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Статті в журналах з теми "Digital transformation of traditional VSEs/SMEs"
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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.
Повний текст джерелаАнотація:
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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Abdillah, Leon A., Aisyah Aisyah, Wahdyta Putri Panggabean, and Sayfiyev Eldor Erkinovich. "Knowledge of Songket Cloth Small Medium Enterprise Digital Transformation." Sinkron 9, no. 1 (January 30, 2024): 609–16. http://dx.doi.org/10.33395/sinkron.v9i1.13408.
Повний текст джерелаАнотація:
This article examines the knowledge of digital transformation of Small and Medium Enterprises (SMEs) that specialize in traditional handicrafts, with a specific emphasis on the Songket textile sector. The study investigates the use of digital technologies, notably blog platforms and the e-commerce site Shopee, to improve and streamline several business processes in Songket textile SMEs. The report takes a case study approach, diving into the experiences of Songket clothing enterprises that have undergone digital transformation. Key areas studied include the use of Blog platforms for brand development, marketing, and consumer involvement, as well as the Shopee E-Commerce platform for online sales and order processing. The essay seeks to give insights into the problems and possibilities faced by Songket cloth SMEs along their digital transformation journey by conducting in-depth observation, interviews, and surveys. The findings add to the scholarly discussion on the digitization of traditional industries, with practical implications for SMEs in the Songket textile sector and other handicraft areas. This study emphasizes the necessity of using digital technologies to preserve and expand traditional crafts, while also throwing light on the potential role of prominent E-Commerce platforms like Shopee in facilitating worldwide market access for such firms.
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Edith Ebele Agu, Courage Idemudia, and Shadrack Obeng. "The revolutionary role of digital transformation in financing Small and Medium Enterprises (SMEs)." International Journal of Management & Entrepreneurship Research 6, no. 8 (August 3, 2024): 2476–87. http://dx.doi.org/10.51594/ijmer.v6i8.1366.
Повний текст джерелаАнотація:
Small and Medium Enterprises (SMEs) are pivotal to economic growth and innovation but often face significant challenges in accessing finance. This review paper explores the revolutionary role of digital transformation in SME financing, highlighting how technological advancements address traditional barriers. The paper begins with an overview of the economic significance of SMEs and the persistent financing gap they face. It then delves into the financial sector's digital transformation, focusing on key innovations such as fintech, blockchain, and AI and their impact on traditional banking models. The challenges SMEs encounter in securing finance, including historical barriers, market inefficiencies, and regulatory constraints, are examined in detail. The paper discusses digital solutions reshaping SME financing, including fintech platforms, blockchain applications, AI, and big data analytics for enhanced credit assessments. Finally, it identifies future trends and opportunities in digital SME financing, offering policy recommendations to support this transformative shift. The findings underscore the potential of digital technologies to democratize access to finance for SMEs, lower costs, and increase efficiency, ultimately fostering economic development. Keywords: SME Financing, Digital Transformation, Fintech, Blockchain, Artificial Intelligence, Financial Inclusion.
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Castagna, Francesco, Piera Centobelli, Roberto Cerchione, Emilio Esposito, Eugenio Oropallo, and Renato Passaro. "Customer Knowledge Management in SMEs Facing Digital Transformation." Sustainability 12, no. 9 (May 10, 2020): 3899. http://dx.doi.org/10.3390/su12093899.
Повний текст джерелаАнотація:
This paper provided a novel definition of customer knowledge management (CKM) as the logical intersection of customer relationship management (CRM) and knowledge management (KM). The main aim was to investigate the digital technologies supporting small and medium enterprises (SMEs) operating in creative industries in their customer knowledge management strategies. To achieve this aim, a survey involving 73 handicraft and/or retail SMEs operating in luxury jewelry industry was conducted. The survey results pointed out that in a few years the scenario has changed and that surveyed SMEs make more intensive use of traditional technologies supporting customer knowledge management processes rather than more innovative digital technologies, which are also cheap and easy to use. This finding showed the difficulties of SMEs operating in creative industries to be responsive to the rapid technological changes that are affecting CKM, as well as the lack of support from information technology vendors in the decision-making process for choosing adequate digital systems.
