Journal articles on the topic 'Digital transformation of traditional VSEs'
To see the other types of publications on this topic, follow the link: Digital transformation of traditional VSEs.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Digital transformation of traditional VSEs.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Kefi, Mohamed Karim. "Digital labour Platform of management control, and organisational change: French SMEs and VSEs." Revue Management & Innovation N° 1, no. 1 (March 20, 2020): 77–100. http://dx.doi.org/10.3917/rmi.201.0077.
Full textAbstract:
Face à la transformation digitale de l’entreprise et aux changements de business models, qu’adviendra-t-il du contrôle de gestion. Alors que, depuis de nombreuses années aucune évolution n’a été remarquée, il doit aujourd’hui faire face à une digitalisation et automatisation toujours plus importante des métiers de la comptabilité et de la finance d’entreprise. Alors que l’on entend régulièrement le terme « uberisation» des métiers de l’expertise comptable. Ce changement, porté par la digitalisation constitue-t-il une opportunité pour la fonction de contrôleur de gestion ? Après l’externalisation des experts comptables, devons-nous nous attendre à une externalisation du contrôle de gestion ? Après avoir définit les différents concepts du contrôle de gestion et de l’uberisation, nous irons confronter ces derniers aux besoins des PME/TPE françaises. Le contrôle de gestion doit-il envisager de se réinventer au risque de se faire uberiser ?
2
Shu, Ziyun, Shuk-Yu Tsang, and Taoxuan Zhao. "Digital Transformation of Traditional Chinese Banks." Open Journal of Business and Management 08, no. 01 (2020): 68–77. http://dx.doi.org/10.4236/ojbm.2020.81005.
Full text
3
Sacha, Shinta, Febri Pramudya Wardani, Yanti Krismayanti, Fachrizah Fauziah, Tasya Widya Krisnadi, Daffaa Nauvaldy, Trisya Suherman, and Audrey Gamaliel Dotulong Tangkudung. "Business Model Evolution: From Traditional to Digital Transformation." Jurnal Multidisiplin Madani 4, no. 7 (July 30, 2024): 1017–29. http://dx.doi.org/10.55927/mudima.v4i7.10085.
Full textAbstract:
Digital transformation has significantly changed the business landscape, bringing a huge impact on traditional business models. This research aims to explore the evolution of business models from the traditional era to the era of digital transformation. Through focus group discussions (FGDs) with participants consisting of various business stakeholders, this research identifies key factors driving digital transformation, challenges faced by traditional businesses, as well as opportunities arising from the adoption of digital technologies. The results showed that technological innovation, changing consumer behavior, and the need for operational efficiency are the key drivers of digital transformation. The research also underscores the importance of adaptation strategies and digital competency development for success in the digital age. The findings provide important insights for business practitioners and academics in understanding the dynamics of business model change in the era of digital transformation
4
Syamsuddin, Syamsuddin, Sugeng Marsudi, Bakri Hasanuddin, Akmal Umar, and Degdo Suprayitno. "Adapting to Digital Transformation: Challenges and Strategies for Traditional Businesses." Global International Journal of Innovative Research 2, no. 3 (March 28, 2024): 704–11. http://dx.doi.org/10.59613/global.v2i3.121.
Full textAbstract:
In the era of digital transformation, traditional businesses face numerous challenges in adapting to the evolving landscape of technology and market dynamics. This article explores the challenges and strategies encountered by traditional businesses as they navigate the process of digital transformation. Utilizing qualitative methods such as literature review and library research, this study investigates the key factors influencing the success or failure of digital transformation initiatives in traditional business settings.
The literature review reveals several challenges that traditional businesses encounter during the digital transformation process, including organizational resistance to change, lack of digital skills and expertise, legacy systems, and cultural barriers. Moreover, navigating the complexities of data management, cybersecurity threats, and regulatory compliance adds further complexity to the digital transformation journey.
In response to these challenges, traditional businesses adopt various strategies to facilitate their digital transformation efforts. These strategies include investing in digital infrastructure and technology, upskilling and reskilling employees, fostering a culture of innovation and agility, forging strategic partnerships with technology firms, and embracing customer-centric approaches.
Furthermore, successful digital transformation requires effective leadership, clear communication, and a willingness to experiment and learn from failures. By embracing a growth mindset and leveraging the power of digital technologies, traditional businesses can unlock new opportunities for growth, innovation, and competitive advantage in the digital age.
In conclusion, this study highlights the importance of proactive adaptation to digital transformation for traditional businesses to remain relevant and competitive in today's rapidly changing business environment. By understanding the challenges and implementing appropriate strategies, traditional businesses can successfully navigate the digital landscape and thrive in the digital economy.
5
Souza, Elaine Maria de Moura, and Pedro Araujo Pietrafesa. "Leadership and Digital Transformation." Journal of Business Administration Research 12, no. 2 (July 1, 2023): 9. http://dx.doi.org/10.5430/jbar.v12n2p9.
Full textAbstract:
This work highlights the concepts and theories related to leadership from the perspective of digital transformation. Digital transformation, which is also known as the Fourth Industrial Revolution, requires private and public organizations to adapt management models to enable their evolution and face challenges to remain competitive and survive in the market. Therefore, leadership is necessary for such a revolution. Traditional theorists were consulted about the subject of leadership and modern sources of digitization, resulting in avant-garde and contemporary content. Innovation is a vital attribute for companies that allows them to remain viable, healthy, and sustainable, and leadership is an essential pillar that supports this.
6
Zheng, Yuanyuan, and Yiyu Chen. "Research on the Digital Transformation Strategy of Traditional Scenic Spots Based on Exhibition Operations." International Journal of Global Economics and Management 3, no. 2 (June 28, 2024): 8–12. http://dx.doi.org/10.62051/ijgem.v3n2.02.
Full textAbstract:
With the advent of the information age, digital transformation has become a necessary stage for the development of the tourism industry. Traditional scenic spots are an indispensable and important component of the tourism industry, facing the challenges brought by digital transformation. Exhibition operation is the result of the continuous extension of tourism industry. Its operation mode and digital technology are of great significance to the transformation of traditional scenic spots. Therefore, the article is based on the digital transformation of traditional scenic spots in exhibition operation. First, the necessity of digital transformation of traditional scenic spots is summarized, then scientific and effective strategies are put forward, and finally the corresponding conclusions are drawn to speed up the transformation process of scenic spots.
7
Gu, Xiaoyue. "A Research on Digital Transformation Strategies of Retailing Industry: Based on the Case Analysis of Walmart and Amazon." Advances in Economics, Management and Political Sciences 76, no. 1 (April 18, 2024): 213–19. http://dx.doi.org/10.54254/2754-1169/76/20241855.
