Готові списки джерел за темами / Digital transformation of traditional VSEs

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Добірка наукової літератури з теми "Digital transformation of traditional VSEs"

Автор: Grafiati
Опубліковано: 14 вересня 2024

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Статті в журналах з теми "Digital transformation of traditional VSEs"

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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.

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Анотація:
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 ?
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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.

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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.

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Анотація:
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
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Анотація:
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.
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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.

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Дисертації з теми "Digital transformation of traditional VSEs"

1

Goldstein, ép Lejuste Déborah. "La transformation numérique des TPE/PME traditionnelles comme catalyseur du développement économique territorial : enjeux et impacts socio- économiques." Electronic Thesis or Diss., Limoges, 2024. http://www.theses.fr/2024LIMO0023.

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Анотація:
La révolution induite par la transformation numérique des très petites entreprises (TPE) et des petites et moyennes entreprises (PME) est sans précédent, impulsée par l'émergence rapide des technologies numériques. Cette mutation dépasse largement la simple modernisation des outils ; elle engendre un changement profond dans la manière dont ces entreprises interagissent avec leur environnement économique et social. Cette thèse soutient que cette transformation constitue un processus stratégique intégrant de manière exhaustive et novatrice les technologies digitales dans tous les aspects d'une organisation. Elle explore en profondeur comment la transformation numérique des TPE/PME traditionnelles peut agir comme un catalyseur du développement économique territorial, en analysant ses enjeux et impacts socio-économiques. En combinant des approches qualitative et quantitative, elle aborde la problématique sous plusieurs angles, incluant les dimensions organisationnelles, managériales et territoriales. Structurée autour de quatre axes d'analyse distincts, cette thèse par articles examine l'aspect stratégique de la transformation numérique et son rôle dans la résilience territoriale, la gestion des externalités générées par cette transformation, l'évolution du rôle du dirigeant, et l'impact de l'utilisation de l'IA générative dans la gestion des données et la prise de décision. Au-delà des résultats individuels des articles, plusieurs conclusions transversales émergent de la recherche, mettant en lumière l'importance croissante du numérique pour les TPE/PME traditionnelles, tout en soulignant la nécessité d'une approche équilibrée entre outils numériques et interactions humaines. En intégrant une évolution numérique de la théorie de la construction stratégique par le chef d’entreprise développée par Henry Mintzberg, cette thèse met en avant des recommandations pour les dirigeants et les institutions. Ces recommandations visent à promouvoir la culture numérique, faciliter la collaboration et offrir un soutien personnalisé pour la mise en œuvre de la transformation numérique au sein des entreprises. Notamment, cette approche, en mettant en évidence une perception différente du numérique et de la transformation numérique dans l'entreprise, favorise le développement d'écosystèmes mis en perspective avec l’attractivité territoriale. Enfin, cette thèse aspire à aider les acteurs économiques et institutionnels à naviguer avec succès dans l'ère numérique, en intégrant les principes de sobriété numérique et de responsabilité environnementale dans leurs stratégies, tout en favorisant l'innovation et la compétitivité
The revolution induced by the digital transformation of very small enterprises (VSEs) and small and medium-sized enterprises (SMEs) is unprecedented, driven by the rapid emergence of digital technologies. This change goes far beyond mere tool modernization; it brings about a profound shift in how these businesses interact with their economic and social environment. This thesis argues that this transformation constitutes a strategic process that comprehensively and innovatively integrates digital technologies into all aspects of an organization. It delves into how the digital transformation of traditional VSEs/SMEs can act as a catalyst for territorial economic development, analyzing its socio-economic issues and impacts. By combining qualitative and quantitative approaches, it addresses the issue from various angles, including organizational, managerial, and territorial dimensions. Structured around four distinct axes of analysis, this thesis through articles examines the strategic aspect of digital transformation and its role in territorial resilience, the management of externalities generated by this transformation, the evolution of the role of leadership, and the impact of using generative AI in data management and decision-making. Beyond the individual findings of the articles, several cross-cutting conclusions emerge from the research, highlighting the growing importance of digitalization for traditional VSEs/SMEs while underscoring the need for a balanced approach between digital tools and human interactions. By integrating a digital evolution of the theory of strategic construction by the business leader developed by Henry Mintzberg, this thesis puts forward recommendations for leaders and institutions. These recommendations aim to promote digital culture, facilitate collaboration, and provide personalized support for the implementation of digital transformation within businesses. Importantly, this approach, by highlighting a different perception of digitalization and digital transformation within the company, fosters the development of ecosystems in perspective with territorial attractiveness. Finally, this thesis aims to assist economic and institutional actors in successfully navigating the digital era by integrating principles of digital sobriety and environmental responsibility into their strategies, while fostering innovation and competitiveness
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2

Caron, Valentina <1994&gt. "From traditional system toward agile methods: Digital transformation challenge in Vodafone." Master's Degree Thesis, Università Ca' Foscari Venezia, 2020. http://hdl.handle.net/10579/16617.

