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Pospíšil, Jiří, and Hana Vomáčková. "Business Combinations of Czech Companies: Empirical Analysis of Their Typology." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 66, no. 1 (2018): 313–23. http://dx.doi.org/10.11118/actaun201866010313.
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This paper is a descriptive study which analyses company transformations - a subset of M&A - which took place in the Czech Republic in 2013. Based on the statistical sample containing detail data of 115 transformations, we analysed important aspects of company transformations (M&A) such as ownership structure of the participating companies, deployment of the effective date, acquisition date, balance-sheet date, date of registration and transformation project date, utilization of available forms of company transformations, utilization of financial statements for transformation purposes and incidence of fair-value revaluation. The results of the research shows, that majority of company transformations are in fact corporate holdings reorganisations rather than business combinations as defined by IFRS 3 and it also suggests that the rules for accounting for these transactions are in fact misused for distribution of earnings (even unrealized earnings) through the corporate holdings. We have also identified cases of severe distortion of faithful representation of successor’s company financial position, most often as a result of retrospective company transformations, where the effective day of the merger was put before the date of acquisition of the majority on target’s equity.
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Golubetskaya, N. P., and A. V. Kurlov. "Criteria for Evaluating the Effectiveness of Innovative Transformation of Business Structures." Economics and Management 26, no. 10 (December 26, 2020): 1128–35. http://dx.doi.org/10.35854/1998-1627-2020-10-1128-1135.
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The presented study comprehensively analyzes criteria for evaluating the effectiveness of innovative transformation of business structures, which involves step-by-step strategy development, its implementation, relevant management decisions, and controlling functions.Aim. By analyzing the features of transformation of business structures in modern geo-economic conditions, the study aims to propose conceptual approaches to the formation of criteria for evaluating the results of innovative transformations at all levels of socio-economic system management.Tasks. In accordance with the aim of the study, the authors propose approaches to classifying the innovative transformations performed by companies depending on market conditions; formulate a conceptual model of innovative transformations of business structures in accordance with the strategic goal of modernizing technological processes and services; examine methods for optimizing the stages of converting research and development into finished products based on digital technologies with allowance for the evaluation of the results of innovative transformations of companies.Methods. This study uses general scientific methods of cognition to examine specific features of innovative transformation of business structures and formulate conceptual approaches to evaluating the effectiveness of innovative processes in companies using mathematical modeling and digital technologies for building and analyzing algorithms for optimizing management decisions aimed at implementing innovative transformation at all levels of management with allowance for geopolitical risks and changes in the external environment.Results. A comprehensive analysis of theoretical and practical research allowed the authors to examine priority directions of innovative transformation of business structures at all stages – from a scientific idea, fundamental and applied research to the finished product or service, with allowance for financial and geopolitical risks. Innovative transformation of business structures is influenced by the introduction of digital technologies that make it possible to optimize business processes, reducing operating costs and enhancing the competitive advantages of business entities.Conclusions. In modern conditions, innovative transformation of companies is based on corporate information and communication systems that make it possible to optimize management decisions aimed at implementing a sustainable development strategy, upgrading, monitoring, planning, forecasting technological processes of regional economic entities. Innovative transformation of business structures largely depends on approaches to evaluating the effectiveness of developed and implemented management decisions and mathematical modeling scenarios with allowance for changes in the external environment and geopolitical risks. The digital economy has created the prerequisites for administrative and managerial transformation of companies through innovative processes.
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Syaglova, Yu V., and T. P. Maslevich. "Transformation of Manager Competences in Conditions of Digital Economy." Vestnik of the Plekhanov Russian University of Economics 18, no. 2 (April 9, 2021): 142–51. http://dx.doi.org/10.21686/2413-2829-2021-2-142-151.
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Today digital economic environment penetrates deeply in different spheres and industries of economy. Now doubt that digital transformations deal not only with outer environment of company functioning but also with their internal business-processes. The outer elements of digital transformation include such business-spaces, which in their essence were born as global, i. e. they are not connected with geographical location or specific segment of buying audience. We mean the development of the so-called digital platforms – ecosystems of digital business, where participants of different profiles or lines of commercial activity can be present, such as logistics, production, finance, marketing, sales, etc. Due to active emergence of outer aspects of digital transformation internal businessprocesses in such digital spaces are also subjected to transformations. These transformations in some cases are inevitable because of rising competition among companies inside one industry on the level of product range being sold and among related industries on the level of services that determine the company value for customers. In the digital business environment classical process approach undergoes serious changes due to transformation of business-models of business running, altered information opportunities, emergence of new digital competences of experts and technological breakthrough. The goal of the research is to develop a competence model of manager for decision-making in conditions of digital environment with regard to factors influencing the process of decisionmaking and advanced methodologies of management, such as Agile. The article shows conditions of digital transformation penetration in the business environment of present day companies, identifies factors of digital transformation impact on decision-making in management within the frames of the process approach, substantiates opportunities and threats of business-process digitalization in managerial decision-making and demonstrates new competences necessary for efficient functioning of business-processes. The authors put forward a complex model of decision-making in digital business environment, which gives an opportunity for companies to make the most effective managerial decisions.
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Savytska, O., and V. Salabai. "DIGITAL TRANSFORMATIONS IN THE CONDITIONS OF INDUSTRY 4.0 DEVELOPMENT." Financial and credit activity: problems of theory and practice 3, no. 38 (June 30, 2021): 420–26. http://dx.doi.org/10.18371/fcaptp.v3i38.237472.
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Abstract. The article considers and analyzes the importance and main scientific approaches to determining the essence of digital transformation in the conditions of Industry 4.0 development. The opinions of domestic and foreign scientists on the definition of the essence of this concept are presented and it is determined that digitalization has an important role in the activities of modern enterprises. The definition of «digitalization» is proposed, that means the process of transition to digital business, which is the use of digital technologies to change business processes in the company and provide new opportunities for additional income and development prospects of business entities. It is determined that digitalization is a very popular and necessary process of transition to new business models in the activities of companies. The essence of the category «Industry 4.0» is considered and the main technologies and tools that contribute to the gradual transition to digitalization are presented. It is noted that Industry 4.0 is part and a leading trend of the Fourth Industrial Revolution. It is investigated that the transition to Industry 4.0 using digital tools is quite a trend, as these key technologies such as IoT, Big Data, cloud services, artificial intelligence today play a key role in the process of digitalization of companies. The main recommendations for adapting the business to digital transformations are given. The key directions of the development of digital technologies of Industry 4.0 are considered and presented. The industries that need digital transformation and those areas of business that are actively implementing digital products in their activities are identified. It was also found that the use of digitalization processes allows companies to optimize existing business models, gain new opportunities for business development, expand the scope of activities, and have tools to increase their efficiency and competitiveness.
Keywords: digital transformation, digitalization, digital technologies, Industry 4.0.
JEL Classification O39, O33
Formulas: 0; tabl.: 1; fig.: 2; bibl.: 16.
