knowledge source for the third party. The virtual nature of digital platforms motivates employees to share knowledge more openly, leaving a digital trace that can be accessed anytime, thereby building on to the knowledge base. Originality/value The article highlights how SM can be essential in the knowledge management processes in the organization. It showcases the prominence of everyday organizational interactions and experiences which together build a knowledge-rich culture.
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Fusi, Federica, and Mary K. Feeney. "Social Media in the Workplace: Information Exchange, Productivity, or Waste?" American Review of Public Administration 48, no. 5 (November 11, 2016): 395–412. http://dx.doi.org/10.1177/0275074016675722.
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Public managers play a central role in the adoption and smooth implementation of social media tools in the workplace, with local governments increasingly expecting managers to utilize these tools. Nevertheless, we know little about how public managers perceive social media use for work activities and what factors shape such perceptions. Preliminary research has shown that social media use in government may enhance task efficiency, but it may also increase management complexity and workload. In this study, we draw from current literature on e-government adoption and use to investigate the role of personal and organizational use of social media, organizational culture, digital threats, and technological capacity in shaping public managers’ perceptions of social media use. Combining data from a national survey of 2,500 public managers in 500 U.S. local governments, Census data, and data collected from city websites, we find that perceptions of social media tools in the workplace are influenced by the interplay of personal and organization use of social media, an organizational culture of innovation, and formal guidance on social media use. Technological capacity and perceptions of digital threats are not significantly related to perceptions of social media. We conclude with a discussion of what these findings mean for research and practice.
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Lloyd, Timothy. "The Greater Cleveland Ethnographic Museum." Museum Anthropology Review 14, no. 1-2 (October 28, 2020): 6–17. http://dx.doi.org/10.14434/mar.v14i1-2.29070.
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Nothing lasts forever. Every organization has a lifespan, and at some point every organization’s lifespan reaches its end. Nevertheless, even extinct organizations can achieve useful afterlives and continue to serve as resources, so long as records of their work are maintained in analog or digital archival collections, and so long as the communities they served are still coherent and culturally vibrant. This essay tells the story of an extinct US public folklore non-profit organization, The Greater Cleveland Ethnographic Museum (GCEM), a small but important organization that was active for just six years—from 1975 to 1981—in the multiethnic midwestern US city of Cleveland, Ohio. During its brief life, the CGEM was typical of US public folklore organizations of the period: small and underfunded, but with an extremely dedicated staff, many strong partnerships with ethnic communities and their leaders throughout the city, and supported by what was at the time a significant investment by government in folklore and traditional culture. Even though the GCEM has been gone for almost 40 years, the archival documentary records of its activities have been preserved through the continued dedication of its leaders and staff and the support of other cultural and educational organizations in the Cleveland area, and are still available as a community and a scholarly resource.
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Narayanan, V. K. "Customer-focused IT: a process of continuous value innovation." Strategy & Leadership 43, no. 4 (July 20, 2015): 11–17. http://dx.doi.org/10.1108/sl-05-2015-0037.
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Purpose – Transition to a digital economy and the pervasiveness of IT in a firm’s operations together has brought the IT function in corporations to the threshold of a needed transformation: from an orientation that prizes technical excellence to one that achieves continuous innovation by finding new opportunities to provide value to customers. Design/methodology/approach – The author believes that companies need to adopt customer-focused IT, this requires a shift in organizational culture, from considering technical excellence as an end in itself, to respecting customers as the centrally important stakeholder of an organization. Findings – In many companies, rethinking the IT function to focus it on providing value to the customer presents an opportunity to empower frontline employees, to make innovations in the company value chain and to maintain and to enhance competitive advantage. Practical implications – Changing to a customer focus requires dedicated continuous innovation to enlist the full resources of the IT function – architecture, algorithms, big data and connectivity – to satisfy customer needs, solve customer problems and produce new customer value. Originality/value – The author argues convincingly that IT organizations will become focused on delivering value that matches evolving customer needs if, and only if, CIOs insist upon concentrating the resources of the organization on this goal Indeed, CIOs should consider themselves chief marketing officers, focusing on the customer and promoting the customer-focus competencies of their organizations.
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Cossu, Alberto. "Beyond Social Media Determinism? How Artists Reshape the Organization of Social Movements." Social Media + Society 4, no. 1 (January 2018): 205630511775071. http://dx.doi.org/10.1177/2056305117750717.
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Artists and creative workers are engaged once more in the social and political space. In the current wave, which started in the early 2010s, they have taken part in broad social movements (e.g., Occupy, Tahrir Square), created movements of their own (e.g., Network of Occupied Theaters in Italy and Greece), experimented with alternative economic models and currencies (e.g., Macao and D-CENT), carried out social research and radical education, partnered with institutional and social actors, supported neighborhoods, filled the void left by states’ retreat from the social, and hosted and co-produced art at a time when the budget for culture and independent art is being decreased in numerous countries across the world. This article aims to investigate the organizational and relational aspects of artistic social movements. Drawing on a 2-year-long ethnographic study conducted for my PhD dissertation and deploying a number of research techniques, including participant observation, digital methods, and semi-structured interviews, I propose a new understanding of the meaning of organization in contemporary artistic social movements. My article, focusing especially on data gathered on Macao, “The New Centre for Arts, Culture and Research of Milan,” constitutes an attempt to reflect on emerging organizational models in social movements.