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Chen, Ying-Yu Kerri, Yi-Long Jaw, and Bing-Li Wu. "Effect of digital transformation on organisational performance of SMEs." Internet Research 26, no. 1 (February 1, 2016): 186–212. http://dx.doi.org/10.1108/intr-12-2013-0265.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to examine the effect of the pilot implementation of an industry-specific web portal as an IT resource on textile SMEs organisational performance. Using a resource-based perspective, portal delivery functionalities, considered as non-physical IT resources, are analysed using the dimensions of portal usefulness, portal interface, and service-oriented portal functions on SMEs users’ perceived outcomes of organisational performance. Design/methodology/approach – Qualitative and quantitative approaches are used to explore the research hypotheses. Data were collected using field interviews and survey from senior executives of small- and medium-sized enterprises (SMEs) in the Taiwanese textile industry. Findings – Results indicate that the service-oriented portal function dimension, consisting of portal maintenance service, B2B function, and cloud computing, significantly influences organisational performance. Unexpected findings, such as the negative impact of greater industry benchmark information on perceived SME performance, deserve further investigation. Research limitations/implications – The study extends the theory and knowledge on the resource-based view and its implications on e-business organisational performance of SMEs. The study also offers findings relevant to the design of portal sites for SME administrators and information service providers. Limitations of the research include a small size and the industry-specific data limiting the generalisability of the findings. Practical implications – Research results practically serve as informative indicators for policy makers, information service providers, and SMEs executives to evaluate feasible elements for web portal design in traditional industry. Findings from this study may help portal service providers in designing better web portal functionalities for SMEs. Originality/value – This study contributes to the IT business value literature by identifying the linkages between industry-specific portal delivery functionalities and perceived organisational performance through the examination of portal usefulness, portal interface, and service-oriented portal function for textile SMEs.
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Ziółkowska, Marta Joanna. "Digital Transformation and Marketing Activities in Small and Medium-Sized Enterprises." Sustainability 13, no. 5 (February 26, 2021): 2512. http://dx.doi.org/10.3390/su13052512.
Повний текст джерелаАнотація:
Digital transformation which impacts business operations is one of the most fundamental social and economic occurrences of our times. The paper seeks to find out how digital transformation impacts marketing activities in small and medium-sized enterprises (SMEs) and to examine overall changes triggered by digital technology in the marketing concept, its instruments, and activities in SMEs in Poland. The main research question focuses on the direction in which marketing activities performed by organisations evolve nowadays. Analyses and considerations are based on logical inference, examination of results of empirical studies, critical literature review, and author’s market observations. Conducted analyses have demonstrated that, in enterprises covered by the study, digital technologies are deployed in marketing rather widely, although in many instances these technologies belong to the category of traditional tools. IT technologies and digital tools also impact marketing, helping to build relationships with clients and creating the value of each organisation.
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Sudarnice, Sudarnice, Anis Eliyana, Muh Nurtanzis Sutoyo, and I. Komang Sumerta. "Technology adoption in the measurement of innovation performance in SMEs: A systematic literature review." Journal of Infrastructure, Policy and Development 8, no. 8 (August 29, 2024): 5138. http://dx.doi.org/10.24294/jipd.v8i8.5138.
Повний текст джерелаАнотація:
Continuous innovation is very much needed by small and medium enterprises (SMEs), however many SMEs still use traditional or closed approaches to innovation. Digital technological transformation has become a necessity for long-term survival and development in all SMEs, but currently there is no systematic definition of the innovation performance of SMEs that use digital technology. Seeing this, by using visual analysis of knowledge maps, this paper systematically identifies the role of the use of digital technology in measuring SME innovation performance using data on Scopus to provide references and inspiration for future researchers. The development of researchers who take up the topic of SMEs’ innovation performance from 2004 to 2023 is quite increasing, but there are very few who take up technology adoption in measuring SMEs’ innovation performance because researchers always focus on the new products produced. Based on research findings, it can be concluded that more and more SMEs are achieving innovation performance by adopting technology because many SMEs already have digital platform capabilities so this can influence SME innovation performance. However, in several other studies, technology adoption cannot be used as a reference in improving innovation performance.