Full textAbstract:
With the development of the digital economy, more and more traditional enterprises have begun to undergo digital transformation, hoping to improve their competitiveness and promote the sustainable development of enterprises under the new situation. As an important part of traditional enterprises, retail enterprises also actively participate in the digital transformation process. Some well-known retail companies have made certain achievements in digital transformation, but there are still some companies that do not know how to carry out digital transformation and how to exert their efforts. This article adopts the literature research method and dual case analysis method to analyze the efforts of internationally renowned retail companies Walmart and Amazon in digital transformation, and summarizes the specific strategies of retail companies in digital transformation, including technology, concepts, and services. In other aspects, it can help other traditional retail companies clarify the direction of digital transformation and upgrading and provide experience and reference.
8
Hari Purwanto, Heny Sidanti, and Dian Citaningtyas Ari Kadi. "Traditional Market Transformation Into Digital Market (Indonesian Traditional Market Research Library)." International Journal of Science, Technology & Management 2, no. 6 (November 18, 2021): 1980–88. http://dx.doi.org/10.46729/ijstm.v2i6.384.
Full textAbstract:
For many centuries traditional markets have become the economic strength of Indonesian society where trading business actors gather to carry out buying and selling transactions. Along with the development of the era, the advancement of information technology is developing very rapidly and changing many patterns of people live from various aspects of life as well as trade. In conventional trade, relying on traditional markets is considered inefficient considering the too long distribution channels of goods and the emergence of additional costs in trade, which causes a high cost economy. The shift of traditional markets to digital markets is an inevitable demand. This study discusses Digital Transformation in traditional markets and how the process should take place to provide some solutions to existing problems. The method used in this research is library research. The research locations are traditional Indonesian markets. Sources of data in this study were collected by collecting methods through literature, scientific publications, information from the internet. The data is induced and concludes the arguments that are made. The findings of this study are: The digital transformation of traditional markets to digital markets has not been fully carried out in Indonesia. Solution: Traditional market players are starting to open up to the online market. It is time for the government to build online infrastructure to move traditional markets to digital markets, although not completely so that marketing efficiency and convenience can increase overall welfare.
9
Cuizhi Yin, Wei Song. "Research on the Driving Mechanism of Intelligent Renovation and Digital Transformation in Traditional Enterprises." Journal of Electrical Systems 20, no. 2 (April 4, 2024): 713–24. http://dx.doi.org/10.52783/jes.1225.
Full textAbstract:
Intelligent renovation and digital transformation have become effective paths for traditional enterprises to enhance their core competitiveness. The rapid and extensive application of digital technology has become a crucial catalyst for the transformation and upgrading of the manufacturing industry. This digital transformation not only enhances production efficiency, product quality, and cost reduction but also boosts the competitiveness and innovation capabilities of enterprises. In this study, in-depth interviews were conducted with personnel at various levels of 30 traditional enterprises, utilizing grounded theory to extract significant factors that influence enterprise digital transformation. A theoretical model was developed, identifying environmental changes as external factors impacting enterprise digital transformation, and internal driving forces including enterprise resources, entrepreneurial spirit, employee involvement, enterprise capabilities, and strategic planning. Through comprehensive research on the driving mechanism of digital transformation in traditional enterprises, this study proposes effective strategies and path choices for enterprises. These include “government-enterprise collaboration” and “industry chain collaboration” along with “strengthening the foundation” and “enhancing capabilities.” The aim is to promote successful intelligent renovation and digital transformation among traditional enterprises.
10
EKMEKÇİ, Emrah. "Transformation of Traditional Writing Classes into Digital Ones." International Journal of Languages' Education 1, Volume 6 Issue 4 (January 1, 2018): 122–30. http://dx.doi.org/10.18298/ijlet.3221.
Full text
11
Galazova, S. S., and L. R. Magomaeva. "The Transformation of Traditional Banking Activity in Digital." International Journal of Economics and Business Administration VII, Special Issue 2 (January 1, 2019): 41–51. http://dx.doi.org/10.35808/ijeba/369.
Full text
12
Loonam, John, Sally Eaves, Vikas Kumar, and Glenn Parry. "Towards digital transformation: Lessons learned from traditional organizations." Strategic Change 27, no. 2 (March 2018): 101–9. http://dx.doi.org/10.1002/jsc.2185.
Full text
13
Wang, An. "Digital Transformation for Traditional Retail: Walmarts Success Amidst Pandemic Challenges in China." Advances in Economics, Management and Political Sciences 31, no. 1 (November 10, 2023): 120–28. http://dx.doi.org/10.54254/2754-1169/31/20231518.
Full textAbstract:
In todays rapidly developing digital technology era, the digital wave has engulfed every industry, and the traditional retail industry has also reached the crossroads of technological change. However, there is no comprehensive method to summarize the direction of digital transformation. This article aims to provide reliable digital transformation directions for the traditional retail industry by analyzing Walmart Chinas financial reports, strategic de-ployment, and current reform achievements from 2018 to 2022. The study found that Walmart Chinas digital transformation has been relatively successful, even after three years of the impact of the COVID-19 pandemic on the market. The revenue from Walmart Chinas digital transformation-related areas has repeatedly achieved excellent results. For traditional retail enterprises, choosing partners, digitizing the supply chain, and imple-menting omnichannel reforms are the correct directions for digital transformation.
14
Kalashnikov, Nikita A. "TRADITIONAL AND DIGITAL ORGANIZATIONS IN THE RETAIL INDUSTRY: COMPARATIVE ANALYSIS OF RESOURCE-BASED APPROACHES TO DIGITAL TRANSFORMATION." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 10/2, no. 130 (2022): 238–49. http://dx.doi.org/10.36871/ek.up.p.r.2022.10.02.020.
Full textAbstract:
The article discusses the issues of resource provision of digital transformation in the retail sector. The purpose of the article is a comparative study of resource approaches to the digital transformation of traditional and digital retailers. The study was conducted using the author’s matrix of resource strategies for digital transformation, developed on the basis of the analysis of scientific and business literature. The general and specific resource approaches of traditional and digital organizations to the field of trade are formulated in relation to each of the groups of digital transformation resources, as well as practical recommendations on the resource provision of retail digitalization. The author concludes: successful digital transformation requires the organization to activate the innovative potential of employees, a dynamic combination of its own and partner resources (depending, among other things, on the business format – traditional or digital) and support the process with more complex transformations covering the competencies of staff, organizational structure and corporate culture.
15
Nam Hoang Gia. "DIGITAL TRANSFORMATION IN SPORTS JOURNALISM." Scientific News of Academy of Physical Education and Sport 3, no. 2 (July 17, 2021): 66–70. http://dx.doi.org/10.28942/ssj.v3i2.330.