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Анотація:
L' argomento che tratterò è come le metodologie Agile sono state inserite all’interno dei processi dell'azienda Vodafone. Partendo da una panoramica generale della struttura aziendale farò un confronto con quanto affermato in letteratura al fine di contestualizzare il cambiamento di digitalizzazione, andando più in profondità per capire perché e come un'organizzazione dovrebbe applicare metodi agili. Il focus della tesi sarà sul dipartimento IT e su come Vodafone ha applicato la trasformazione digitale nel contesto agile, descrivendo la struttura del dipartimento prima e dopo al fine di individuare quali sono e saranno i rischi, le problematiche e i fallimenti connessi al cambiamento. Un punto cruciale per dare al case study una visione completa del processo di trasformazione è esaminare come cambia la governance IT rispetto a un'organizzazione tradizionale.
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3

Venkatesan, Luke. "The effect of digital maturity and entrepreneurial agility on firm performance in digital transformation of traditional organisations." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79574.

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Анотація:
Traditional organisations are under pressure to undergo digital transformations (DT) to manage the threat of disruption caused by the adoption of digital technologies. There is thus a need for businesses to understand how competitive advantage can be achieved through their DTs. However, their progress lags that of the technology industry as they have lower digital maturity scores, fewer benefits, and still largely traditional business models. This study drew on the resource based view (RBV) and dynamic capabilities framework (DCF) to understand the effect of entrepreneurial agility (EA) and digital maturity (DM) on competitive advantage, measured through firm performance in DTs. This was achieved through a quantitative research design with 60 online survey respondents, of whom the majority were in traditional organisations. This study extends the existing theory on entrepreneurial agility to DTs by showing a positive correlation with firm performance. Similarly, the moderating effects of digital maturity on the relationship between EA and firm performance were evaluated. The results showed much fewer moderating effects than were expected following a review of the digital maturity literature. These findings are discussed in the context of recent literature on organisational- and industry-related barriers for traditional organisations in DTs. A framework for traditional organisations is proposed based on how they can leverage EA and DM to achieve a competitive advantage through DTs.
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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4

Kristofersson, Amanda, and Malaika Torto. "Sowing the Right Seeds & Harvesting Digital Transformation : A case study of drivers and barriers to digital transformation in the forestry industry." Thesis, Umeå universitet, Institutionen för informatik, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-185427.

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Анотація:
Digital transformation (DT) continuously reshapes and disrupts industries organizations operate in. Although the rising phenomenon is increasingly being investigated by academia, the factors influencing the adoption of DT in pre-digital and traditional industries are sufficiently unexplored. This study investigates managers’ perspectives on the drivers and barriers surrounding DT in traditional industries. To do this, we conducted an industry-level qualitative case study of the five biggest firms in the Swedish forestry industry. Through analysis using a DT framework, our results indicate that changing customers’ expectations and improving firm performance, to name a few, were the main drivers for DT in the forestry industry. However, our findings revealed that the main barriers to DT were related to the cultural and organizational identities of employees in the forestry industry. This study contributes to existing literature and provides suggestions for practitioners in traditional industries to address the challenges that may arise during the digital transformation process.
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5

Trauntschnig, Joakim, and David Oliver Hetz. "Family Businesses Long-term Orientation – the Effect on their Digital Transformation : A multiple-case study within traditional industries." Thesis, Jönköping University, Internationella Handelshögskolan, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-48850.

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Анотація:
Digital technologies are disrupting firms of all sizes in all industries. This prompts firms to stipulate responses to the ongoing changes and challenges digitalization spawns. Especially family businesses, with their unique structural and behavioral characteristics and economic importance, in traditional industries must reinvent themselves and transform their business digitally to ensure longevity. Despite the recent increasing contributions of academia for the digital transformation phenomenon, attention for specific organizational forms, in particular family businesses is still scarce. A better understanding of how these organizations undergo a digital transformation is vital for family business adaptation and future survival. Therefore, this study emphasizes on the specific attribute of long-term orientation. Hence, the purpose of this study was to investigate family businesses’ long-term orientations impact their digital transformation process. For the intention to contribute to academia through theory building, we have chosen a qualitative, exploratory research design using a multiple case study of six selected family businesses. 14 semi-structured interviews with seven family managers and seven non-family managers were conducted to collect data. The results show that family businesses prepare a basis for their digital transformation through the influence of their long-term orientation. Building on our findings we developed a model of a digital foundation for family businesses endeavors in their digital transformation process to manage the three phases of digital transformation. This digital foundation as a capability affected by a family business long-term orientation impacts their digital transformation process in distinct ways.
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6

Lendrén, Emil. "Towards increasing the quality of service at traditional restaurants : - by design of a digital artefact." Thesis, Linnéuniversitetet, Institutionen för informatik (IK), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105935.