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Ben Hadj Hassine, Amine. "The challenges of digital transformation, problems and promises : Case of Tunisian SMEs." Quantitative Economics and Management Studies 3, no. 1 (January 27, 2022): 9–20. http://dx.doi.org/10.35877/454ri.qems448.
Повний текст джерелаАнотація:
The objective of this article is to identify the challenges of Tunisian small and medium-sized enterprises (SMEs) in the implementation of Industry 4.0. Indeed, the Subject of Digital Transformation has its relevance as Industry 4.0 is considered as the first industrial revolution to be predicted before it happened. Competition from digital companies is disrupting business models, and leaders no longer have a choice: the time has come for digital transformation (Dussart, C, 2015). This transition is not new. It covers a necessary reality, especially for so-called traditional companies, which were not born in digital culture. Built on an old model, they must initiate and succeed in their transformation to remain competitive. This paper aims to analyze the opportunities brought by digital transformation for Tunisian companies. In our research and on the methodological section, we used an exploratory qualitative approach with Tunisian companies, using a questionnaire. The results of this investigation have shown that the great opportunities and challenges facing Tunisian companies are human capital in the first place, funding and above all methodological support. And the government must be the first to assist and support the digitization process.
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Teguh Setiawan Wibowo. "Small and Medium Sized Enterprises (SMEs) Transformation in the Digital Market Era." East Asian Journal of Multidisciplinary Research 1, no. 10 (November 30, 2022): 2253–64. http://dx.doi.org/10.55927/eajmr.v1i10.1690.
Повний текст джерелаАнотація:
The development of increasingly dynamic technology and information and ease of access, especially in buying and selling transactions, will support the creation of the digital market era. One of the conventional business actors in Indonesia is SMEs players. The determination of a global pandemic such as Covid-19 by the WHO in early 2020 in Indonesia had a negative effect on conventional business actors in shopping centers such as traditional markets, shops, and malls. The negative effect is in the form of a decrease in the number of buyers who visit and make buying and selling transactions at the shopping center. This is due to the emergence of the Indonesian government's policy of large-scale social restrictions, especially direct contact that was imposed during the pandemic to control the spread of Covid-19. To maintain sustainability, increase the development of SMEs players, and avoid these negative effects, changes in buying and selling transactions from the conventional market era to the digital market era need to be carried out. In this article, the discussion will focus on the right transformation of SMEs to be implemented in the current digital market era.
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BOATENG, Philipp, and Cecília OLEXOVÁ. "Enhancing Organisational Agility by Means of Agile Complexity Leadership." Journal of Human Resource Management - HR Advances and Developments 2023, no. 2 (December 11, 2023): 135–43. http://dx.doi.org/10.46287/ixxv8743.
Повний текст джерелаАнотація:
Purpose – The purpose of this paper is to establish current knowledge regard-ing how organisational agility and competitive advantage could be enhanced when Small and Medium Enterprises (SMEs) adopt agile complexity leader-ship to fully exploit digital transformation. Aims(s) – The primary aim of this paper is to understand the role of agile complexity leadership in improving organisational agility and competitive advantage in SMEs during digital transformation. Secondary aims include: Identification of knowledge gaps in leadership at-tributes to foster organisational agility. Evaluation of research focus and methods used to date. Exploration of agile complexity leadership as a model for optimising performance in agile organisations. Design/methodology/approach – A literature review was conducted using the Web of Science Database from 1992 to 2023 using the keywords complexity, complexity science, complexity leadership, agile, agile leadership. Initially, 62 journal articles were listed. Abstracts were reviewed to see if they are valuable and related to how agile complexity leadership enhances organisational agility, in effective digital transformation for SMEs—the final sample comprised 13 journal articles and four books. Findings – Three major findings are identified: significant knowledge gaps remain regarding the leadership attributes required for optimisation of organisational agility because it is related to business sustainability instead of traditional short-term production objectives; the focus of research to date has been reliant on quantitative methods often employed with samples that are not statistically representative; the concept of complexity leadership has been relatively neglected as a potential effective leadership model to optimise performance in SMEs. Limitations of the study – The study acknowledges limitations in its approach due to reliance on literature, which may have biases. Future research should include empirical studies to validate findings and expand understanding of agile complexity leadership in SMEs. Originality/value – This paper provides novel insights into the intersection of organisational agility, and leadership regarding digital transformation within SMEs. It is valuable to scholars, business leaders, and practitioners interested in optimising performance through innovative leadership models in organi-sations.