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Pînzaru, Florina, Alexandra Zbuchea, and Alexandra Viţelar. "Digital transformation trends reshaping companies." Proceedings of the International Conference on Business Excellence 13, no. 1 (May 1, 2019): 635–46. http://dx.doi.org/10.2478/picbe-2019-0056.
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Abstract Nowadays, the ubiquity of the digital technology and the transformation it brings both within the societies and economies around the globe has become a well-accepted fact. For business is no longer a matter of whether or not to incorporate technology in their daily activity, but a matter how to change their way of approaching, and doing when adapting to digital. The digital transformation has enabled the emergence of new business models, as well as many other changes when it comes to satisfying the customer’s needs and expectations, by creating opportunities for value and sustainability. The present paper highlights all these aspects, emphasizing on how businesses can think about the digital transformation to achieve the highest benefits and create competitive advantage.
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Popovs, Aleksandrs, and Zane Drinke. "READINESS FOR DIGITAL TRANSFORMATION – THE OUTLOOK OF TOP BALTIC COMPANIES." Acta Prosperitatis 12 (2021): 119–36. http://dx.doi.org/10.37804/1691-6077-2021-12-119-136.
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The aim of this study was to explore and assess the point of view on digital transformations of companies who are currently in the transformation program and running digital transformation projects. The study collects data from diverse top companies across Baltics region across various industries. Within the study the descriptive researchmethod isin use. The statistical population of this study is an extended list of companies from the Coface study for Baltic top 50 ranking for 2019. The sampling for the study was based on purpose selective approach which includes 11 companies from the statistical population. The data collection was carried out by an online questionnaire and afterwards through interviews with the respondents to validate the data provided. The results of the research is the outlook created which includes a number of aspectsto be considered for future research: (1) Currently, the competence level of transformation processes in flagship companies and respectively in rest of the companies in the market needs to be improved; (2) Business demand for knowledgeable digitaltransformation experts with comprehensive modern business processes management knowledge is relatively higher rather one with pure technical expertise in cutting cutting edge technologies; (3) To boost digital transformation toward the operational concept of Intelligent Enterprise, support and guidance from the global digital transformation advisory partners is highly recommended.
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Agafonova, Margarita, Lyudmila Shevchenko, Oleg Shalnev, and Andrey Chugunov. "Creating a competitive strategy for a digital financial institution." E3S Web of Conferences 244 (2021): 10007. http://dx.doi.org/10.1051/e3sconf/202124410007.
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The paper reveals the essence of digital changes and digital transformation. It was possible to determine the essence of strategic approaches to business transformation in the turbulent conditions of digital transformations and outline ways to build strategies for digital transformations. The paper analyzed the factors influencing the implementation of digital transformation strategies of the financial sector. Based on the capabilities of the external environment, a brief analysis of new opportunities for digital transformation in the field of financial services was carried out. An attempt was made to develop approaches to creating strategic digital transformations of financial companies, as well as develop a competitive strategy for the consistent development of a specific financial organization based on strategic digital changes in the digital transformation environment of the industry.
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de Winne, Niels, Marijn Janssen, Nitesh Bharosa, Remco van Wijk, and Joris Hulstijn. "Transforming Public-Private Networks An XBRL-Based Infrastructure for Transforming Business-to-Government Information Exchange." International Journal of Electronic Government Research 7, no. 4 (October 2011): 35–45. http://dx.doi.org/10.4018/jegr.2011100103.
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Companies are required by law to report all kinds of information to various public agencies. Since most public agencies are autonomous and define their information demands independent of each other, companies have to report information to various agencies in different ways. Accordingly, governments are initiating programs that aim to transform business-to government information exchange to reduce the administrative burden for companies and improve the accountability at the same time. Yet little research is available on the type of transformations needed and the role of the infrastructure. Drawing on a case study, this paper investigates the interplay between technical infrastructure and transformation. In this case study an information brokerage infrastructure based on the Extensible Business Reporting Language (XBRL) was developed providing a one stop shop for companies and public agencies. The case study shows that the infrastructure should be flexible enough to accommodate changes over time but stable enough to attract a large user-base. The increase in efficiency and effectiveness of information exchange processes requires extensive transformation from both public and private parties.
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Ali Shah, Shahban, Philipp Url, Wolfgang Vorraber, Thomas Janics, and Matthias Katschnig. "Transformation towards Sustainable Business Models in Production." Tehnički glasnik 14, no. 2 (June 11, 2020): 224–31. http://dx.doi.org/10.31803/tg-20200525204041.
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A global transformation from Industry 4.0 towards Industry 5.0 will soon take place. Such transformations are intrinsic to human and sustainable value creation. An increasing number of companies, recognising this imminent trend, will need to transform their current classical, solely profit-oriented business models into sustainable business models that also target human, social, and environmental aspects. Various frameworks already exist that support the design of sustainable business models. Practical applications of these frameworks and research on the transformation process in the production domain, which places a special focus on small and medium enterprises, is still scarce. This paper presents the first results from a sustainable business model transformation project on a European SME, which produces 3D printers. The research method applies a single case study design. The study was based on publicly available information and qualitative data, obtained through interviews and workshops carried out on an executive management level.
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Pine II, B. Joseph, and James Gilmore. "Integrating experiences into your business model: five approaches." Strategy & Leadership 44, no. 1 (January 18, 2016): 3–10. http://dx.doi.org/10.1108/sl-11-2015-0080.
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Purpose – In little more than a decade, experience thinking has influenced the development of new business models in a wide variety of enterprises. Design/methodology/approach – The authors describe best practices for five approaches Five approaches are noteworthy: Experiential marketing (EM or XM). Digital experiences using the Internet and other electronic platforms to create new technology interfaces focused on the user experience (UX). The application of experience-staging to enhance interactions with customers. Experiences as a distinct economic offering. Designing transformational business models that allows the company to charge for the demonstrated outcomes customers achieve. Findings – Companies can innovate by recognizing trends in customer needs and aspirations that provide opportunities to develop business models that offer high value experiences or even customer transformations. Originality/value – To truly pursue experiences as a distinct form of economic output, companies must design a business model that involves charging for the time customers spend engaging with the business, such as an admission or membership fee of some sort.
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Vomáčková, Hana. "Measurement Base in Financial Accounting and Business Combinations and Transformations of Business Companies - Examples from practice." Český finanční a účetní časopis 2015, no. 4 (December 1, 2015): 59–77. http://dx.doi.org/10.18267/j.cfuc.459.
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Matzler, Kurt, Stephan Friedrich von den Eichen, Markus Anschober, and Thomas Kohler. "The crusade of digital disruption." Journal of Business Strategy 39, no. 6 (November 19, 2018): 13–20. http://dx.doi.org/10.1108/jbs-12-2017-0187.