Full textAbstract:
This article aims to show the modification of Sports Industry in the age of digitalization. Digital technology is growing day-by-day and opening great opportunities for growth in the sports industry and sports journalism. Fans are offered to get closer with news and story through innovative and customized experience. Moreover, they want interactive communication with players, coaches and other fans. That is why traditional channels such as newspapers or TV broadcasting cannot satisfy customers anymore. Digital era will solve this problem and help sports not only draw closer to their fans, but may also find it easier to create innovative and customized experiences that will both broaden and strengthen their customer base.
16
Shanti, Riris, Hermanto Siregar, Nimmi Zulbainarni, and Tony. "Revolutionizing Banking: Neobanks’ Digital Transformation for Enhanced Efficiency." Journal of Risk and Financial Management 17, no. 5 (May 1, 2024): 188. http://dx.doi.org/10.3390/jrfm17050188.
Full textAbstract:
Changes in customer behaviors after the COVID-19 pandemic have encouraged the transformation of banking systems. Neobanks have emerged as an innovation and entered the banking system to compete with traditional banks by offering new customer experiences. Neobanks transform traditional banking products and services which are delivered through physical interactions into those delivered via digital channels. This paper analyzes traditional banks that have transformed into neobanks, specifically their efficiency after digital transformation. Efficiency was measured using Stochastic Frontier Analysis (SFA), as it is highly accurate in estimating efficiency scores. This study also used a Pooled Mean Group (PMG) estimation of the Panel ARDL (Autoregressive Distributed Lag), as this approach is useful for analyzing the relationship between variables in panel data, to investigate digital transformation as a determinant of neobanks’ efficiency and examine the existence of short-term and long-term relationships between digital transformation and efficiency. We found that the efficiency of neobanks increases after digital transformation. Furthermore, it can be concluded that digital transformation is a determinant of efficiency and that there is long-term relationship between digital transformation and efficiency. In the short term, digital transformation has a significant negative correlation with efficiency, but in the long term, it has a significant positive relationship; this is because the cost of digital transformation initially decreases the profit efficiency, but afterwards, it increases the efficiency.
17
Xie, Xianhua. "Exploration of Asset Assessment Methods in Digital Transformation." Transactions on Economics, Business and Management Research 9 (August 21, 2024): 213–19. http://dx.doi.org/10.62051/635fx762.
Full textAbstract:
Digital transformation is reshaping the asset structure of enterprises, posing numerous challenges and limitations to traditional asset valuation methods. The unique attributes of intangible and digital assets make existing valuation models and methods inadequate to fully meet the demands of the new landscape. This paper deeply analyzes the shortcomings of traditional valuation methods in the digital context, the limitations of emerging valuation methods, and the challenges that digital asset characteristics bring to valuation. Building upon this analysis, optimization strategies are proposed, including refining traditional valuation models, innovatively utilizing big data and artificial intelligence, and constructing comprehensive digital asset valuation solutions, aiming to promote the innovation and development of valuation theory and practice. It is believed that only by continuously advancing the reform and innovation of valuation methods can we truly seize the opportunities brought by digital transformation, empower enterprises, and boost the rapid development of the digital economy.
18
Bist, Ankur Singh, Vertika Agarwal, Qurotul Aini, and Nimatul Khofifah. "Managing Digital Transformation in Marketing: "Fusion of Traditional Marketing and Digital Marketing"." International Transactions on Artificial Intelligence (ITALIC) 1, no. 1 (November 24, 2022): 18–27. http://dx.doi.org/10.34306/italic.v1i1.86.
Full textAbstract:
This paper aims to go deeper into how a firm executes digital transformation in marketing. The experiences discussed in this article will give insight from a business practice standpoint. The difficulties encountered and the solutions proposed will broaden knowledge and inspire additional research. This paper employs a qualitative technique, with one of Indonesia's significant telecommunications companies serving as the primary case study. Semi-structured interviews were used in this study, with 25 interviews conducted at the senior management level. As a result, this organization is developing digital transformation through digital and traditional marketing. A big challenge is focusing on existing consumers through conventional marketing while reaching out to additional customers through digital marketing. One of the aspects to consider while designing digital technology is the digital divide in some nations.
19
Bist, Ankur Singh, Vertika Agarwal, Qurotul Aini, and Nimatul Khofifah. "Managing Digital Transformation in Marketing: "Fusion of Traditional Marketing and Digital Marketing"." International Transactions on Artificial Intelligence (ITALIC) 1, no. 1 (November 24, 2022): 18–27. http://dx.doi.org/10.33050/italic.v1i1.86.
Full textAbstract:
This paper aims to go deeper into how a firm executes digital transformation in marketing. The experiences discussed in this article will give insight from a business practice standpoint. The difficulties encountered and the solutions proposed will broaden knowledge and inspire additional research. This paper employs a qualitative technique, with one of Indonesia's significant telecommunications companies serving as the primary case study. Semi-structured interviews were used in this study, with 25 interviews conducted at the senior management level. As a result, this organization is developing digital transformation through digital and traditional marketing. A big challenge is focusing on existing consumers through conventional marketing while reaching out to additional customers through digital marketing. One of the aspects to consider while designing digital technology is the digital divide in some nations.
20
Zhang, Yujie. "Exploring the Nexus: IT Capabilities, Digital Transformation, and Innovation in Traditional Manufacturing." International Journal of Science and Business 39, no. 1 (2024): 22–45. http://dx.doi.org/10.58970/ijsb.2422.
Full textAbstract:
This research investigates the interplay between information technology capabilities, digital transformation strategies, and digital innovation performance in traditional manufacturing enterprises. Utilizing a multi-case exploratory research approach, incorporating dynamic capability theory and institutional theory, hypotheses were formulated and validated through empirical analysis of questionnaire survey data. Findings reveal that IT capabilities positively influence both digital product and process innovation performance. Additionally, digital transformation strategies mediate the relationship between IT capabilities and innovation performance. Organizational legitimacy moderates the impact of digital transformation strategies on innovation performance, while environmental dynamism influences the relationship between IT capabilities, transformation strategies, and innovation performance. The study underscores the importance of aligning internal resources with strategic needs to navigate digitalization successfully in traditional manufacturing contexts.
21
Lu, Jian, and Yeonggil Kim. "Reflections on Recruitment Mode Innovation in the Context of the Digital Era." East Asian Trade Association 5, no. 1 (June 30, 2023): 19–27. http://dx.doi.org/10.47510/jeat.2023.5.1.19.
Full textAbstract:
Purpose - Through the comparative analysis of digital recruitment mode and traditional recruitment mode, to explore how to use digital technology better to complement and improve the traditional recruitment mode, to improve the recruitment efficiency of enterprises, to match the required talents for enterprises more accurately, and to improve the competitiveness of enterprises in the market.