Дисертації з теми "Digital transformation of traditional VSEs/SMEs"
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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.
Повний текст джерелаАнотація:
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 compétitivitéThe 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
Частини книг з теми "Digital transformation of traditional VSEs/SMEs"
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Hönigsberg, Sarah, Malshika Dias, and Barbara Dinter. "Design Principles for Digital Transformation in Traditional SMEs - An Antipodean Comparison." In The Next Wave of Sociotechnical Design, 375–86. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-82405-1_36.
Повний текст джерела
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Moustier, Paule, Michelle Holdsworth, Dao The Anh, Pape Abdoulaye Seck, Henk Renting, Patrick Caron, and Nicolas Bricas. "Priorities for Inclusive Urban Food System Transformations in the Global South." In Science and Innovations for Food Systems Transformation, 281–303. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-15703-5_15.
Повний текст джерелаАнотація:
AbstractThis chapter is concerned with identifying: (i) challenges to food systems in Africa, Asia, and Latin America caused by urban development, (ii) how existing food systems respond to these challenges, and (iii) what can be done to improve their responsiveness. The chapter is based on the authors’ published research complemented by additional literature. We define ‘urban food systems’ as food systems linked to cities by material and human flows. Urbanisation poses challenges related to food and nutritional security with the co-existence of multiple forms of malnutrition (especially for women and children/adolescents), changing employment (including for women), and environmental protection. It is widely acknowledged that contemporary food systems respond differently to these challenges according to their traditional (small-scale, subsistence, informal) versus modern (large-scale, value-oriented, formal) characteristics. We go beyond this classification and propose six types of urban food system: subsistence, short relational, long relational, value-oriented small and medium enterprise (SME)-driven, value-oriented supermarket-driven, and digital. These correspond to different consumer food environments in terms of subsistence versus market orientation, access through retail markets, shops or supermarkets, diversity of food, prices and food quality attributes. Urban food supply chains differ not only in scale and technology, but also in the origin (rural, urban or imports) and perishability of food products. We stress the complementarity between short chains that supply many perishable and fresh food items (usually nutrient-dense) and long chains that involve collectors, wholesalers, retailers, storage and processing enterprises for many calorie-rich staple food commodities. More and more SMEs are upgrading their business through technologies, consumer orientation, and stakeholder coordination patterns, including food clusters and alliances.Urban food systems based on micro, small and medium enterprises (MSMEs) have proven resilient in times of crisis (including in the ongoing Covid-19 pandemic). Rather than promoting the linear development of so-called ‘traditional’ towards ‘modern’ food systems, we propose seven sets of recommendations aimed at further upgrading MSME business, improving the affordability and accessibility of food to ensure food and nutritional security while accounting for the specificities of urban contexts of low- and middle-income countries.
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Kargas, Antonios, Emmanouil Gialeris, Spyridon Filios, Faidon Komisopoulos, Anastasios Lymperiou, and Ioannis Salmon. "Evaluating the Progress of Digital Transformation in Greek SMEs." In Advances in Electronic Government, Digital Divide, and Regional Development, 81–105. IGI Global, 2024. http://dx.doi.org/10.4018/979-8-3693-3567-3.ch004.