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Анотація:
In this thesis, the reader will follow a design research project, which was initiated based on a situation of not getting the expected quality of service from the staff, when visiting a traditional restaurant. The aim of the study was to solve the experienced problematic situation by constructing an information system, but also to contribute to the greater body of knowledge regarding artefact design, service quality and customer experience. The thesis also emphasizes that digital tools can be designed for businesses which are typically not tech-heavy and that novel IT solutions do not necessarily have to be very “high-tech”.The thesis included the theoretical perspectives of service quality dimensions, the service quality gap model, expectation-confirmation, and the conceptualization of an information system artefact. This design perspective of the system was combined with theories describing the gap between what customers expect in terms of service quality during a visit, and how the customers perceive that service quality during the visit.As methodology, action design research was applied as guidance how to practically conduct the design process of a digital artefact. It suggested division of the project into four stages: first, problem formulation where the problem area is defined and described. Second, building, intervention and evaluation stage, where the artefact was created together with the participating restaurants. Third, reflection and learning of the outcome, and last, formulation of learning, to explicate the generalizable knowledge of the thesis.The research study concluded that a digital artefact, by applying the action design research approach, could be designed and constructed to ultimately raise the customers’ perceived service quality. The main findings were that the designed artefact could be accepted and utilized differently between various instances of traditional restaurants. Further, the results indicated that service staff members had different attitudes towards the artefact, depending on their professional experience. It was also concluded that the re-allocation of spent time and not having to look for staff when in need of service, were the two most important factors for the customer. While utilizing the system, the time previously spent looking for staff, when in need of service, could instead be spent enjoying the meal and the expected experience. At the same time, the customer did not have to worry about actively looking for a service provider.
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7

Cunha, Luisa, and Delila Kidanu. "The use of digital technologies to improve the post-purchase phase of a traditional company in the white goods sector: Case study on Electrolux." Thesis, KTH, Industriell Marknadsföring och Entreprenörskap, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-209407.

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Анотація:
Digital transformation effects the way companies engage with their customers, which is reflected in the post-purchase offerings. This change and added utilization of digital technologies allow companies to capture more data about their customer through different sources and by having the digital capabilities to transform this data into knowledge, companies can offer better products and personalized experiences. The purpose of this thesis is to investigate how a traditional company in the white goods sector can improve its post-purchase phase offerings to engage with its customers, through the use of digital technologies, by conducting a case study on Electrolux. To do so, an extensive literature review was conducted and key learnings used to investigate the post-purchase offerings from Electrolux, compared with three traditional and eight born digital companies. Empirical data is collected through direct observation, desk research, and interviews. Overall, the analysis revealed Electrolux offers about the same to its customers as the other companies in the post-purchase phase. However, the differences are in the process behind the creation of each offering. This lead to the creation of a substantive model that presents the process by which a company in the white goods sector can deliver personalized and data-driven experiences to their customers. The model additionally outlines the need for a quick-learning environment, developed through testing and experimentation within the companies. Concluding, the conclusions and recommendations suggested identifies what focuses need to be implemented by traditional companies in the white goods sector in order to succeed in a digital environment.
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Greco, Angelica. "Digital transformation and disruption: threat or opportunity for the traditional insurance incumbents?" Master's thesis, 2018. http://hdl.handle.net/10362/39067.

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Анотація:
Digital technology often destroys value. What happens is, for some companies to become market winners and for others, digital technology turns to be the reason of their failure. There is one clear winner coming out from this battle: consumers. Traditional insurance business model seemed resilient from digital technology. However, this resilience is not lasting forever. Actually, it is now starting to collapse. Digital is transforming the way products and services are served to the customers and also the underlying business models. Big data and analytics, Internet of Things (IoT), Automated Driver Assistance Systems (ADAS) are just some of the forces analyzed in this research that are disrupting the traditional insurance market and that are slowly shaping a new competition landscape with the emergence of Ecosystems. This new market situation can turn to be a great opportunity for some insurance company, but as it will be explained in this thesis, the success will not be evenly shared. What will make the difference is the speed and decisive motivation at which incumbents will embrace and actuate the change.
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9

Chen, Po-Yu, and 陳柏宇. "Discussion on the Key Factors of Successful Transformation from Traditional Photographers to Digital Photographers." Thesis, 2017. http://ndltd.ncl.edu.tw/handle/6rz8xw.