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Purpose This paper aims to help managers understand digital disruption and implement strategies that will support the digital transformation of companies. Traditional companies need to learn from disruptive ventures and reimagine their business models based on digitalization. Design/methodology/approach The study is based on multiple case studies of both disruptive startups and established organizations navigating digital transformations. Findings The authors introduce three levels of digitalization to build a framework of six different value creation stages that result from digitalization. Companies need to create digital products, enhance their processes with digital technology and most important reimagine their business models. Practical implications Managers receive guidance on how to deal with digital disruption. They can learn from pathfinding companies that successfully leveraged digital technology to create and capture new value. Originality/value The original contribution of this paper is a simple and useful framework to understand and leverage digital disruption.
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Pappe, Ya, and Ya Galukhina. "External Factors of Big Business Transformation in Russia." Voprosy Ekonomiki, no. 10 (October 20, 2005): 72–89. http://dx.doi.org/10.32609/0042-8736-2005-10-72-89.
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The paper is devoted to the role of the global financial market in the development of Russian big business. It proves that terms and standards posed by this market as well as opportunities it offers determine major changes in Russian big business in the last three years. The article examines why Russian companies go abroad to attract capital and provides data, which indicate the scope of this phenomenon. It stresses the effects of Russian big business’s interaction with the world capital market, including the modification of the principal subject of Russian big business from integrated business groups to companies and the changes in companies’ behavior: they gradually move away from the so-called Russian specifics and adopt global standards.
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Altukhova, N. F. "Digitalization of a Company. Implementation Premise." Economics, taxes & law 11, no. 2 (November 6, 2018): 70–74. http://dx.doi.org/10.26794/1999-849x-2018-11-2-70-74.
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The subject of the research is the digital transformations implemented in the process of introducing information and communication technologies into business activities. The purpose of the research was to analyze the current state of digital transformation projects of a company and reveal possible internal problems to be faced by the latter in the process of its digitalization along with factors that impede the implementation of digital transformations. The paper describes the company digitalization processes and shows that the technological approach to the implementation of such projects can lead to a loss of understanding by the employees of business effects resulting from digital transformations. The paper presents the key areas of the digitalization as an integrated organizational project and formulates the principles of digital transformations. Particular attention is paid to the role and place of the IT Director as the main carrier of possible technological changes the competent introduction of which should lead to high-quality positive changes in the company. The negative consequences of the artificial race for new technologies are identified. It is concluded that the digitalization of companies is becoming a reality and its management requires new skills from business and IT managers.
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Gaiardelli, Paolo, Giuditta Pezzotta, Alice Rondini, David Romero, Farnaz Jarrahi, Marco Bertoni, Stefan Wiesner, et al. "Product-service systems evolution in the era of Industry 4.0." Service Business 15, no. 1 (February 12, 2021): 177–207. http://dx.doi.org/10.1007/s11628-021-00438-9.
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AbstractRecent economic transformations have forced companies to redefine their value propositions, increasing traditional product offerings with supplementary services—the so-called Product-Service System (PSS). Among them, the adoption of Industry 4.0 technologies is very common. However, the directions that companies are undertaking to offer new value to their customers in the Industry 4.0 have not yet been investigated in detail. Based on a focus group, this paper contributes to this understanding by identifying the main trajectories that would shape a future scenario in which PSS and Industry 4.0 would merge. In addition, future research directions addressing (a) the transformation of the PSS value chain into a PSS ecosystem, (b) the transformation inside a single company towards becoming a PSS provider, and (c) the digital transformation of the traditional PSS business model are identified.
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Wijayanti, Anita, Massila Kamalrudin, Safiah Sidek, and Kartika Hendra Titisari. "A business transformation model to enhance the sustainability of small-sized family businesses." Problems and Perspectives in Management 19, no. 1 (February 26, 2021): 185–97. http://dx.doi.org/10.21511/ppm.19(1).2021.16.
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Business transformation is essential to making the small-sized family business more sustainable. Technological and environmental changes have radically transformed the way of doing business. Business transformation into digital business is the key to success in these conditions. On the other hand, some of the previous studies of business transformation in several countries and industries show different empirical evidence. This study analyzes the transformation process in a small-sized family business. This is a case study of 15 small-sized family businesses with four different types of industry, with an interview and observation period of 12 months in 2019–2020. This study has formulated a business transformation model for a small-sized family business and presented the results of the transformation process carried out. The research results indicate that a business transformation model consists of several attributes and sub-attributes. Business transformation results indicate different processes and times between companies. In general, the transformation process can be grouped into the exploration, learning, and synchronizing stages. The industry with the fastest transformation process is the hospitality industry, while the manufacturing process for the industry takes a bit longer. The results of this study indicate that business transformation has improved the sustainability of a small-sized family business that is characterized by its ability to adapt to changing technology and environmental conditions.
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Hsieh, Lu-Chen, and Ying-Shing Lin. "Inflows and outflows of mutual funds: a performance comparison of funds offered by traditional banks, insurance companies and mutual fund companies." Investment Management and Financial Innovations 15, no. 4 (December 5, 2018): 258–72. http://dx.doi.org/10.21511/imfi.15(4).2018.21.
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The transformations in internet technology and financial innovation have led to the prevalence of direct finance, causing indirect finance to contract and concerns among traditional banks and insurance channel operators to seek transformation to innovate traditional services with advanced technology applications. The research compares the sales revenue flows of traditional banks, insurance companies, and mutual fund institutions, using quantile regression methods with five mutual fund factors: Jensen’s indexes, expenses, risks, sizes, and turnover rates. The sample statistics from 2001 to 2016 were evident, showing the results that sales revenue flows of bank and insurance companies did not decrease when compared to institutional fund investors, but instead, grew substantially, owing to the significant relationship of better technological services and financial innovation by banks and insurance companies. The research contribution is to point out that financial industry should focus, review and strengthen its most competitive core services inside, which are less challenged by outside competitors. By adhering to financial innovation and internet technology, it is still possible for traditional banks and insurance channels to gain substantial market shares with concentration on their core competitive services.
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BINDA, VERONICA, and ELISABETTA MERLO. "Trends in the Fashion Business: Spain and Italy in Comparison, 1973–2013." Enterprise & Society 21, no. 1 (August 1, 2019): 79–109. http://dx.doi.org/10.1017/eso.2019.29.
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This article investigates the dynamics that characterized the top fashion industry companies in Italy and Spain in the last three decades of the twentieth century and the first thirteen years of the new millennium. The first section describes the sources and the methodology adopted. The second compares the features and transformations of the largest firms in the industry. The third focuses on these companies in 2013. The fourth discusses our findings, focusing on the impact that globalization and a possible “advantage of backwardness” had on the emergence of Italy and Spain as trendsetters.
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M. Schroeder, Harold. "Social media in business strategy: the learning and development implications." Development and Learning in Organizations: An International Journal 28, no. 6 (September 30, 2014): 12–15. http://dx.doi.org/10.1108/dlo-08-2014-0060.