Design/Methodology/Approach - This paper mainly collects and reads literature through online resources, books, and other means to obtain information on enterprise recruitment digital transformation and other relevant research information, and through the study of the literature, learn the practical methods of recruitment digital transformation, and provide ideas and references for the countermeasures of enterprise recruitment digital transformation
Findings - In the context of the era of digitalization, the traditional recruitment model is no longer applicable. Digital recruitment is the inevitable trend of the times, and digital recruitment can help companies reduce recruitment costs, improve recruitment efficiency, and more efficient, accurate recruitment to the target talent.
Research Implications - The gradual rise of digital recruitment so that enterprises gradually realize that digital recruitment in talent recruitment has great advantages, but also to the traditional recruitment mode of supplementation and reform, this paper in the recruitment management work-related concepts, principles of the premise, combined with the actual development of recruitment management work, the actual development of recruitment management at the moment. Through the relevant data, specifically analyzing the digital transformation of recruitment compared with traditional recruitment in terms of time, efficiency, information, and other dimensions of the difference, and the impact of the transformation on the enterprise, the digital transformation of the recruitment of enterprises has a certain practical reference significance.
22
Weng, Minming. "Study on the digital transformation path of traditional media companies in the context of the Internet." Journal of Computational Methods in Sciences and Engineering 24, no. 2 (May 10, 2024): 757–68. http://dx.doi.org/10.3233/jcm-237092.
Full textAbstract:
In the background of the Internet, traditional media companies are facing very serious challenges. This paper firstly gave a brief introduction to the development of traditional media, pointed out the necessity of digital transformation of traditional media companies, and analyzed Phoenix Media using political, economic, social and technological (PEST) analysis and strength, weaknesses, opportunity, and threat (SWOT) analysis. Moreover, the current development of the company was analyzed, and its digital transformation path was elaborated. Finally, the existing problems of the company were pointed out, and some suggestions were given. This study provides a reference for traditional media companies to carry out digital transformation.
23
Číž, Josef, Michaela Krechovská, and Alena Palacká. "Procurement Transformation in Digital World." SHS Web of Conferences 115 (2021): 01002. http://dx.doi.org/10.1051/shsconf/202111501002.
Full textAbstract:
Technological development and progress in digitization permeate all areas of life, of course not excluding companies and their activities and individual business processes. In this paper, we focus on the area of corporate procurement as one of the key areas for fulfilling corporate goals and its transformation in the age of digitalization. The paper aims to identify the changing function of procurement and possible opportunities of digitalization for the development of procurement and its role in organization. As the results shown, procurement is a value-creating process that is changed by the digitalization. It is moving from a traditional focus on cost reduction to value creation through dynamic cooperation and building relationships with business partners. Procurement is beginning to play an increasingly strategic role in organizations. It becomes a partner to support business efficiency and the creation of new business models.
24
Soedjono, Soedjono. "Transformasi Digital Manajemen Pendidikan." Media Penelitian Pendidikan : Jurnal Penelitian dalam Bidang Pendidikan dan Pengajaran 16, no. 1 (June 26, 2022): 103–7. http://dx.doi.org/10.26877/mpp.v16i1.12148.
Full textAbstract:
Digital transformation in education can improve instructional learning, particularly in higher education, by combining traditional classroom-based approaches with current technology. In this study paper, we will look at how the digital transformation of school management will affect the education system, how it will benefit others, and how we might use digital studies to aid future generations.
25
AHAT, Kamil. "Geleneksel Ayakkabı Endüstrisi için Yeşil ve Dijital Dönüşüm Yetkinliklerinin Tespiti: Mesleki Yeterlik Kurumu (MYK) Meslek Tanımlarına Yönelik İçerik Analizi." International Journal of Social Sciences 8, no. 33 (April 18, 2024): 662–86. http://dx.doi.org/10.52096/usbd.8.33.41.
Full textAbstract:
In this research, it is aimed to develop traditional shoe industry job descriptions in accordance with green and digital transformation competencies. In this study, literature review and content analysis method was used based on qualitative analysis approach. Within the scope of the research, the competencies required for green and digital transformation are limited to the traditional shoe industry. In accordance with the stated purpose and limitation of the research, the literature was scanned and the contents of 20 green and digital transformation job descriptions developed by the Vocational Qualifications Authority (MYK) were subjected to content analysis through Maxqda 24 Pro software, which is a computer-aided qualitative data analysis program. Green and digital transformation, which are subjected to content analysis, will ensure the successful transformation of the traditional footwear industry through job descriptions; 4 themes consisting of "Circular Economy Competencies, Sustainability Competencies, Innovative Technology Competencies, Corporate Social Responsibilities Competencies" have emerged. These themes include "Waste Minimization Strategies, Reuse Recycling Practices, Hazardous Waste Management, Non-Hazardous Waste Management, Waste Mineral Oil Refining, Environmental Compliance Monitoring, Training Awareness Programs, Sustainable Supply Chain Management, Resource Efficiency and Circular Economy Principles, Digital Tracking Management Systems, Technological Innovations, Digital Transformation Strategies, Data Analysis and Decision Support Systems, Security Measures Applications, Risk Assessment and Management, Continuous Improvement and Quality Control, Professional Development and Training". In line with the findings, the green and digital transformation core competencies for the traditional shoe industry professions of cutter, meter and manufacturer were determined and the relevant MYK occupational definitions were redeveloped in accordance with the knowledge and skills that enable the development of these competencies. Keywords: Competencies, Shoemaking, Green Transformation, Digital Transformation, Sustainability Jel Codes: M100, M120
26
Thoha, Ahmad Faiz Khudlari, and Muh Syahril Sidik Ibrahim. "DIGITAL TRANSFORMATION OF MOSQUE DA’WAH: ORGANIZATIONAL LEARNING AND INNOVATION IN THE DIGITAL AGE." al-Balagh : Jurnal Dakwah dan Komunikasi 8, no. 2 (December 28, 2023): 307–42. http://dx.doi.org/10.22515/albalagh.v8i2.7634.
Full textAbstract:
Mosques play a crucial role in religious development, prompting several to enhance their management systems and religious activities through digital transformation. This study critically examines the digital transformation in da'wah at Masjid Al Irsyad, integrating organizational learning theory and contemporary digital innovation. Employing a case study methodology, the research identifies five key dimensions of transformation: the development of innovative online da'wah initiatives, strategic modifications in da'wah methodologies, increased participant engagement, comprehensive training in multimedia, and the establishment of sustainable financial frameworks. Theoretically, the study enriches our understanding of integrating traditional religious practices with modern technology. Practically, it highlights the strategic use of social media for broader da'wah dissemination, the creation of responsive educational programs, and the implementation of sustainable financial models. These insights are crucial for religious organizations aiming to harmonize traditional values with the digital age's demands.