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Guinzoni, Roberta. "Walgreens Boots Alliance goes multi-lingual through e-learning." Human Resource Management International Digest 23, no. 7 (October 12, 2015): 5–8. http://dx.doi.org/10.1108/hrmid-08-2015-0138.
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Purpose – Explains how Walgreens Boots Alliance teamed up with Rosetta Stone on a digital language-learning program that is bringing many and significant benefits to individual employees and the company as a whole. Design/methodology/approach – Reveals that the aims were to develop English fluency for the non-English native speakers in the organization that work across countries and divisions and build language skills in at least one other main language spoken widely within the business. Provides a series of tips for anyone wanting to gain the far-reaching benefits of language learning in their organization. Findings – Describes how the e-learning course includes live online sessions with native-speaking tutors, conversation practice and games. Explains that the company also plans to supplement the structured digital-based learning with practice sessions in a work setting. These are planned to be so informal that people do not feel like they are learning or being taught. They will be social, networking occasions, such as “lunch in French” or other scheduled get-togethers where people are able to practice the language that they are learning. Practical implications – Highlights the importance of being realistic about time, supporting employees facing a digital challenge, getting sponsor support, integrating the continuous-learning concept into the organization, and using ambassadors. Social implications – Advances the view that a mastery of foreign languages is essential for successful business collaboration across countries and cultures, particularly for managers and directors. In providing language training for these serious learners, the company is not only helping its employees to understand each other better and relate to each other’s background and culture but also growing the business. Originality/value – Concludes that a digital-learning approach to language learning can help businesses to meet their learning goals and deliver training that is interactive, convenient and fun for learners.
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Coe, Anna-Britt, and Darcie Vandegrift. "Youth Politics and Culture in Contemporary Latin America: A Review." Latin American Politics and Society 57, no. 2 (2015): 132–53. http://dx.doi.org/10.1111/j.1548-2456.2015.00271.x.
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AbstractYouth politics in contemporary Latin America diverge from those of previous generations. Increasingly decoupled from parties, unions, and the state, young people glide seamlessly across previously assumed boundaries: culture and politics, individual and organization, subjectivity and collectivity, virtual and “real.” This article presents findings from a systematic review of research on youth politics and demonstrates the new direction through three main categories: repression, incorporation, and exclusion, relationships between state institutions and youth identities; generational, cultural, and digital lenses, the innovative trends for theorizing current patterns of youth politics; and unsettling politics, the fusion and diffusion of youth political dexterity. The article concludes by highlighting current strengths and proposing future steps to build on this new direction.
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Bhattacharya, Sanjay, and K. S. Momaya. "Actionable strategy framework for digital transformation in AECO industry." Engineering, Construction and Architectural Management 28, no. 5 (April 29, 2021): 1397–422. http://dx.doi.org/10.1108/ecam-07-2020-0587.
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PurposeThe Fourth Industrial Revolution (4IR) holds the potential to improve capabilities- and technology-based innovation, which will enable breakout for architectural, engineering, construction and operation and maintenance (AECO) companies, for international competitiveness. Though the top management of such companies is convinced on the utility of the applications, they are unsure on the strategy of implementing the same. The objective of this research is to suggest a strategy framework for digital transformation of the AECO value chain.Design/methodology/approachThe nascent level of research on 4IR in construction necessitated the adoption of the integrative review methodology for the study. Extensive literature review of research on strategy and 4IR has been utilized to establish the validity of the first two pillars, namely “a strategy of simple rules in a complex environment; and deployment of dynamic capabilities.” The validation of a construct for the third pillar of “confluence of change and continuity forces” has been achieved via hypothesis testing of data obtained through a questionnaire survey.FindingsThe present study has integrated three diverse ideas of strategy, named as the pillars, to facilitate sustainable digital transformation. Within the third pillar, top three continuity forces which offer resistance to change are organization culture, existing delivery processes and networks, and existing standard operating procedures. On the other hand, the leading drivers of change are needs of competitiveness; global industry trends and the advent of new technologies/innovations.Research limitations/implicationsThis provides a practical approach to operationalize digital transformation of the AECO at an organization level. The validation relied on opinion and perspectives of a sample frame in the Indian context, which was its limitation.Originality/valueThis paper suggests a strategy framework of three pillars to help address specific strategy dilemmas during implementation of digital transformation of particular organizations in AECO. The study contributes to both theory and practice by helping leaders of AECO companies, associations, policymakers and the academia to strategize transformations successfully.