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Purpose – This article aims to consider why it is becoming so important for businesses to use social media, and to explore the transformational impacts on organizations and the implications for learning and development. Social media is changing the nature of business and introducing new learning and development needs. These are not confined to the specific skills required to design and implement social media strategies: in many companies, more extensive transformations of culture and organizational systems are necessary to support the new ways of working that are being driven by social media usage. Design/methodology/approach – The findings are based on a combination of literature review and our own research and experience across hundreds of projects. Findings – An organizational change readiness assessment exercise can be used to determine whether a company has the right types of skills and expertise and an appropriate organizational environment to maximize the benefits of social media participation, and to identify which areas need to be modified or strengthened. The specific requirements for change will vary by organization and industry, but few companies can now afford to neglect social media or the types of learning and development necessary to support their use as a core component of business strategy. Originality/value – This work links the benefits of social media participation to leaning areas that need to be modified or strengthened.
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Mach, André, Thomas David, Stéphanie Ginalski, and Felix Bühlmann. "From Quiet to Noisy Politics: Transformations of Swiss Business Elites’ Power." Politics & Society 49, no. 1 (February 8, 2021): 17–41. http://dx.doi.org/10.1177/0032329220985693.
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During most of the twentieth century, it was possible to consider Switzerland a coordinated market economy, characterized by dense interfirm networks and the strong role of business associations. Thanks to their cohesion and collective organization, in a context of quiet politics and informal institutions, business elites could largely self-regulate major socioeconomic issues in the shadow of politics. However, since the end of the twentieth century, Swiss business elites have undergone profound changes not only in their composition, but also in their coordinating capacity, their growing political divisions, and their connections to politics. This growing sociological and political fragmentation, combined with changes in the way of doing politics, through noisier and more formal politics, has weakened the instrumental power of Swiss business elites. To compensate for this loss of direct influence, business elites of the largest Swiss companies have developed new political strategies, relying on their growing structural power in a context of global and financial capitalism.
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Strašek, Aleksander, Franci Pušavec, and Borut Likar. "Open innovation and business performance improvement in strategic business alliances." Management 25, no. 1 (June 29, 2020): 133–44. http://dx.doi.org/10.30924/mjcmi.25.1.8.
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The purpose of the research was to investigate whether the companies involved in strategic business alliances (henceforth referred to as the SBA) have a higher level of open innovation and better business results in the metal industry in the EU country, namely Slovenia. The survey was carried out in 115 companies, where the aforementioned relations and their influence were studied applying appropriate statistical methods (e.g. the Mann-Whitney Test, Chi-Square statistics, t-test, etc.). The sample encompassed four clusters and R&D centres from metal-processing industry. The results showed that SBA have a significantly strong impact on companies’ open innovation as well as more efficient cooperation with universities and research institutions. Among the companies involved in SBA, the portion of innovations generated in cooperation with their business partners accounted for 57.7%, while those, not involved in SBA, the same indicator amounts to 19%. In addition, the results showed that the majority of business results, in companies involved in SBA, were above average, compared to the industry sector average values. The value added per employee within companies involved in the SBA was significantly higher than the industry average, as well as the profits; difference was more than threefold. It may be concluded that SBA represent an important bridge in the transformation from a closed innovation model to a model of open innovation, resulting in better business performance. Important implication for companies is related to the message that cooperation with competitors may bring value added to all companies involved.
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Santos, Michael W. "Laboring on the Periphery: Managers and Workers at the A. M. Byers Company, 1900–1956." Business History Review 61, no. 1 (1987): 113–33. http://dx.doi.org/10.2307/3115776.
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Although historians have thoroughly discussed the impact of transformations in the workplace and the corporate structure that accompanied the rise of modern business enterprises, Professor Santos argues that they have ignored the traditional firms that continued to exist amid these changes. Constituting a significant portion of companies operating in the industrial economy, firms like Byers employed simple systems of managerial control based on the entrepreneurs' personal authority and property interest in the business. While labor policy at modern corporations was shaped by the managers' need to establish administrative control over the production and distribution systems, Byers's labor policy was defined by family attitude and the company's history.
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Waker, Robert Ari, Irenilza De Alencar Nääs, Arias Gilson Duarte, and Fabio Papalardo. "IMPACT OF THE NEW RETAIL CONCEPTS ON LOGISTICS STRATEGY." South American Development Society Journal 4, Esp01 (November 15, 2018): 01. http://dx.doi.org/10.24325/issn.2446-5763.vespi1p1-10.
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Retail has undergone several transformations over the years. The main reason is due to the digital transformation that is occurring in business, changing all processes and, as a consequence, consumer behavior. This new retail model, much more interactive and integrated, is taking over the market. Retail distribution systems are considered multi- or omni- channel systems when consumers can place orders to buy products: online, physically and online in the stores. Nowadays, most companies try to increase their sales using this recent business model called omni-channel retailing. This is changing the way companies sell their products. These changes can be seen both in the internal logistics of retailers and in the structure and processes of the supply chain. It integrates two existing distribution systems: the retail distribution system and the consumer distribution system. The current study aims to understand this model that integrates the digital and offline and raise its key implications for the strategies applied in logistics.
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Schiuma, Giovanni, Eva Schettini, and Francesco Santarsiero. "How Wise Companies Drive Digital Transformation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (April 28, 2021): 122. http://dx.doi.org/10.3390/joitmc7020122.
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Enterprises aimed at acquiring a sustainable competitive advantage in the Digital Era are challenged to develop a Transformative Digital Leadership marked by a set of abilities. The paper introduces the Digital Transformative Leadership Compass as an innovative framework to assess wise leaders’ characteristics driving organisational digital transformation in today’s complex business landscape. It identifies the critical abilities, attitudes, and behaviours distinguishing the profile of a transformative digital leader leading an organisation to continuously innovate and digitally evolve in the same way as the business landscape. This paper contributes to theory building by proposing an interpretative framework of critical abilities distinguishing a transformative digital leader of a transformative digital company. Furthermore, the paper provides practitioners with valuable insights and theoretical evidence on leadership practices in the digital era.
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Pine, B. Joseph. "How B2B companies create economic value by designing experiences and transformations for their customers." Strategy & Leadership 43, no. 3 (May 18, 2015): 2–6. http://dx.doi.org/10.1108/sl-03-2015-0018.
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Purpose – This article explains how B2B companies can create economic value by designing experiences and innovations that will be transformative for their customers. Design/methodology/approach – The article shows that B2B goods and services are increasingly marketed in an Experience Economy, an arena where interactions are based on what experiences buyers and their customers value. Findings – The big value creation insight is that industrial companies. like consumer product companies, can create breakthrough innovations by understanding, responding to and transforming the experience of their customers. But with B2B companies the experience discovery process extends to their customers’ customers. Practical implications – Almost any B2B business can be transformative if it aims its innovation efforts at satisfying its customers emerging needs and those of its customers’ customers. These are the aspirational outcomes that transformative companies provide. Originality/value – One of the first articles to show leadership of B2B companies and their marketing and research units how to set up experience demonstrations and development projects that involve their customers in the process of customization, innovation and transformation.