27
Meskó, Bertalan, Zsófia Drobni, Éva Bényei, Bence Gergely, and Zsuzsanna Győrffy. "Digital health is a cultural transformation of traditional healthcare." mHealth 3 (September 2017): 38. http://dx.doi.org/10.21037/mhealth.2017.08.07.
Full text
28
Du, Shenglin. "Digital Transformation and Innovation Strategies for Traditional Retail Stores." Advances in Economics, Management and Political Sciences 18, no. 1 (September 13, 2023): 314–19. http://dx.doi.org/10.54254/2754-1169/18/20230090.
Full textAbstract:
Due to the global pandemic and world economy recession, the passenger flow of the retail industry is still relatively weak. Many countries have strengthened measures to prevent and control the epidemic, and then temporarily closed their stores. This reminds businesses that COVID-19 is still an ongoing challenge. This paper aims to identify the possible digital solutions for traditional offline retail stores to embrace digital innovation to become more smart and efficient. This research theme is to explore the feasibility of introducing a digitized business model into traditional retail stores using JD sports as the case. Business Model Canvas is used to identify the existing business model of JD retail shops, while Innovation Ambition Matrix is designed for making the innovation plan. The latest business model is presented with the help of the Customer Journey Map. By implementing the model, JD's traditional retail shop will reduce labour costs and increase operational efficiency, strengthening its competitive advantages.
29
Lu, Liang-Yu, Chi-Erh Chang, Chun-Liang Tung, Chien-Yu Lu, Te-Jen Su, and Lian-Wang Lee. "Application of Digital Visualization in Traditional Manufacturing Transformation." Sensors and Materials 35, no. 6 (June 30, 2023): 2139. http://dx.doi.org/10.18494/sam4372.
Full text
30
Nanigopal Debnath, Sentienla. "Leveraging Traditional Knowledge and Digital Transformation for Youth Empowerment." International Journal of Science and Research (IJSR) 13, no. 2 (February 5, 2024): 533–37. http://dx.doi.org/10.21275/sr24205111200.
Full text
31
Zhang, LiuYang, PingQian Qiu, and Peng Cao. "Does digital transformation enhance the core competitiveness?—Quasi-natural experimental evidence from Chinese traditional manufacturing." PLOS ONE 18, no. 11 (November 30, 2023): e0289278. http://dx.doi.org/10.1371/journal.pone.0289278.
Full textAbstract:
In the era of the digital economy, building an internationally competitive manufacturing industry with intelligent manufacturing as its main focus is the only way to promote the transformation of a country into a manufacturing power and achieve high-quality economic development. To explore whether Digital transformation can improve the core competitiveness of traditional manufacturing enterprises, and what factors affect this process, this study establishes the core competitiveness system of enterprises through the principal component analysis(PCA) method and discusses the above issues through the construction of a double difference model. The results of this research from China’s traditional manufacturing industry are as follows. (i) The digital transformation of enterprises has significantly improved their core competitiveness and has a certain time lag effect. (ii) In the process of enterprise digital transformation, enterprise management capabilities, environmental uncertainty, and enterprise operational efficiency will positively enhance the results of enterprise digital transformation. (iii) The enhancement of core competitiveness caused by digital transformation is more significant for the market leaders and laggards. (iv) Compared with non-state-owned enterprises, the Digital Transformationn of state-owned enterprises has a more obvious effect on promoting their core competitiveness. (v) In comparison with enterprises with low government subsidies, the Digital Transformation of enterprises with high government subsidies plays a more significant role in promoting their core competitiveness. In addition, this study proposes policy guidance and practical guidance for digital transformation to accelerate the promotion of core competitiveness of traditional manufacturing industry.
32
Qian, Chenyi. "The Synergistic Power of Fintech and Digital Transformation." Highlights in Business, Economics and Management 15 (June 28, 2023): 169–74. http://dx.doi.org/10.54097/hbem.v15i.9336.
Full textAbstract:
Through the process of transforming from traditional methods to digitalization, the financial industry has proved that digital transformation has improved the efficiency of the financial industry. The development and needs of the times have promoted the innovative development of the financial industry, leading to the emergence of financial technology. Fintech has optimized some of the disadvantages of traditional finance, making it a technology that modern humans rely on, leading to changes in the financial industry. This paper analyzes aspects of digitalization such as online payments, P2P lending markets, artificial intelligence advisors, and blockchain. For the different parts, the differences between them and the traditional methods are discussed. Whether these technologies are mature or stable, their impact on the financial industry and some regulatory problems are analyzed. Future directions of this industry are summarized by exploring more different strengths, weaknesses, and implications for the financial industry from these sections.
33
Hidayat, Rahmat, Melisa Rezi, Muh Akhyar Kadir, and Nur Shofa Ulfiyati. "Digital Transformation for Effective Arabic Learning." Journal of Multidisciplinary Sustainability Asean 1, no. 1 (June 7, 2024): 43–57. http://dx.doi.org/10.70177/ijmsa.v1i1.990.
Full textAbstract:
Background. Arabic language learning faces challenges in engaging students due to the traditional methods employed. With the advent of digital transformation, there is potential to enhance this learning experience. This study explores the integration of digital tools, specifically the Canva application, into Arabic language education to increase student interest and engagement. Purpose. The primary aim of this research is to evaluate the effectiveness of using the Canva application as a digital tool to enhance students' interest in learning Arabic. Method. This study employs a qualitative research methodology. Data was gathered through descriptive analysis, focusing on the experiences and outcomes of using Canva in Arabic language learning. The research involved direct observations and interviews with Arabic language teachers and students to gather relevant insights. Results. The findings indicate that the use of Canva significantly enhances the learning experience. Students showed increased interest and engagement in Arabic lessons when digital media, like Canva, was used. Teachers reported that Canva's interactive and visually appealing templates made lessons more enjoyable and easier to understand for students. The application facilitated better retention of vocabulary and concepts through creative visual aids. Conclusion. Integrating digital tools like Canva into Arabic language learning can substantially improve student engagement and interest. The positive response from both students and educators suggests that such tools are effective in modernizing traditional learning methods. This study underscores the importance of digital transformation in educational practices and encourages the adoption of innovative teaching aids to enhance learning outcomes.
34
Wang, Le. "Fintech: Digital Transformation in Finance." Advances in Economics, Management and Political Sciences 40, no. 1 (November 10, 2023): 22–27. http://dx.doi.org/10.54254/2754-1169/40/20231983.