Повний текст джерелаАнотація:
Digital transformation has been an important issue for all kinds of companies, especially after COVID-19, since risks increased and the procedure of transforming traditional forms of doing business was accelerated. This chapter evaluates the digital transformation of Greek small and medium enterprises (SMEs). A series of different aspects are evaluated by using a quantitative approach, including operational elements such as digital maturity, digital transformation strategy, and implementation of specific technologies driving this process. Results indicate a positive relationship between digital maturity and digital transformation strategy, alongside employees' training and investments in new technologies. COVID-19 delayed Greek SMEs transformation procedure, with main technologies related with sales and collecting customers' data. The research contributes to the evaluation of the digital transformation progress in Greek SMEs by providing insight on most significant technologies used and the overall strategic planning implemented.
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Çalık, Ahmet. "Key Enablers Assessment to Implement Industry 4.0 Technologies in the Future for the Turkish Manufacturing Sector." In Advances in Business Strategy and Competitive Advantage, 243–65. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-6632-9.ch012.
Повний текст джерелаАнотація:
Industry 4.0 (I4.0), which reshapes traditional production and operation methods and causes companies to be under digital transformation, is currently an evolving research topic. Although advanced technologies can be easily adopted by large companies. In particular, there are still challenges in the adoption and implementation of I4.0 technologies in small and medium-sized enterprises (SMEs). This study examines the readiness of companies in the machinery manufacturing industry to implement I4.0 technologies in the context of SMEs. To achieve this goal, a multi-criteria decision-making (MCDM) approach including the pythagorean Fuzzy Analytic Hierarchy Process (PFAHP) and fuzzy VIKOR (FVIKOR) is proposed. First, existing readiness models linked to the implementation of I4.0 technologies have been studied to specify key enablers. Then, the PFAHP method is used to obtain weights of enablers on I4.0 technologies. Finally, FVIKOR is applied to obtain ranking for five companies. A case study is conducted to measure the level of readiness of five manufacturing companies in Konya.
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Ante, Lennart. "Blockchain-Based Tokens as Financing Instruments." In Fostering Innovation and Competitiveness With FinTech, RegTech, and SupTech, 129–41. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-4390-0.ch007.
Повний текст джерелаАнотація:
Blockchain technology represents a technological basis with which existing corporate financing processes can be supplemented. The issuance of digital tokens offers several potential advantages such as tradability, efficiency, automation, and cost benefits compared to traditional financial products. This transformation of financing processes and capital markets can allow small and medium-sized enterprises (SMEs) to access capital markets and at the same time close existing retail investment gaps. In this chapter, the challenges of SME financing are described and blockchain-based financing (initial coin offerings [ICOs] and security token offerings [STOs]) is introduced. The blockchain-based financing mechanisms are compared with conventional forms of financing and potentials and challenges are discussed. In conclusion, it is stated that potential clearly outweighs risk and that the majority of all existing challenges can be tackled through sensible and coordinated regulation.
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Wang, Xuliang. "Research on Cloud Platform Network Architecture Technology Based on Edge Computing." In Modern Management based on Big Data V. IOS Press, 2024. http://dx.doi.org/10.3233/faia240265.
Повний текст джерелаАнотація:
The manufacturing industry faces significant challenges in adapting to the COVID-19 pandemic and the shift towards mass customization, necessitating the reevaluation of traditional collaboration models. These models are challenged by the high costs of digital transformation, particularly for small and medium-sized enterprises (SMEs), and the complexities of integrating disparate digital systems among large and medium-sized enterprises (LMEs). This paper proposes a novel cloud platform network architecture, supported by a collaborative cloud platform and an interoperable semantic edge gateway, to enhance cross-enterprise collaboration. This architecture aims to overcome the heterogeneity of resources and enable seamless integration. The efficacy of this architecture is demonstrated through a case study on the collaborative production of a lubrication pump, showing advancements in manufacturing efficiency and resource optimization. The findings highlight the potential of cloud platform architectures to redefine collaborative manufacturing processes, with improvements in on-time delivery ratio and equipment utilization ratio as key outcomes. The study offers a promising direction for innovative solutions in the collaborative manufacturing sector.