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Mašić, Branislav, Ljubiša Vladušić, and Sandra Nešić. "Challenges in Creating Transformative Growth for Companies In Digital Economy." ECONOMICS 6, no. 2 (December 1, 2018): 37–48. http://dx.doi.org/10.2478/eoik-2018-0024.
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Summary Digital economy creates waves and waves of disruptions. To survive and thrive in digital economy, where technology is disrupting industries from education to even manufacturing, companies are looking for new approaches to stay relevant. As the world becomes more digitalized, customer-centric approach to product development, short product cycles and rapid decision-making is needed. At the same time, while optimizing the existing core business, companies must grow more entrepreneurial culture and transformational growth engines inside the companies. Following this path, the major challenge for companies is how to implement strategic growth innovation along with executing traditional business model and operational excellence. This paper aims to explore and present the importance of digital transformation and innovations. Companies should strive to build collaborative relationships as a means to creating transformational growth. It is suggested that information and communications technologies are significant in the process of strategic planning. The Paper also emphasizes the importance of organizational structure and culture required for implementing strategies that are aligned with digital transformation.
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Srinivasan, Mahesh. "E-Business and ERP." International Journal of Enterprise Information Systems 6, no. 4 (October 2010): 1–19. http://dx.doi.org/10.4018/jeis.2010100101.
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The blending of Internet technologies and traditional business concerns impacts all industries and is the latest phase in the ongoing evolution of business. In this changing business environment, the most successful companies are those that leverage their investment in Web-based technologies by implementing e-business solutions supported by sound existing infrastructures based on well-functioning Enterprise Resource Planning (ERP) systems. Companies must also forge tighter links in the supply chain, from raw materials to customers and have increasingly turned to the Internet and Web-based technologies to do so. This paper presents a framework for understanding e-business opportunities within the context of a traditional enterprise and its infrastructure and examines the evolving relationship between e-business and ERP. These developments are moving businesses toward the concept of e-Supply Chain to achieve true supply chain integration. The issues and challenges faced by organizations in moving to such a complete e-business environment are discussed and suggestions are offered for businesses to navigate this challenging transformation.
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Lavrov, K. I. "Business-Model Transformation: Telecommunication Companies on the Shrinking Market." Strategic decisions and risk management, no. 6 (February 13, 2018): 30–41. http://dx.doi.org/10.17747/2078-8886-2017-6-30-41.
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The work purpose is to reveal the main directions of transformation of business models of the companies of telecommunication sector in crisis years and to develop offers on management of process of introduction of changes in a business model of the telecommunication companies. As the main method of research the qualitative and comparative analysis was chosen. On the basis of the received results five strategic directions of transformation of business models of the companies of telecommunication sectorareformulated. On their basis the author's model what can be behavioural patterns of the Russian telecommunication companies in the conditions of the being reduced market is constructed.
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Tran Vu Tung, Tran Ngoc Trung, Ngo Huu Hai, and Nguyen Thanh Tinh. "Digital transformation in oil and gas companies - A case study of Bien Dong POC." Petrovietnam Journal 10 (October 30, 2020): 67–78. http://dx.doi.org/10.47800/pvj.2020.10-07.
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The fourth industrial revolution (Industry 4.0) with the breakthrough of internet and artificial intelligence has had a strong impact, changing all aspects of global socio-economic life. Digital transformation in the spread of Industry 4.0 is no longer a choice but has become an inevitable development trend for businesses to truly stand up to the times. Digital transformation is the transformation of business activities, processes, products, and models to fully leverage the opportunities of digital technologies, characterised by development, growth, innovation, and disruption. In particular, "digital disruption" is the situation when new technology competes with the traditional business way that we now often refer to under the concepts of cloud computing, big data, and internet of things (IoT). This competition will help businesses utilise digitised data and processes to create a new model that is more efficient and convenient. Digital technologies in oil and gas companies can have a significant business impact as it contributes to increasing hydrocarbon recovery, ensuring safety across the business ecosystem, and improving operational reliability. This paper addresses the oil and gas industry’s trends in digital transformation and the initiatives at Bien Dong POC.
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Izmailova, M. A. "Humanization of the Technological Environment as a Vector of Social Responsibility of Business." MIR (Modernization. Innovation. Research) 11, no. 2 (July 23, 2020): 114–27. http://dx.doi.org/10.18184/2079-4665.2020.11.2.114-127.
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Purpose: the main goal of the research is to develop a humanistic approach to digital transformation management based on the principles of social responsibility in the current uncertain environment.Methods: the research is based on the integration of conceptual approaches to understanding the specifics of the functioning of a modern organization in the context of digital transformation and the impact of the new crisis on Russian business. The author attempts to determine the emerging trends in the impact of the coronavirus pandemic on the decisions made by company managers in relation to their employees. The basic concepts of the research cover the areas of digitalization of the economy, humanization of economic growth, human capital, personnel management, and social responsibility of business.Results: the analysis of the combined influence of factors of economic, technological, demographic and cultural Genesis on the formation of a new approach to the construction of interaction between organizations and people in the direction of greater emphasis on anthropocentrism. It is determined that this kind of relationship should be based on the principles of socially responsible business behavior, recognizing the person as the main resource for digital transformation, achieving commercial success and sustainable development. The article assesses the real situation in the labor market and in Russian companies under the influence of digital challenges and the coronavirus pandemic. It is emphasized that the demand for social orientation of business increases many times during crisis periods, during which there is a rethinking of values and the formation of new foundations for future development. Recommendations are given for eliminating or minimizing the conflict between humanistic and technocratic approaches in the management of companies based on the principles of social responsibility.Conclusions and Relevance: the solution of a set of tasks for the digital transformation of the economy, saturating the business environment with new technological solutions, in the current conditions of uncertainty formed under the influence of the coronavirus pandemic, actualizes the problem of preserving humanity in a technologizing world. It is imperative to find ways to remove the generally accepted (perhaps far-fetched?) contradictions between human essence and technological transformations. Companies, while adopting strategic guidelines in the field of goal setting, building their potential and building prospects, should give priority to the development of human resources as an integral element of technological progress and a key factor in creating long-term value for companies and society as a whole.
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OLIVEIRA, HILARIO DE MACEDO. "INTERNACIONALIZAÇÃO DE EMPRESAS BRASILEIRAS: DESENVOLVIMENTO DE GESTORES COMO FATOR ESSENCIAL PARA A ESTRATÉGIA DE NEGÓCIOS DOI:10.7444/fsrj.v3i1.68." Future Studies Research Journal: Trends and Strategies 3, no. 1 (June 10, 2011): 111–39. http://dx.doi.org/10.24023/futurejournal/2175-5825/2011.v3i1.68.