Full textAbstract:
This paper provides an overview of the rapidly expanding fintech sector and its impact on traditional financial services. Fintech has emerged as a customer-centric business model in response to the shortcomings of conventional financial services during the financial crisis and COVID-19. The fintech industry has created prospects in a variety of areas, including blockchain (specifically cryptocurrencies), robo-advisors, online payment services, and peer-to-peer lending platforms. However, the quick expansion of fintech also comes with risks, and investment decisions must be made carefully, considering project duration and volatility. Risk management is crucial to preserving financial stability, and legal oversight is necessary. Machine learning and deep learning techniques can be employed to recognize and mitigate these risks. Banking institutions must take precautions to protect customer data and manage unforeseen operations. The fintech sector has the potential to transform the financial industry while maintaining long-term financial health through a balance of innovation, regulatory monitoring, and financial stability.
35
Liang, Xuanhao. "Fintech and Digital Transformation of the Financial Industry." Highlights in Business, Economics and Management 30 (April 10, 2024): 12–16. http://dx.doi.org/10.54097/cmnbc241.
Full textAbstract:
With the rapid development of science and technology, various financial products and applications were changing the operation mode of the industry soundlessly. These technologies, such as blockchain technology and cryptocurrency, are generally known as fintech. Their emergence has already greatly influenced people's traditional views on the functions and transactions of money. Meanwhile, the gradual maturity and application of artificial intelligence have also changed how data is integrated and consulting business in the stereotype of the investment industry. These cutting-edge technologies were invented to improve efficiency and provide people with fresh ideas for the traditional financial industry. Although these advanced technologies brought revolutionary progress, they also had certain risks and limitations, and surveillance and thorough laws and legislation were required. This paper aims to overview the change and impact of fintech on the business mode of the traditional financial industry, mainly focusing on Robo-Advice/Artificial intelligence, Blockchain, online payment, and P2P financing.
36
BABU, SNEHA. "Navigating the Digital Frontier: Assessing the Impact of Digital Transformation on Traditional Banking Institutions." INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT 08, no. 04 (May 1, 2024): 1–5. http://dx.doi.org/10.55041/ijsrem32652.
Full textAbstract:
The digital revolution has reshaped industries, economies, and societies worldwide, ushering in an era of unprecedented transformation. At the forefront of this paradigm shift is the banking industry, a cornerstone of the global economy that has been profoundly impacted by the proliferation of digital technologies. Traditional banking institutions, with their legacy systems and brick-and-mortar branches, are grappling with the imperative to embrace digital transformation to remain competitive and relevant in today's digital age. This introduction sets the stage for examining the impact of digitalization on traditional banks, exploring the drivers, challenges, and opportunities inherent in navigating the digital frontier.
37
Kumar, Dr Rima Manish, and Dr Rita Sangtani. "Digital Innovation and Transformation." Journal of Artificial Intelligence, Machine Learning and Neural Network, no. 31 (January 11, 2023): 25–38. http://dx.doi.org/10.55529/jaimlnn.31.25.38.
Full textAbstract:
Digitalization is the process for change in business strategies to provide and to fulfill better outcomes with the help of advanced digital technologies. Digital transformation is to create a new or improve the existing business to meet the goal of customers. This digital innovation has affected each area of business for example from healthcare or stock marketing. Due to easy accessibility and 24 X 7 availability, it is more accepted and popular among all sectors. Classical example for digital innovation in healthcare sector is wearable healthcare devices. Patients are more aware of their own readings and want it to record it for their own safety. Earlier the patient is used to visit at clinic and get it checked once a year or whenever something went wrong. But because of the easy technology access, it’s easy to get information on online. And because of this patient becoming more aware and health cautious too. Latest example is pandemic covid19. Before this device pulse oximeter was not known in publicly, but now every home has one pulse oximeter. Other fields are banks, stock marketing, industries. Banks are now adopted systems such as OTP (One Time Password), blockchain, UPI (Unified Payment Interface), because of which all transactions are easy, hassle free, and more quick, transparent as compared to traditional methods of visiting banks and doing all paperwork. So, this is digital innovation, and this is transforming the world towards new era. Artificial Intelligence is also now a days helping many sectors like health care systems. Like wise artificial intelligence early diagnosis is possible and bad prognosis is prevented. Now this artificial intelligence is also one of the examples of digital innovation and transformation of world towards the betterment. Revolutionary changes are happening due to innovations of various technologies. All these technologies are helping to improve business or industry or organization in every aspect.
38
Budagov, Arthur S., and Natalya N. Trofimova. "ANALYSIS OF THE IMPACT OF ENTERPRISE DIGITAL TRANSFORMATION MECHANISMS ON BUSINESS COMPETITIVENESS." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 6/3, no. 138 (2023): 13–19. http://dx.doi.org/10.36871/ek.up.p.r.2023.06.03.002.
Full textAbstract:
This article examines the impact of enterprise digital transformation on enterprise competitiveness, as well as the effectiveness of innovation and production systems. The study of the relationship between digital transformation and the efficiency of enterprises, as well as their competitiveness, is based on the current situation with the digital transformation of industrial enterprises. Analyzes the mechanism of digital technologies that stimulate the digital transformation of traditional enterprises, explores the mechanisms of the impact of digital transformation on business processes and business competitiveness.
39
Xi, Mengyue, and Chenzhi Zhao. "Digital Transformation for Traditional Automakers: Comparative of General Motors and Volkswagen." Advances in Economics, Management and Political Sciences 33, no. 1 (November 10, 2023): 171–81. http://dx.doi.org/10.54254/2754-1169/33/20231652.
Full textAbstract:
This paper analyses the impact of various political, resource, economic, social, technological, competitive, organizational, and market aspects on the digital transformation of traditional automotive manufacturing companies. It also examines the marketing strategies General Motors (GM) and Volkswagen used in their digital transformation. GM has increased its online presence and customer satisfaction through social media, mobile applications, email marketing, search engine marketing, and after-sales service while enhancing brand awareness and loyalty. Volkswagen has increased brand awareness and customer loyalty by building an electric vehicle charging infrastructure, marketing on social media platforms, and mobile app services. These digital marketing strategies have positively influenced traditional automotive manufacturers' digital transformation.
40
Wang, Yixi. "The Impact of Digital Transformation in the Sports Industry." Advances in Economics, Management and Political Sciences 77, no. 1 (April 18, 2024): 1–6. http://dx.doi.org/10.54254/2754-1169/77/20241821.
Full textAbstract:
This paper explores the impact of digital transformation on the sports industry. It begins with an analysis of the current state of the traditional sports industry and then advance to its foundational role in the development and adaptation of technological innovations to modern sports. This article discusses how three different sports organizations have successfully engaged in digital technology integration and digital transformation, citing the cases of Liverpool Football Club, ESPN, and the NBA as three outstanding sports organizations, including changes that have occurred in operating models, revenue streams, and fan interactions. The study also covers the barriers and difficulties faced by sports organizations in digital transformation as well as the strategies and methods needed to cope with it, such as adapting to traditional models, investing in technology, and changing the culture of the company. In addition, this paper focuses on the long-term impact of digital transformation in the sports industry, which has changed the traditional business models and revenue streams of the sports industry, increasing the user experience, but also preserving the spirit and values of traditional sports. This paper expresses deep insights into the modern development of digital transformation and the integration of tradition, and looks forward to the future development path of the sports industry.