Тези доповідей конференцій з теми "Digital transformation of traditional VSEs/SMEs"
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Caminschi, Olga, and Irina Dorogaia. "Digital transformation of smb in the Republic of Moldova." In Conferinta stiintifica internationala "Strategii si politici de management in economia contemporana", editia VII. Academy of Economic Studies of Moldova, 2023. http://dx.doi.org/10.53486/icspm2022.51.
Повний текст джерелаАнотація:
Currently, there are many reasons to improve digital transformation and the top reasons that SMBs are investing in digital technology are to attract new customers, improve employee productivity and streamline operations. At the same time with digital transformation comes change in the management of enterprises. Traditional, standard methods of management systems are becoming less effective. This paper includes the definition of the main aspects of digital transformation and identifies the results of influencing over results of national enterprises. Together with numerous advantages, digitalization also implies risks associated mainly with a lack of skills in the field of digitalization, digital crime, insufficient funds to support processes, and others. Considering that small and medium-sized enterprises in the Republic of Moldova are in a significant majority compared to other forms of business, the object of this study is small and medium-sized enterprises. The obvious advantages of SMEs associated with rapid adaptability, innovation, close communications, lack of bureaucracy, are often overridden by the problems inherent in this sector: low financial security, lack of specialists of various kinds, lack of strategic vision, and others. These and other specific problems can slow down the transformational processes that are rapidly affecting enterprises around the world. Therefore, today the state faces the task of supporting this sector on the path of upcoming transformations.
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Frings, Sandra, Holger Kett, and Jürgen Falkner. "Essential Areas of Action for the Smartification of Traditional Products and Services Considering the Capabilities of SMEs." In 13th International Conference on Applied Human Factors and Ergonomics (AHFE 2022). AHFE International, 2022. http://dx.doi.org/10.54941/ahfe1002571.
Повний текст джерелаАнотація:
One way for small and medium sized (SMEs) enterprises developing traditional physical products to follow the digital transformation is to smartify their products and develop smart services according to business or customer needs. The process to set up a smartification strategy for the first time covers many different organizational, human, technical and business process related aspects. With our research we provide a decision framework to support CEOs in identifying, which areas of action should be focused upon and enterprise-specifically further developed for the smartification of selected products. This paper derives the areas of action, which build the base for the decision framework’s underlying capability and maturity model.
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Frings, Sandra, and Holger Kett. "Method to Identify Data Related Characteristics for Detailing a Capability Maturity Model for the Smartification of Products." In 14th International Conference on Applied Human Factors and Ergonomics (AHFE 2023). AHFE International, 2023. http://dx.doi.org/10.54941/ahfe1003101.
Повний текст джерелаАнотація:
Digital transformation has many facets, one of them being the process of smartifying a traditional, non-smart product into a smart product as well as developing smart services. Smart products collect data via sensors, store, process and communicate data via a network, and react to data via actuators. As an added value, a company uses the processed data to offer smart services. The decisions a SME’s CEO needs to make when visioning to smartify or improve the smartification of own products also depend on the knowledge which capabilities need to be build up. Capability and maturity model (CMM) based approaches are common methods to identify the gap between the current situation and the target situation a SME needs to achieve in order to fulfill the business goals which have been set up. We research a methodological and tool-based approach to identify the maturity of SMEs on their way to smartify their products, which is made up of a three-dimensional CMM to determine the maturity levels regarding eleven areas of action as well as their cross-sectoral base capabilities, and a process model to apply the CMM. In this paper we describe a method to detail the subareas of action for each capability/maturity level within the CMM. We define the method requirements to be able to identify and integrate relevant characteristics in our CMM following the sole purpose of smartification but also looking into related subjects like digital transformation as well as retrofitting for Industry 4.0.