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The globalization phenomenon has given rise to a new and virtually limitless dimension for companies to gain access to new markets beyond their country borders. This has proven to be an opportunity for growth and expansion. Given the transformations that this phenomenon has driven in the international business environment, one is struck by the fact that the presence of Brazilian companies abroad is still low, as Brazilian business is continues to be shy of expanding via internationalization. One concludes that the leaders of Brazilian firms are better prepared to operate in the domestic market and with processes and businesses that focus on exports; few executives are required to run operations abroad. However, the reality of internationalization calls for a new type of manager, the “global executive,” who is expected to be cosmopolitan, a negotiator and a cross-culture communicator that is able to generate synergy and lead changes. Brazilian companies that want to grow beyond cultural and ethnic frontiers are facing the challenge of forming theses “citizens of the world,” capable not only of making room in the international market, but also of leading the processes of transformation and change within corporate environments. The aim of this article is to discuss how to develop people for the strategic management of internationalization processes, as well as to identify current gaps and to provide recommendations both for the development of the competences that a global mindset requires among our managers, and for the management of the international mobility of Brazilian executives.Key words: Company internationalization. Expatriation. People management. Leadership.
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Vomáčková, Hana. "Changes in Accounting Solutions for Transformations of Business Companies and Cooperatives since the Beginning of 2012." European Financial and Accounting Journal 7, no. 3 (October 1, 2012): 33–62. http://dx.doi.org/10.18267/j.efaj.4.
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Dewantara, I. Wayan Gede Suharta, Eka Afnan Troena, Siti Haerani, and Nurdjanah Hamid. "Qualitative Research of High Performance Work Systems in Automotive Group in South Sulawesi." HASANUDDIN JOURNAL OF BUSINESS STRATEGY 1, no. 3 (August 18, 2019): 15–25. http://dx.doi.org/10.26487/hjbs.v1i3.250.
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Although there are often family businesses or family-based companies in Indonesia, qualitative researches on this topic, linked to leadership and high-performance work systems, are still very rare. For this reason, the goal of the research is to find out how transformational leadership and high-performance work systems are used in the company's day-to-day operations to achieve the company's performance results. This study was conducted in a group of family business companies in South Sulawesi. The company group has an agenda to deliver the best corporate values, including leadership practices and high-performance work systems. With the help of the questionnaires distributed in the company environment, 3000 responses were received and treated with content analysis. The encoding processes in the text analysis revealed that the company has implemented transformation management with the highest level of visibility, strategy, and performance. For a high-performance work system, the company has done well and is less dependent on enterprise management and managers can use the results of this research to improve management practices and high-performance work systems that are better for employees.
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Vilagi, Robert, Michal Konecny, and Frantisek Pollak. "Transformation of communication policy of Slovak companies." SHS Web of Conferences 115 (2021): 03018. http://dx.doi.org/10.1051/shsconf/202111503018.
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Innovation is a major accelerator of development. This is no different with regard to innovations in business management processes. The communication policy of business entities has been undergoing a transformation for more than two decades, where more and more emphasis is being placed on interactive forms of presentation, with which companies can better target selected markets. The aim of the study is to describe selected characteristics of the Slovak market in the light of the transformation from off-line to on-line. Through the analysis of secondary information sources, it is possible to state that on the Slovak market we record both a continuous increase in the share of social network use by companies, as well as an increase in expenditure on Internet promotion. The presented study maps the period until the outbreak of the COVID-19 pandemic, thus creating a reference framework for subsequent research into the effects of the pandemic on the communication activities of Slovak companies.
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Berman, Saul J. "Digital transformation: opportunities to create new business models." Strategy & Leadership 40, no. 2 (March 2, 2012): 16–24. http://dx.doi.org/10.1108/10878571211209314.
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PurposeAccording to IBM research, companies seeking opportunities in an era of constant customer connectivity focus on two complementary activities: reshaping customer value propositions and transforming their operations using digital technologies for greater customer interaction and collaboration. This paper aims to address this issue.Design/methodology/approachThe paper explains that businesses aiming to generate new customer value propositions or transform their operating models need to develop a new portfolio of capabilities for flexibility and responsiveness to fast‐changing customer requirements.FindingsThe paper finds that engaging with customers at every point where value is created is what differentiates a customer‐centered business from one that simply targets customers well. Customer interaction in these areas often leads to open collaboration that accelerates innovation using online communities.Practical implicationsCompanies focused on fully reshaping the operating model optimize all elements of the value chain around points of customer engagement.Originality/valueThe article explains how companies with a cohesive plan for integrating the digital and physical components of operations can successfully transform their business models.
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Srai*, Dr Aziz, Prof Fatima Guerouate, and Prof Hilal Drissi Lahsini. "The Integration of the MDA Approach in Document-Oriented NoSQL Databases, the case of Mongo DB." International Journal of Engineering and Advanced Technology 10, no. 3 (February 28, 2021): 115–22. http://dx.doi.org/10.35940/ijeat.c2235.0210321.
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Today with the growth of the internet, the use of social networks, mobile telephony, connected and communicating objects. The data has become so big, hence the need to exploit that data has become primordial. In practice, a very large number of companies specializing in the health sector, the banking and financial sector, insurance, manufacturing industry, etc… are based on traditional databases which are often well organized of customer data, machine data, etc ... but in most cases, very large volumes of data from these databases, and the speed with which they must be analyzed to meet the business needs of the company are real challenges. This article aims to respond to a problem of generating NoSQL MongoDB databases by applying an approach based on model-driven engineering (Model Driven Architecture Approach). We provide Model to Model (using the QVT model transformation language), and Model to Code transformations (using the code generator, Acceleo). We also propose vertical and horizontal transformations to demonstrate the validity of our approach on NoSQL MongoDB databases. We have studied in this article the PSM transformations towards the implementation. PIM to PSM transformations are the subject of another work.
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Ulrich, Patrick, and Alexandra Fibitz. "Blessing or curse: Does digitalization foster business model innovation? Evidence from a quantitative empirical study." Corporate and Business Strategy Review 1, no. 2 (2020): 44–65. http://dx.doi.org/10.22495/cbsrv1i2art4.
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This study analyses whether and how digital transformation affects business models. Digitalization influences businesses regardless of size, industry, and structure. Thus, companies are often forced to rethink their value architecture in order to remain competitive and not vanish from the business world. Therefore, deepening the understanding of the relationship between digitalization and business models is of utmost importance for both practice and academia. We examine the interdependencies of the utilization of digital technologies and the execution of a digital strategy on business model innovation, and the extent to which the digitalization level is influencing this relation. Furthermore, we depict the results from a quantitative study among a sample of 166 German companies. The results indicate that business model innovation is positively influenced by a higher pursuit of digital technologies and the adoption of certain digital strategies. The digitalization cluster further stresses the importance of digital actions for the companies’ sustainability.
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Oubaziz, Saïd, and Dalila Matmar. "Open Innovation: A New Source of Business Competitiveness." Athens Journal of Business & Economics 7, no. 4 (June 23, 2021): 365–78. http://dx.doi.org/10.30958/ajbe.7-4-4.