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Анотація:
碩士
樹德科技大學
資訊管理系碩士班
105
Today''s digital photography is a very popular activity. In professional photography, it also tends to complete the work in completely digital photography. However, until recently, traditional photography was still the mainstream of professional photography. In the process, professional photographers attempt to convert from traditional photography to digital photography, there are still some troubled, so this study is on the traditional photography and digital photography on the photographer in the change of thinking and photography products on the impact, To explore how to make a successful transition. This study explores the key elements of the successful transition from traditional photographers to digital photographers by interviewing four professional photographers by means of qualitative research; and by analyzing the professional photographers'' experience in photography. The studies show that the progressing technology and the cost reduction result in digitization. According to the researches, the absolute necessity is ''digitization'' for technical revolution and cost reduction. The key of successful transformation is facing the dilemma of psychology and technology while post production. The further upgrade self efficacy, professional division of labor, change the shooting subject are suggested directions to improve the successful ratio of transformation.
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Tsou, Wen-Han, and 鄒雯涵. "Effect of Digital Convergence in the Transformation of Traditional media and Newspapers：A Case Study on the Apple Daily." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/dz7mnf.

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Анотація:
碩士
淡江大學
大眾傳播學系碩士班
104
In the consumption society of internet generation, the development of communication technology had become a necessary factor in ”speed-pursuing ”. This is changing not only the development of news industry but also the threat of print media society. In recent 5 years, most of traditional media in Taiwan are turning to engage in internet platform for the profit. The main reasons are weaken sales volume of newspaper and shrinking advertisement which make print news media to face the strategy of the transformation of this new trend. As many domestic and overseas print media, internet marketing is their target. Li chi yin , the president of Next Media corporation has stated ” the only way we go is Smart phone ”. Li intends to maintain the role and status of ” Apple Daily ” in Taiwan media industry by inspiration and transformation. I was working at ” Apple Daily ” from June 2013 to November 2015 as a journalist. I had observed their digitalization during the 2 years. I had also experienced news interview, spot coverage, to cover a news item, press release and dispatch, LIVE VTR programming, and photographing as a reporter. Division of labor in news industry is also becoming indistinct. During this time, I had found the management weakness of print media; the change of transforming strategy of newspaper agency. And, inside organization reduce to lay off employees. I would like to take down the motional process of media digitalization through this research. Hence, this research dissertation takes the ” Apple Daily ” as the object in my research. Giving analyzes of print media by Observer Method and Deep interview Method as research methods. Then I intent to analyze how print media face to digitalization in 4 mentions, they are ” Contents of News ”; ” Performance ”; ” relationship of journalist and audients ” ; ” the role and organization of mass media”. Then try to realize the difficulty of management position which are” Apple Daily” faced to. In conclusion I would propose some management strategies that might be acceptable in the future.
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Книги з теми "Digital transformation of traditional VSEs"

1

Gerald, David. Digital Transformation of Traditional Organizations As a Coordinated Sequence of Specific Relationships: The Digital Transformation. Independently Published, 2021.

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Nissen, Volker. Digital Transformation of the Consulting Industry: Extending the Traditional Delivery Model. Springer, 2019.

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Digital Transformation of the Consulting Industry: Extending the Traditional Delivery Model. Springer, 2018.

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Wu, Fan, and Kelvin C. Bias. Revive. Alive. Thrive: A Path for Traditional Businesses to Stay Ahead with Digital Transformation. Archive Zero, 2022.

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Wu, Fan, and Kelvin C. Bias. REVIVE. ALIVE. THRIVE.: A Path for Traditional Businesses to Stay Ahead with Digital Transformation. Archive Zero, 2022.

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Saranakumar, Dr AR, Megha Ojha, Dr Malkar Vinod, and Dr D. Baskaran. Digital Innovation, Transformation and Disruption of Higher Education. SVDES BOOK SERIES, Delhi, 2022. http://dx.doi.org/10.52458/9789391842468.2022.eb.

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The theme of this book “Digital Innovation, Transformation and Disruption of Higher Education" was chosen due to its relevance in the global digitalized world. Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements. This reimagining of business in the digital age is digital transformation. Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure. Technology has the potential to revolutionize the traditional teaching and learning process. It can eliminate the barriers to education imposed by space and time and dramatically expand access to lifelong learning. Students no longer have to meet in the same place at the same time to learn together from an instructor. Digital transformation in higher education refers to an organizational change realized by means of digital technologies and business models with the aim to improve an institution's operational performance. The book encompasses chapters with research-based perspectives in the area of digital innovations & related fields. The book can be read as a compendium of readings of digitization of higher education institutions, business and industry. We editors offer heartfelt thanks to all contributors for their valuable research incorporated in this edited book as a chapter.
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Rothstein, Sidney A. Recoding Power. Oxford University Press, 2022. http://dx.doi.org/10.1093/oso/9780197612873.001.0001.

