Management and Leadership for Digital Transformation in Tourism

2020 ◽  
pp. 1-34
Author(s):  
Juho Pesonen
Keyword(s):  
Digital Transformation ◽  
Management And Leadership

scholarly journals Organized Futures. On the Ambiguity of the Digital Absorption of Uncertainty

2021 ◽  
Vol 6 ◽  
Author(s):  
Thomas Wendt
Keyword(s):  
Organizational Structure ◽  
Digital Age ◽  
Digital Transformation ◽  
Classical Form ◽  
Digital Revolution ◽  
Structure Building ◽  
Central Task ◽  
Management And Leadership

Digitalization primarily takes place in and through organizations. Despite this prominent role, however, the importance of organizational structure-building processes in the digital transformation is still underexposed in discourse. The fact that ongoing digitalization is linked to an established phenomenon and its own logic, is regularly not addressed due to the attraction potential of the semantics of the digital revolution. Digital revolution and the reordering of societal relationships, though, manifest themselves primarily in processes of reorganization. Structural automation processes in the ongoing digital transformation are limiting the scope for action, necessitating forms of structural structurelessness in organizations that cultivate opportunities for chance. Since organizations realize their operations as a dual of structure and individual, and the principle of organization is therefore based on the complementarity of structural formality and unpredictable informality. The paper discusses the topicality of the classical form of modern organization in the digital age and reflects on approaches to a contemporary design of spaces of opportunity. The reflexive handling of future openness is the central task of management and leadership in order to enable variation and innovation in organizations.

Transhumanism and Innovative Leadership

2021 ◽  
pp. 1935-1954
Author(s):  
Ebba S. I. Ossiannilsson
Keyword(s):  
Industrial Revolution ◽  
Digital Transformation ◽  
Cutting Edge ◽  
Social Revolution ◽  
Future Trends ◽  
Personal Learning ◽  
Smart Learning ◽  
Fourth Industrial Revolution ◽  
Innovative Leadership ◽  
Management And Leadership

Rethinking leadership at all levels is required to reach the goals of learning and education in 2030 through which learners will take the lead in orchestrating the process and manner of their own learning and in choosing their personal learning journeys. The fourth industrial revolution will continue to change the ways we act, perform, live, work, and learn. Therefore, there is a need for a social revolution that includes the understanding of transhumanism and its effects. The term “cutting edge” does not concern technology as much as it concerns humans. Accordingly, transhumanism is crucial for a sustainable ecosystem of learning with and through technology and digital transformation, which encompasses all levels of institutions—macro, meso, and micro. This chapter is focused on future trends, issues, and challenges in management and leadership as well as on issues and challenges in communication, which is essential in both leadership and smart learning.

Transhumanism and Innovative Leadership

2019 ◽  
pp. 78-97 ◽  
Author(s):  
Ebba S. I. Ossiannilsson
Keyword(s):  
Industrial Revolution ◽  
Digital Transformation ◽  
Cutting Edge ◽  
Social Revolution ◽  
Future Trends ◽  
Personal Learning ◽  
Smart Learning ◽  
Fourth Industrial Revolution ◽  
Innovative Leadership ◽  
Management And Leadership

Rethinking leadership at all levels is required to reach the goals of learning and education in 2030 through which learners will take the lead in orchestrating the process and manner of their own learning and in choosing their personal learning journeys. The fourth industrial revolution will continue to change the ways we act, perform, live, work, and learn. Therefore, there is a need for a social revolution that includes the understanding of transhumanism and its effects. The term “cutting edge” does not concern technology as much as it concerns humans. Accordingly, transhumanism is crucial for a sustainable ecosystem of learning with and through technology and digital transformation, which encompasses all levels of institutions—macro, meso, and micro. This chapter is focused on future trends, issues, and challenges in management and leadership as well as on issues and challenges in communication, which is essential in both leadership and smart learning.

HIMSS Impact18: Leading Digital Transformation und Big Data in Medicine

2018 ◽  
Vol 23 (09) ◽  
pp. 25-25
Author(s):  
Sabine Schützmann
Keyword(s):  
Big Data ◽  
Digital Transformation

Am 17. und 18. Oktober findet im Hasso-Plattner-Institut (HPI) in Potsdam zum zweiten Mal die HIMSS Impact statt: Ein englischsprachiges Symposium, welches aktuelle Trends im Gesundheitswesen, digitale Strategien und jüngste Forschungserkenntnisse beleuchtet.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

Imperatives of innovation policy implementation in the concept of digital transformation

2020 ◽  
Author(s):  
A.A. Yuryeva ◽  
◽  
A.A. Stepanov ◽  
I. Pshekhotska ◽  
Ya. Sobon' ◽  
...  
Keyword(s):  
Policy Implementation ◽  
Innovation Policy ◽  
Digital Transformation

Монография посвящена исследованию проблемы современных императивов реализации инновационной политики в условиях цифровизации как установки на эффективное управление и активизацию инновационного поведения и деятельности. Особое внимание уделено организационно-управленческим, гуманистическим, культурно-историческим, профессионально-кадровым и иным императивам, формирующим потенциальные возможности, открывающие новые перспективы эффективного инновационного развития на основе перехода к новой модели построения и функционирования организации. Императивы нацелены на освоение приемов стандартов взаимодействия субъектов-участников в процессе реализации инновационной политики, которые позволяют эффективно и организованно справляться с возникающими проблемами. Монография рассчитана на профессорско-преподавательский состав университетов, других высших учебных заведений, докторантов, аспирантов, магистрантов, студентов, изучающих проблемы управления реализацией инновационной политики в цифровой экономике.

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