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The appearance and diffusion of new forms of innovation called open, lead us to question the relevance of this new paradigm, access to a reformulation of the traditional vision, dedicated to internal control of the R&D process, towards a broadening of practices, including external opportunities in terms of ideas, technologies and skills required. It is clear that the efforts of companies in the field of innovation must enable them to reach a significant level of control, which will allow them to obtain a strategic positioning in terms of competitiveness. However, the major transformations of the last 30 years, in the technological, social and economic fields, have had significant effects and a very strong impact on the level of competitiveness of companies. It is undeniable that innovation is not only the sign of the vitality of a company, according to (Schumpeter), but also, a base on which will be the sustainable economic development of a society. Several experiences in the world, show the development of innovative strategies in the field of innovation, in its different forms, which consist in implementing a policy of strengthening individual and collective initiatives, by implementing new models of support to innovation, as the model of open innovation. Indeed, this form of innovation management tends to strengthen inter-company relationships and to increase the exchange of information and cooperation between the company and its partners. The objective of this work is to highlight the challenges of open innovation, by structuring networked companies around open innovation (BCG and CMI report 2008), and the opportunities offered by the latter to companies. This new vision which, according to (Chesbrouch 2003), no longer consists in being satisfied with the internal resources of the company, but rather in relying on the capacity for innovation of multiple external stakeholders. Keywords: open innovation, co-creation, crowdsourcing, business ecosystem, network ambidextria
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Yanovska, Viktoriia, Olha Levchenko, Viktoriia Tvoronovych, and Anastasiia Bozhok. "Digital Transformation of the Ukrainian Economy: Digitization and Transformation of Business Models." SHS Web of Conferences 67 (2019): 05003. http://dx.doi.org/10.1051/shsconf/20196705003.
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The studies are devoted to the transformational processes associated with digitalization, which takes place in the Ukrainian economy. Economic development is impossible without widespread introduction and full use of the digital technologies. The rate of digital innovation is growing every year. The transformation of the landscape of interpersonal connections and economic relations leads to the digitalization of the operational processes and the change in business models, which generally results in large-scale digital transformation of companies. Meanwhile, it should be noted that the digitization and transformation processes of business models, taking place mainly at the level of private and state enterprises, are expanding to the level of government and have a significant impact on the competitiveness of the economy. Today, there is a significant number of projects of digital transformation in Ukraine. The general idea is to create a unified digital communication system. It is nice to note that not only private companies but also state structures have joined this system, which testifies to their interest in self-development and the desire to keep up with the modern technologies, focusing on clients.
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Blokhin, A. A., and A. G. Fonotov. "Global Traps for the Russian Innovation System." World of new economy 14, no. 2 (November 1, 2020): 51–62. http://dx.doi.org/10.26794/2220-6469-2020-14-2-51-62.
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The features of the transformation of national innovation systems into an instrument of the dominance of conservative leaders of technologically developed markets are described. The difference in institutional conditions in the activities of companies in global innovation markets leads to the emergence of institutional rents. It is shown that in the framework of the formation of a global innovation system, on the one hand, the institutional strength of transnational corporations as market leaders is increasing, on the other, new global transformation processes are underway. They are based on flexible network structures and the dominance of intermediaries with the transition to a system of intermediary monopoly. Such transformations pose new threats to global crises and open up “windows of opportunity” for the Russian innovation system, which is in an institutional trap in which, due to the dominance of foreign companies in most technologically advanced markets, domestic business is forced to give them high institutional rents and is deprived of it this significant part of the resources for its development.
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Shirinkina, Elena. "Business Models in the Conditions of Increasing Complexity of the Business Environment." Vestnik Volgogradskogo gosudarstvennogo universiteta. Ekonomika, no. 1 (April 2021): 121–30. http://dx.doi.org/10.15688/ek.jvolsu.2021.1.10.
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The relevance of the study is due to the fact that in the increasingly complex business environment, companies today more than ever need a simple and flexible tool to manage innovations, to build effective business models in a timely manner. The purpose of the study is to present updated business models in the context of the digital economy development. The empirical base was the research of H. Mendelssohn, A. Osterwalder, as well as analysts of the best business practices of Alibaba Group, Apple, Uber, AirbnB, Amazon, Facebook, Google. The author presents the transformation of business models and their adaptation to a new, changed environment, as well as business models that are relevant in innovation management. The practical significance of the study lies in the fact that the results obtained will allow companies to achieve business success, getting a greater effect from the application of this business model by combining it with other tools. This will help companies to obtain the optimal set of ideas and associated potential risks at the output in order to identify the most promising business development ideas and prioritize.
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Vomáčková, Hana. "The Development of Accounting Solutions for Transformations of Business Companies and Cooperatives over the Last Twenty Years." Český finanční a účetní časopis 2012, no. 1 (March 1, 2012): 33–51. http://dx.doi.org/10.18267/j.cfuc.301.
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Radzi, Mohd Shaiful Ridwan, Misyer Mohamed Tajudin, Normaziah Che Musa, and Roslan Mohd Rose. "The Importance of Governance in Digital Transformation: A Case Study of e-CRM Implementation in a Malaysian Petrochemicals Company." International Journal of Early Childhood Special Education 13, no. 1 (May 5, 2021): 257–67. http://dx.doi.org/10.9756/int-jecse/v13i1.211027.
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Many organizations embrace digital technologies to drive changes in enterprise business models and ecosystems that will not only enable them to weather the increasing environmental dynamics but also thrive on it. However, numerous internal and external factors have caused very few of them to continue their digital transformations in the right direction. For the rest, the journey to digital transformation have not resulted with businesses achieving complete value of a digitally-enabled change. Likewise, most Malaysian companies who have invested significantly in their digital endeavor have obtained very basic levels of return on their investments. This research examines the effects of governance on digital transformation by scrutinizing the implementation of e-CRM system at a Malaysian petrochemicals company. An exploratory study was initiated by interviewing key people at the company, leading to the adaptation of a survey questionnaire. Data was collected from 295 employees at various levels of management. Correlation analyses were carried out based on the parametric data. Governance was found to be significantly affecting digital transformation awareness, implementation and quality. Such findings demonstrate the importance of governance for supporting strategic decision making to deploy digital transformation in the manufacturing sector of an emerging economy.
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Chen, Chong-Wen. "Improving Circular Economy Business Models: Opportunities for Business and Innovation : A new framework for businesses to create a truly circular economy." Johnson Matthey Technology Review 64, no. 1 (January 1, 2020): 48–58. http://dx.doi.org/10.1595/205651320x15710564137538.
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The circular economy (CE) is aimed at closing material loops by reducing and recovering resources in production and consumption processes. Many studies have discussed how CE helps companies create business opportunities while bringing environmental benefits. The business case for CE involves complicated issues such as industrial symbiosis, governmental interventions and the transformation of company culture. It is important to consider the whole context of CE when changing policies or business elements to optimise resource efficiency and avoid unsustainable consumption. By reviewing industry research reports and academic studies, this article summarises important circular business models and strategies and indicates current major barriers to CE. In addition, we explore multiple business cases and point out three important considerations that, if not used correctly, can lead to improper policies and environmental degradation when designing circular business models. These are (a) the use of biodegradable materials, (b) modular design for product life extension and (c) upcycling for new production processes. We then present a framework for companies to clarify vital considerations for resolving these issues based on systems thinking. The implications for business managers and policy makers are also discussed. This article serves to provide a better understanding of CE and explores how companies innovate in line with CE trends.