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This book outlines tactics that workers can use to build power in the current episode of economic transition. As rich capitalist democracies increasingly embrace digital transformation as a strategy to drive economic growth, policymakers have dismantled labor’s traditional power-resources—especially institutions for social protection and the unions that support and enforce them—leaving workers on their own to defend against rising economic inequality and spreading precarity. Moreover, with the ascendance of financialization, managers have adopted the discourse of market fundamentalism, which is particularly effective at persuading workers that building power is impossible. Recoding Power draws on four in-depth case studies of mass layoffs at tech firms in the United States and Germany to show how workers can develop creative tactics to “recode” management’s discursive techniques for control, transforming them from obstacles into resources for collective action. When workers put workplace discourse at the center of their tactics for mobilizing, they can develop the strategic capacity and economic leverage necessary to defend against the threat of job loss. Foregrounding workers’ lived experiences in the workplace, Recoding Power develops an account of actually existing digital transformation that illustrates how the path of capitalist development is shaped not by economic necessity, but by political creativity.
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Jarren, Otfried, and Christoph Neuberger, eds. Gesellschaftliche Vermittlung in der Krise. Nomos Verlagsgesellschaft mbH & Co. KG, 2020. http://dx.doi.org/10.5771/9783748909729.

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Digital platforms are becoming increasingly relevant for the constitution of markets. As they can be used in a multifunctional way, platforms are also having a massive impact on the provision and dissemination of both public and private information. Moreover, they are playing a significant role in social exchange. Platforms that facilitate the provision and dissemination of media content and journalistic work are having both economic and cultural effects on the traditional media and communications industry, which is becoming irrelevant and losing income from advertising and users. Social media platforms, such as Facebook, especially are becoming important means for certain social groups to acquire up-to-date information. Platforms and their growth and development are influencing both the traditional media and journalism, which is becoming clear from the growing financial crisis these two sectors are experiencing. The unfolding transformation process is having diverse effects on both the public sphere and on information and communication processes, which in turn is affecting liberal democracy. These changes require specific attention in both interdisciplinary research and politics (the design of a media and communications landscape, regulation, etc.). With contributions by Klaus Beck, Patrick Donges, Otfried Jarren, Katharina von Kleinen-Königslow, Frank Löbigs, Christoph Neuberger, Manuel Puppis
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Pope, Barbara Kline, and Elizabeth Marincola. The Role of Scholarly Presses and Journals. Edited by Kathleen Hall Jamieson, Dan M. Kahan, and Dietram A. Scheufele. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780190497620.013.21.

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The traditional publication process for scholarly journals and consensus books has enabled researchers to build upon past findings, advance knowledge, inspire the transformation of basic research into practical applications, and generate broad human benefits. In the digital age, this process is undergoing new opportunities and sobering challenges. Many journals and some book publishers now open scholarship to the world through the Web. Scholarly content has never been more available to more of our citizens. At the same time, publishing is facing serious challenges that include a better understanding of the weaknesses of peer review, delays to access, irreproducibility of some results, distortion of the journal impact factor, and complications around authorship credit posed by the changing nature and scale of research. In addition, not all scholarship is open access, and some thriving business models charge readers for content instead of disseminating knowledge freely.
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Mehta, Smith, Alisa Perren, Michael Curtin, Marwan M. Kraidy, Michael Keane, Darrell Davis, Anne Jäckel, et al. The New Screen Ecology in India. Bloomsbury Publishing Plc, 2023. http://dx.doi.org/10.5040/9781839025693.

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This book provides an in depth look into the digital transformation of the Indian media industries, arguing that it has primarily been facilitated by the advent of social media platforms and a resulting shift in the creator dynamics of contemporary film and television production. Drawing on first-hand research within three categories of agents: creators, platform and portal executives, and intermediaries (talent agents, and multi-channel networks), Smith Mehta develops the concept of the ‘new screen ecology’ to show how the Indian screen industries are affected by social relations between these actors and how industrial practices blur the amateur-professional divide through creator and content interdependencies. Mehta interrogates the production practices of 13 different platforms and portals, including Hotstar, Netflix, YouTube, and TVFPlay, analyzing the extent to which they benefit from the lack of censorship and restrictive industrial practices characteristic of traditional media structures. In doing so, he examines the dynamics of digital transformation in the screen industries in a region-specific context and contributes to a body of literature on Indian digital production cultures. This book investigates the political, social and economic transactions that led to the digital transformation of the Indian audio-visual industries. It traces the interdependences between two social (YouTube, Facebook) and eleven digital (Hotstar, Spuul, Hoichoi, Addatimes, TVFPlay, Reliance Jio, Zee5, Voot, Netflix, Amazon Prime Video, AltBalaji) video streaming services, in platforming content drawn from both professional and professionalizing-amateur sources. Drawing on approaches from critical media industries studies, political economy and cultural studies, it interrogates the shifting creator dynamics in contemporary Indian film and television production with the advent of internet-based local and global video distribution services. In doing so, it brings to light the contribution of Indian intermediaries such as talent agents and third-party service providers that manage YouTube channels, also referred to as multichannel networks, in facilitating the localisation strategies of global portals such as Netflix and Amazon Prime, enabling the movement of creators from platforms to portals and expanding their value propositions through investments in content and talent-led ventures.
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Частини книг з теми "Digital transformation of traditional VSEs"