41
Vărzaru, Anca Antoaneta. "Assessing Digital Transformation of Cost Accounting Tools in Healthcare." International Journal of Environmental Research and Public Health 19, no. 23 (November 23, 2022): 15572. http://dx.doi.org/10.3390/ijerph192315572.
Full textAbstract:
The expansion of digital technologies has significantly changed most economic activities and professions. Digital technologies penetrated managerial accounting and have a vast potential to transform this profession. Implementing emerging digital technologies, such as artificial intelligence, blockchain, the Internet of Things, big data, and cloud computing, can trigger a crucial leap forward, leading to a paradigm-shifting in healthcare organizations’ accounting management. The paper’s main objective is to investigate the perception of Romanian accountants on implementing digital technologies in healthcare organizations’ accounting management. The paper implies a study based on a questionnaire among Romanian accountants who use various digital technologies implemented in traditional and innovative cost accounting tools. Based on structural equation modeling, the results emphasize the prevalence of innovative tools over traditional cost accounting tools improved through digital transformation, digital technologies assuming the most complex and time-consuming tasks. Moreover, the influence of cost accounting tools improved through digital transformation on healthcare organizations’ performance is much more robust in the case of innovative tools than in the case of traditional cost accounting tools. The proposed model provides managers in healthcare organizations with information on the most effective methods in the context of digital transformation.
42
Malieva, T. S. "Digital Transformation of Education and Trends of Digital Educational Environment Development." Education and Science without Limits Fundamental and Applied Researches, no. 18 (2023): 66–71. http://dx.doi.org/10.36683/2500-249x/2023-18/66-71.
Full textAbstract:
Digital technologies changed education raising questions concerning the process of its digital transformation and development of digital educational environment. Due to digi-talization, educational environment goes beyond traditional learning introducing a new format that ensures this process transparency. However, not all educational institutions can easily go digital due to the barriers that need to be eliminated to create effective digital edu-cational environment.
43
Bi, Yan Chao, Xiao Xian Yao, and Xiao Dong Song. "Digital Discrete Method for Oversampling." Applied Mechanics and Materials 389 (August 2013): 901–7. http://dx.doi.org/10.4028/www.scientific.net/amm.389.901.
Full textAbstract:
Traditional discrete method, converting order continuous system to order difference equation, describes system using the information of sampling points. But the system response in the time of will not be sufficient to describe the system when sampling period is much larger than the bandwidth of the system. By analyzing differential discrete method, our design gives an improvement to take out of the influence of the system bandwidth. In this method, order continuous system is transformed into order difference equation and the information of sampling points can be used to describe the system. It is proved that modified difference transformation is better in interference rejection than traditional difference transformation by comparing the simulation between the two transformations. The hardware implementation using TI's TMS320F2808 shows that modified difference transformation has a deviation close to round-off error based on simulation with a linear increase of operating time.
44
Liu, Qifeng, and Lei Guo. "Transformation and development strategy of digital publishing marketing based on big data and fuzzy control algorithm." Journal of Computational Methods in Sciences and Engineering 24, no. 1 (March 14, 2024): 489–99. http://dx.doi.org/10.3233/jcm-237023.
Full textAbstract:
Digital publishing is the process of informatizing the content of traditional publishing. It not only involves the processing of information, but also includes the whole process of digital publishing enterprise management and operation. Compared with traditional publishing, digital publishing has a wider distribution channel with the advantages of more diverse forms and marketing aspects, the transition from traditional digital publishing to digital publishing has become an inevitable trend. But there are still many problems in digital publishing in our country. Including the transformation of digital copyright awareness and maintenance of digital copyright, the source and maintenance of digital publishing technology, and the scarcity of compound talent resources. In order to solve these problems, we must combine the digital publishing industry with modern information technology. This paper builds a digital market preference prediction model based on big data and fuzzy control algorithms. By analyzing and predicting each consumer’s usage information, the digital consumer market preference is obtained. This research uses big data and fuzzy control algorithms to build a consumer market preference estimation model for digital publishing transformation. Through the observation of the consumer market, it can promote digital companies to make effective decisions and conduct reasonable organizational analysis, which can further improve The development process of digital publishing transformation promotes the overall development of the enterprise. Through verification, this model has high accuracy and reliability, can support the operation of actual enterprises, and plays an important role in the development of enterprises. Finally, based on the content of the article research, we put forward the following suggestions for the transformation and development of digital enterprises (1) conduct market analysis through big data and fuzzy control technology, and clarify market positioning (2) promote traditional publishing and digital publishing through big data and fuzzy control technology Integrated Development of Publishing (3) Cultivate Excellent Composite Talents for Digital Publishing Transformation.
45
Shanti, Riris, Hermanto Siregar, Nimmi Zulbainarni, and Tony. "Role of Digital Transformation on Digital Business Model Banks." Sustainability 15, no. 23 (November 24, 2023): 16293. http://dx.doi.org/10.3390/su152316293.
Full textAbstract:
Digital technology has been raising the competition between banks and other financial service providers, and encourages banks to undergo digital transformation and introduce innovation in their products and services. However, the high investment required cannot be ignored when undergoing the digital transformation. A few research studies have examined the digital transformation effects on bank’s financial performance. This research aims to examine the digital transformation’s effect on bank profitability, specifically on banks with digital business models. Using digital banks’ profitability as the object is the novelty of this study, whereas previous research on bank profitability focused solely on traditional banks. This research utilizes the Panel of Autoregressive Distributed Lag (ARDL) and the panel data from 2016 to February 2023 of the digital business model bank population in Indonesia, which consists of seven banks. The result of the analysis indicates the U-shape relationship between digital transformation and bank profitability, as the digital transformation significantly supports the bank’s profitability in the long run, while it causes profitability deterioration in the short run due to the huge IT investment. This study recommends that banks need to consider the cost of IT investment as well as the required time and optimum strategy in undergoing the digital transformation and achieving targeted profitability.
46
DASHCHENKO, N. M. "DIGITAL TRANSFORMATION OF ECONOMIC PROCESSES." Economic innovations 25, no. 4(89) (December 20, 2023): 20–26. http://dx.doi.org/10.31520/ei.2023.25.4(89).20-26.