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Bogoviz, Aleksei, Svetlana Lobova, and Elena Popkova. "Transformational leadership as a factor in the success of knowledge-intensive companies." MATEC Web of Conferences 212 (2018): 10001. http://dx.doi.org/10.1051/matecconf/201821210001.
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The paper analyzes general trends in the development of the knowledge economy and knowledge-intensive companies worldwide and in Russia particularly. First, we consider the distinctive features of the knowledge economy, such as the transformation of the labor process and the changing nature of the workforce, which largely affect the behavior of knowledge-intensive companies, whose sole business is innovation, and require new forms of leadership. Second, we analyze how transformational leadership affects creativeness and innovations in the knowledge-intensive companies on the basis of the recent scholarly research. Third, we argue that the transformational leadership style is most appropriate for the knowledge-intensive companies mainly due to its orientation on continuous development for the individual employees and the company as a whole. We conclude with key insights on the use of transformational leadership in the knowledge-intensive companies in Russia and worldwide.
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Akberdina, Victoria, and Ainur Osmonova. "Digital transformation of energy sector companies." E3S Web of Conferences 250 (2021): 06001. http://dx.doi.org/10.1051/e3sconf/202125006001.
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Digital transformation is an ongoing process that is driven by the recent advances in digitalization as well as the development of information and communication technologies (ICT) that penetrate all socio-economic fields of everyday life and business. In this paper, we describe the digital transformation of energy companies. We show that successful transformation is based on skills, expertise and knowledge of the employees that need to be created and maintained. In addition, we show that digital competences become a key element in building capacities that are required for the digital transformation. This is of a particular importance for the energy companies that are experiencing major changes on the path of transition toward low-carbon economy and renewable energy.
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Boev, A. G. "METHODOLOGY FOR EVALUATING THE STRATEGY AND PROGRESS OF INSTITUTIONAL TRANSFORMATIONS OF INDUSTRIAL COMPLEXES IN THE DIGITAL ECONOMY." Strategic decisions and risk management 11, no. 3 (January 13, 2021): 250–61. http://dx.doi.org/10.17747/2618-947x-2020-3-250-261.
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The article is devoted to topical issues of transformation and development of Russian industry. The purpose of the research is to develop and test a methodology for evaluating the strategy and progress of institutional transformations of industrial complexes in the digital economy. The article defines the content of the methodology as a sequence of analytical stages that allow us to give a multidimensional and integrated assessment of strategic, process, structural, functional, technological, innovative, digital, institutional and other key aspects of the transformation of industrial complexes. The novelty and distinctive feature of the method are the ability to analyze the efficiency, speed, scale and resource support of institutional transformations of various types of industrial complexes in comparison with the average values of indicators for the Russian industry. Testing of the method was carried out on the production complex of Russia as a whole, as well as four industry, five territorial and fifteen local complexes. It is determined that transformations in the domestic industry are local, reactive and low-dynamic. Reengineering of functions, business processes, organizational structures, institutions and management systems of enterprises is carried out at an insufficient pace. Most Russian companies have not changed their strategies in the context of the digital economy. A list of ways to improve the efficiency of transformation of domestic enterprises is proposed.
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Pavlov, Pavel, and Elena Zashchitina. "Free economic zones as a modern development institution in international business." St Petersburg University Journal of Economic Studies 36, no. 4 (2020): 675–92. http://dx.doi.org/10.21638/spbu05.2020.406.
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An analysis of the activities of leading world and domestic companies from 1995 to 2020 showed that the transformation of the global economic order, sanctions, wars, the imposition of protective duties for more recent key trading partners, and the reorientation of major sales markets lead to new rules for conducting international business between countries and companies who participate in world trade. The object of this article is free economic zones as an institution for the development and support of companies in international business. The subject of the study is the various forms and methods provided by the free economic zones that ensure the competitiveness and promotion of companies in the global trade in goods and services. The result of the study is to identify a new development vector for Russian companies participating in international business by using the potential of free economic zones. The application of existing mechanisms and proposing new mechanisms for supporting companies in free economic zones will become an important platform for business transformation, the search for new partners, and the establishment of cooperative ties with other participants in international trade. The results can be used by domestic companies participating in international business to promote them in new regional and global markets by using the support mechanisms provided by this development institution.
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Godin, Vladimir V., Andrey Dashkov, Alla V. Blinnikova, Anna Terekhova, and Olga Danilina. "New management technologies and digital business transformation." Personality & Society 1, no. 1 (May 26, 2020): 4–11. http://dx.doi.org/10.46502/issn.2712-8024/2020.1.1.
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The article considers the main roles of information technologies in the company: auxiliary, restructuring, and digital transformation. The restructuring role of information technologies is characterized by the formation of the electronic economy, the consumer economy, the emergence of strategic alliances, value-added communities and meta-markets, and other forms of economic and business organization with appropriate management. Information technologies of digital transformation provided the creation of an economy in the form of a cyber-physical system instead of interaction between the virtual and real parts of the world, which took the form of a platform economy, digital enterprises, industry 4.0, and similar phenomena. As a result of the transformative effects of information technologies on companies and the business environment, management tasks and technologies changed. The article analyzes the evolution of changes in companies, business environment and management. We consider disruptive technologies such as blockchain, Big Data, knowledge management, Agile, Scrum, Teaming, design thinking and their impact on company management.
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Manakhova, I. V., E. V. Levchenko, and A. R. Esina. "Models of Transforming Quality Management Systems in the Digital Company." Vestnik of the Plekhanov Russian University of Economics 18, no. 1 (February 2, 2021): 115–23. http://dx.doi.org/10.21686/2413-2829-2021-1-115-123.
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Today enterprises and organizations use and develop digital technologies more and more intensively, for example, artificial intellect, the Internet of things, chat-bots, virtual and augmented reality, block-chain, which shapes a new landscape in economic activity and changes nature of interrelations in the quality management system (QMS). In conditions of business digitalization physical economic activity is shifted to the virtual environment. The article studies transformation processes in quality management systems of companies under the influence of digital technologies, analyzes mechanisms and directions of raising product quality, growth in efficiency and effectiveness in quality management systems and reaching competitive advantages of digital company. The authors tried to investigate three aspects in the field of developing QMS in companies in conditions of digitalization: 1) studying changing character of stakeholders’ cooperation in digital company QMS; 2) designing tools for assessing cost of these transformations in digital company; 3) analyzing methods of raising efficiency of competitive advantages creation in digital company with new forms stakeholders’ cooperation in QMS. The research identifies models of transforming QMS in digital companies and shows character of stakeholders’ cooperation, it also proposes upgrading tools for assessing the cost of digital company transformation and works out ways of raising competitiveness of digital company in different models of transforming QMS.