1

Ma, Xiaodong. "Three Types of Digital Disruptions to Traditional Companies." In Methodology for Digital Transformation, 13–22. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-19-9111-0_2.

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Hinterhuber, Andreas, and Jörg Hellwig. "Internal start-ups as a driving force in the digitalization of traditional businesses." In Managing Digital Transformation, 156–61. Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003008637-16.

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Checchinato, Francesca. "The importance of data in transforming a traditional company to a digital thinking company." In Managing Digital Transformation, 199–208. Abingdon, Oxon; New York, NY: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003008637-22.

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Siphugu, Sylvia, and Tankiso Moloi. "Digital Transformation in Areas Administered by Traditional Authorities." In Digital Transformation in South Africa, 39–48. Cham: Springer Nature Switzerland, 2024. http://dx.doi.org/10.1007/978-3-031-52403-5_4.

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Bobea, Matthew, and Wesley Szuway Shu. "Can We Apply Traditional Forecasting Models to Predicting Bitcoin?" In City, Society, and Digital Transformation, 97–112. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-15644-1_9.

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Arnaut, Dino, and Damir Bećirović. "FinTech Innovations as Disruptor of the Traditional Financial Industry." In Digital Transformation of the Financial Industry, 233–54. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-23269-5_14.

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Lee, Jae-Ho, Hye-Bin Lee, Hee-Kwon Kim, and Chan-Woo Park. "Implementation of Digital Transformation for Korean Traditional Heritage." In Communications in Computer and Information Science, 257–70. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-06381-7_18.

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Njegomir, Vladimir, and Jelena Demko-Rihter. "InsurTech: New Competition to Traditional Insurers and Impact on the Economic Growth." In Digital Transformation of the Financial Industry, 133–50. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-23269-5_8.

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9

Zilidou, Vasiliki I., Efthymios Ziagkas, Evdokimos I. Konstantinidis, Panagiotis D. Bamidis, Styliani Douka, and Thrasyvoulos Tsiatsos. "Integrating Technology into Traditional Dance for the Elderly." In The Challenges of the Digital Transformation in Education, 287–96. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11935-5_28.

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Sturn, Richard. "Digital Transformation and Solidarity in Cooperatives." In Contributions to Management Science, 93–110. Cham: Springer International Publishing, 2024. http://dx.doi.org/10.1007/978-3-031-56200-6_6.

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AbstractThe digital transformation amounts to a fundamental reorganisation of the entire institutional setting. Potentials and dangers include new power asymmetries and a precarious “carving out” of specific functions of “traditional” institutions. Digital tools are particularly relevant for knowledge-based and data-intensive activities, goods and services. Based on an institutional-theoretical framework specifically suited to the comparative discussion of cooperatives, firms and markets, the potential functionality of cooperatives in a digitalised world is found to be promising in specific ways.
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Тези доповідей конференцій з теми "Digital transformation of traditional VSEs"

1

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

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Bai, Yanli. "Discussion on Participatory Publishing and the Digital Transformation of Traditional Publishing." In Proceedings of the 4th International Conference on Economy, Judicature, Administration and Humanitarian Projects (JAHP 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/jahp-19.2019.102.

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Shishmаnov, Krasimir. "Digital Transformation in Romania and Bulgaria." In G.I.D.T.P. 2019 - Globalization, Innovation and Development, Trends and Prospects 2019. LUMEN Publishing, 2022. http://dx.doi.org/10.18662/lumproc/gidtp2022/20.

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Innovative approaches to and methods for designing successful business strategies have changed consumer requirements and habits. Traditional business processes have thus been adapted to a virtual environment and the process of digital transformation. Digitization is a process which can be defined as transforming business models and processes into digital ones. In most cases, they are a combination of different types of operations, such as e-commerce, Internet marketing or smart manufacturing. One of the major advantages brought by digitalisation is the improvement of workforce through the use of robots, CNC machines (digital software control), computers and mobile devices.
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4

Allagiannis, Ioannis, Aparna Lohiya, and Anita Mirijamdotter. "Omnichannel Retail and Business Model Transformation." In The 2st Linnaeus Student Conference on Information Technology: Digital Transformation in the Contemporary World. Lnu Press, 2021. http://dx.doi.org/10.15626/lscit2020.05.