Full textAbstract:
Topicality. Digital transformation is shaping a new reality. It develops at a very fast pace due to innovations. Technologies and innovations change their orientation under the influence of the external environment and turn from technological innovations into innovations in the field of economic processes and implementation of business models.Aim and tasks. The purpose of this scientific article is to study the further transformation of economic processes and business models in Ukraine and the world. The tasks of this study are: to determine the spheres of influence of digital transformation; to consider the creation of various types of values: to investigate modern technologies of economic development; analyze positive changes from the digital transformation of economic processes.Materials and Methods. Comparative analysis, system analysis, theoretical generalization of scientific research, content analysis, structural and logical analysis, grouping, modeling. Also, scientific research is developed on the basis of data from the State Statistics Service, scientific publications.Research results. The article defines the spheres of influence of digital transformation: the economic structure under the influence of digital technologies (changes in: traditional markets, state administration, social relations); sources of added value and structure of the economy (formation of effective economic processes thanks to digital infrastructure); functions of the economic development mechanism to institutions that function on digital models and at different levels (markets, types of economic activity, industries, spheres of activity); technological level of development (advanced technologies, digital platforms); the market environment (business models) as a single environment that optimizes the development of economic and technological levels and strengthens their interaction (normative regulation, information infrastructure and security, human resources). The creation of different types of values is considered: cost savings, the value of gaining experience, the value of the participation of subjects. Modern technologies of economic development are studied: artificial intelligence, cloud computing, mathematical modeling, blockchain, cyber-physical systems, robotics, 3-D technologies, additive technologies, identification technologies, "Internet of Things". Positive changes from the digital transformation of economic processes are analyzed.Conclusions. In the modern world, a new paradigm of further development is being formed, and it consists, first of all, in the digital transformation of economic processes and business models. In the course of these processes, business conditions, business processes and markets are changing, transaction times and transaction costs are reduced thanks to digital platforms.Digital businesses are capturing markets and creating competitive conditions to drive down prices. Users of the platforms quickly make the transition to a more attractive price offer. At this time, the cost of transactions is reduced, which affects the demand for goods/services and leads to an increase in the share of digital markets. Business models that functioned effectively before are gradually being replaced by platform ones. Traditional operations in industries, sectors, and markets are turning into platform ones.
47
Zhang, Shukai. "The Impact of the Digital Economy on the Manufacturing Industry." Frontiers in Business, Economics and Management 12, no. 3 (January 16, 2024): 19–23. http://dx.doi.org/10.54097/u13lbfpx.
Full textAbstract:
As an emerging industry, the digital economy has had an increasingly significant impact on the three major industries. Starting with the influence of digital economy on the secondary industry, this paper analyzes the influence of digital economy on the transformation of traditional industries and the power of digital economy on emerging industries. Digital economy is of great significance to the transformation of traditional industries. Through the application of digital technology, traditional industries can realize the upgrading of production, operation and management. Second, the digital economy can help emerging industries. The development of the digital economy is closely related to the development of emerging industries. The application of digital technology has enabled emerging industries to grow rapidly, while also laying a solid foundation for their future development.
48
Akopyan, A. R., A. M. Arakelyan, Y. V. Vorontsova, and V. V. Krysov. "Problems of digital transformation of film distribution." E-Management 4, no. 1 (April 30, 2021): 4–12. http://dx.doi.org/10.26425/2658-3445-2021-4-1-4-12.
Full textAbstract:
The article provides a brief overview of the emergence of the legal market of online cinemas in Russia. The paper reveals that the Governments of many countries have a national policy that is aimed at maintaining internal programming on traditional video platforms. Such policies range from licensing, which requires serving the “public interest” and defines rules for the distribution of certain types of content produced domestically, to requiring content distributors to contribute to the financing of the production of domestic content. The authors investigate that during the implementation of these rules, the Russian government decided on the allocation of limited resources. There was also regulation on whether platforms can solely decide what content to offer their users, or whether viewers should also participate directly. The study concludes that the transition from traditional platforms to online distribution can reduce the effectiveness of existing regulatory regimes and deprive traditional platforms of audience and revenue.The world and Russian experiences of using the Internet prove that today modern information and telecommunications technologies can contain real threats to the violation of fundamental rights and freedoms of citizens, as well as to question the security of society and the state. The only exceptions are progressive or innovative areas related to the provision of new services and the expansion of opportunities for socio-economic development.As a result of the study, the paper identified four problems of Russian film distribution on digital platforms. The authors chose piracy as the first problem of online cinemas. Pirate sites not only illegally copy content from online movie theaters, but they also create copies of their own services to transfer their servers to another platform in case of blocking. The second problem was highlighted by the requirement for foreign owners. The third problem was highlighted by the high cost of online movie theater subscriptions. The authors consider the fourth problem the lack of financial support from the state.
49
Liu, Shanshan, and Nur Qasdina Jeeta Binti Abdullah. "Digital Transformation in Chinese Theatre Opportunities and Risks." Studies in Art and Architecture 2, no. 3 (September 2023): 52–56. http://dx.doi.org/10.56397/saa.2023.09.06.
Full textAbstract:
With the advent of the digital age, the business environment of traditional opera has been greatly impacted and affected, especially after the rise of the short video platform, the aesthetic purport of the public has changed from the past. During this process, traditional opera repertoires cannot compete with mass-produced short video works, and are out of touch with the fast-paced life frequency of modern society. Except for some elderly audience groups, it has been difficult for opera art to reach young and middle-aged groups. In order to further expand the audience, inherit opera culture, and enhance the artistic vitality of opera, it has become an irreversible trend to use new media digital technology.
50
Wei, Li, Qiu Xiaoxing, and Hu Xinyu. "Research on the Path of Low Carbon Transformation of Traditional Retail Enterprises Empowered by Digital Technology." American Journal of Environmental Protection 13, no. 4 (August 20, 2024): 84–92. http://dx.doi.org/10.11648/j.ajep.20241304.11.
Full textAbstract:
The retail industry is an integral part of the service sector. In the context of the booming development of the service industry and digital technology, this paper explores the low-carbon transformation path for traditional retail enterprises empowered by digital technology. Initially, a literature review reveals that as the overall scale of the service industry continues to expand, its negative impact on the environment is also intensifying. Reducing energy consumption and carbon emissions has become a rigid constraint faced by the service industry; Meanwhile, digital technology is becoming an important means to empower traditional service enterprises in their low-carbon transformation. Subsequently, through case study analysis, it is pointed out that digital technology can empower the low-carbon transformation of traditional retail enterprises from three aspects: reducing energy consumption, decreasing emissions, and saving resources. Finally, in response to the existing obstacles in implementing low-carbon transitions such as insufficient motivation for transition, constraints on investment costs in low-carbon technologies, and difficulties in managing energy and carbon emissions, practical paths for digital technology to empower the low-carbon transformation of traditional retail enterprises are proposed. These include enhancing the motivation for enterprise low-carbon transition, overcoming constraints on capital and talent, and improving technical support capabilities for the transformation.