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Due to new technological developments and the ongoing digitalization, the traditional retail sector is currently exposed to major challenges. Digital Retail started with the development of e-commerce, when online companies, such as Amazon, began selling products online. These major online global players are still growing much faster than their smaller European retail competitors. As the absorption of buying power through online retailers, is dominated by global players based in Asia (Alibaba, Rakuten) and the United States (Amazon, eBay), Europe is experiencing a loss in revenue. In this highly competitive market, traditional European brick-and-mortar retailers face hard challenges. However, studies show that most customers currently do not prefer pure online retailers, but a hybrid model, since traditional stores provide them with the opportunity to experience products and to receive personal advice from experts. This paper is a contribution to on-going research on the business model transition to include digital channels in traditional retail companies and to integrate various channels that support and streamline personal customer requirements. Thus, the paper explores challenges and opportunities for omnichannel management in the digital retail industry.
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5

Pučko, Zoran, and Nataša Šuman. "Education on Construction Project Management Through Digital Transformation." In 6th IPMA SENET Project Management Conference “Digital Transformation and Sustainable Development in Project Management”. International Project Management Association, IPMA Publications, and Faculty of Civil Engineering, University of Zagreb, Croatia, 2023. http://dx.doi.org/10.5592/co/senet.2022.4.

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The rapid development of advanced technologies and methods of Industry 4.0 represents in recent decades the basis for radical changes in traditional project management in all industrial sectors. It is a digital transformation, with a trend in digitalization and automation processes, and which in turn has a significant impact on the construction industry. Thus, the traditional construction project management has outgrown its basic elements and is focused on the challenges of comprehensive handling of mass data about the planned or built building. Therefore, managing construction projects today focuses on the use of Building Information Modeling (BIM), which is a digital platform where all information is collected in one place and accessible to all stakeholders throughout the construction project cycle. In this context, the basic education and continuous development of professionals through lifelong learning is so important. Through this learning, professionals acquire knowledge and competencies for working in this area, which is especially important for successful management of construction projects. Therefore, this chapter provides a more detailed overview of formal and informal learning at a higher education institution that focuses on advanced construction project management.
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Pučko, Zoran, and Nataša Šuman. "Education on Construction Project Management Through Digital Transformation." In 6th IPMA SENET Project Management Conference “Digital Transformation and Sustainable Development in Project Management”. International Project Management Association, IPMA Publications, and Faculty of Civil Engineering, University of Zagreb, Croatia, 2023. http://dx.doi.org/10.5592/ce/senet.2022.4.

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Анотація:
The rapid development of advanced technologies and methods of Industry 4.0 represents in recent decades the basis for radical changes in traditional project management in all industrial sectors. It is a digital transformation, with a trend in digitalization and automation processes, and which in turn has a significant impact on the construction industry. Thus, the traditional construction project management has outgrown its basic elements and is focused on the challenges of comprehensive handling of mass data about the planned or built building. Therefore, managing construction projects today focuses on the use of Building Information Modeling (BIM), which is a digital platform where all information is collected in one place and accessible to all stakeholders throughout the construction project cycle. In this context, the basic education and continuous development of professionals through lifelong learning is so important. Through this learning, professionals acquire knowledge and competencies for working in this area, which is especially important for successful management of construction projects. Therefore, this chapter provides a more detailed overview of formal and informal learning at a higher education institution that focuses on advanced construction project management.
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7

Dan-Dan, Tu, and Wang Zhi-Qiang. "Transformation and Innovation of Traditional Fashion Design Based on the Digital Technology Platform." In 2017 International Conference on Information, Communication and Engineering (ICICE). IEEE, 2017. http://dx.doi.org/10.1109/icice.2017.8478984.

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Koytov, S. A. "DIGITAL PLATFORM FOR PRODUCTION." In Digital transformation in industry: trends, management, strategies. Institute of Economics of the Ural Brach of Russian Academy of Sciences, 2023. http://dx.doi.org/10.17059/dti-2023-7.

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The study shows the possibilities of scaling the manufacturing services market through forms of cooperation based on the digital transformation of business processes. The relevance of the article is confirmed by the total trend towards digitalization in the Russian Federation, which affects a wide range of sectors. At the same time, the market for manufacturing high-tech services in the Russian Federation is still dominated by traditional business models. An analysis of the global market has shown that market leaders in manufacturing marketplaces have already emerged and their continued growth rates emphasize the demand for these business architectures. A study of existing digital platforms showed significant problems in transferring a business model to the industrial services sector in the Russian Federation. Barriers include legal and bureaucratic reasons, the lack of explicit algorithms for economic processes and the complexity of monitoring. Conclusions: the main types of demanded production services, the structure of participants, forms and patterns of interaction have been identified. The financial performance of industrial enterprises operating using classical methods will inevitably come under increasing pressure from advanced high-tech industries integrated into the architecture of digital services. The digital configuration of business models of enterprises undergoing transformation adapts to the cyclical load of production and, as a result, new competitive opportunities open up. A digital platform is a tool for scaling a business and allocating limited resources.
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Hossain, Emmy, and Ho Wei Ping. "Online Platform for Collecting and Documenting Traditional Games in Malaysia: A Cultural Heritage Preservation Effort in Digital Transformation Age." In 2022 International Conference on Digital Transformation and Intelligence (ICDI). IEEE, 2022. http://dx.doi.org/10.1109/icdi57181.2022.10007371.

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Zhou, Lijuan, Haoqi Sun, Xiaoyan Fu, Yunhui Wen, and Jiefeng Cao. "Research on the Transformation and Upgrading of Traditional Book Publishing to Standardized Digital Publishing." In 2021 International Conference on Culture-oriented Science & Technology (ICCST). IEEE, 2021. http://dx.doi.org/10.1109/iccst53801.2021.00033.

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Звіти організацій з теми "Digital transformation of traditional VSEs"

1

Brizard, Jean-Claude. Breaking With the Past: Embracing Digital Transformation in Education. Digital Promise, April 2023. http://dx.doi.org/10.51388/20.500.12265/176.

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Today's businesses know that driving innovation is integral to succeeding not just in the present, but more importantly in the decades to come. Through the years, the innovation of digital technologies has transformed entire industries. Now it’s time to put those technologies to use and apply that same mentality to transform our schools. We need digital transformation of teaching and learning at scale across the United States. This report examines how the traditional one-size-fits-all approach to teaching and learning compares to more learner-centered, personalized frameworks; why we need to transition to them at scale; and how digital technologies can enable that scaling.
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Biswas, Sukalpa, and Alex Wright. The Digital Evolution of Highway Infrastructure Asset Management. TRL, July 2022. http://dx.doi.org/10.58446/cwlm6036.

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The last decade has seen a very gradual change at a local network level in the methods used to collect data from Highways Infrastructure Assets, how to manage and operate Assets, a change in the way those Assets are used, and the way they are maintained and constructed. This change is largely driven by digital technology improvements. This evolution has also created uncertainty around Highways Asset Management processes. The sector is now at a point where there is an imminent requirement for transition from “Traditional” to “Intelligent” styles of Asset Management. While the strategic network operators have been invested in this transformation for some time, Local Road operators are being left behind. In this paper TRL identifies some of the key actions required for local highways managers to successfully achieve this transition to digital, and in so doing realise the benefits of the digital evolution of highways Asset Management. Dr Sukalpa Biswas and Dr Alex Wright touch on the factors influencing the changes, identify the novel technologies having the greatest impact, and set out five essential steps for Asset owners to consider on their journey to Intelligent Asset Management. This is accompanied by specific practical actions required of each type of stakeholder (Asset Owners, Technology & Software Providers, Standards & Legislative Authorities).
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Laguyás, Natalia, Fermín Vivanco, Carolina Carrasco, Carolina Piedrafita, and Camila De Ferrari. Proptech in Latin America and the Caribbean: How Technology Can Help Reduce the Housing Deficit. Inter-American Development Bank, September 2022. http://dx.doi.org/10.18235/0004483.

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Recognizing the widespread concern that disruptions created by technology have not yet benefited middle- and low-income households, this study explores the potential of PropTech to positively impact the housing challenges in the region, with a particular focus on the poor or vulnerable populations. This study reveals several emerging trends that offer insight to those thinking about digital transformation in the housing and real estate sector for Latin America and the Caribbean and serve as the foundation for more research. PropTech startups are defined broadly as fast-growing actors that are developing technology-based business models for housing real estate markets. This includes companies operating on most phases of the housing value chain, from the housing units supply side (land, construction, access to services, and home improvement) to the demand side (financing, renting, buying, selling, and commercializing units). PropTech startups mainly address two key issues in the traditional real estate market: lack of transparency and processes inefficiencies. Reducing costs and making information available equalizes the markets playing field. The opportunity for PropTech startups to develop business models that cover lower income brackets is still largely unexplored. Currently, profitable businesses are mostly serving high-income bracket groups. Thus, large-scale solutions that would make investing in the low-income segment profitable remain an opportunity for PropTech companies to target. Also, opportunities remain for startups to explore housing solutions that strengthen adaptation to climate change and curb harmful environmental impact through technology innovations through retrofitting efforts or the repurposing of existing units. The report pays special attention to the different links in the value chain and highlights success stories that are having an impact on the current housing market, resulting in a snapshot of scalable, private-sector-led solutions currently deployed to solve pressing housing problems in the region.
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