Digital transformation challenges: strategies emerging from a multi-stakeholder approach

2020 ◽  
Vol 32 (4) ◽  
pp. 697-724
Author(s):  
Federico Brunetti ◽  
Dominik T. Matt ◽  
Angelo Bonfanti ◽  
Alberto De Longhi ◽  
Giulio Pedrini ◽  
...  
Keyword(s):  
Local Development ◽  
Digital Transformation ◽  
Policy Implications ◽  
Digital Culture ◽  
Potential Contribution ◽  
Content Type ◽  
Stakeholder Approach ◽  
Strategic Actions ◽  
Digital Education ◽  
Multi Stakeholder

PurposeThis paper proposes adequate strategies that companies, public administrators and organisations in the education industry can undertake to successfully face the challenges of digital transformation in a regional innovation system. This research considers stakeholders that operate in the Tyrol–Veneto macroregion (the Tyrol, South Tyrol and Veneto areas), a significant case of moderately innovative European macroregion.Design/methodology/approachThis study undertakes explorative research based on a qualitative method. It adopts a place-based multi-stakeholder approach to emphasise the role of three categories of stakeholders (companies, educational system and regional governments) in facing digital changes. More precisely, interviews with 60 stakeholders from the Tyrol–Veneto macroregion were conducted and examined via both text mining analysis and content analysis. First, correspondence factor analysis was performed using IRaMuTeQ software to identify homogeneous subsets of concepts (pillars–i.e., macroareas of strategic actions). Second, two coding phases were implemented using NVivo software to detect strategic fields of action and specific strategic actions undertaken to address the challenges of digital transformation.FindingsThe results highlight that digital transformation is a pervasive challenge of regional innovative system that requires a multifaceted set of strategic actions falling into three main pillars. The first pillar, named “culture and skills”, includes three strategic fields of action as follows: digital education, talents and digital culture. The second pillar, named “infrastructures and technologies”, points out the need of information, interaction and artificial intelligence as key strategic fields of action. The third pillar, named “ecosystems”, highlights the importance of investing in medium- to long-term visions, partnerships and life quality. In brief, this study shows that standalone interventions are insufficient to tackle digital transformation from a systemic perspective. Moreover, this study outlines the potential contribution of each category of stakeholder to foster the digitalisation of the Tyrol–Veneto macroregion.Practical implicationsThis study highlights the importance of developing digital culture and skills before investing in digital infrastructure and technology in a moderately innovative macroregion. Companies should alter their vision before reconfiguring their business models, invest in smart working and establish contacts with start-ups. In addition, this study recommends that public administration should mainly invest in digital education and partnerships, while, in terms of education and training organisations, it suggests providing digital skills to several cohorts of both students and workers. Policy implications call for the creation of new occasions of cooperation among stakeholders by fostering “table talks” as strategic and policy actions and by making more financial resources available to encourage the digital transformation processes.Originality/valueThe results of this study may be adapted to the characteristics of other regional innovative systems and used as a reference point in terms of the improvement of business, market and local development.

Towards understanding a multi-stakeholder approach in a youth leadership development program

2016 ◽  
Vol 12 (2) ◽  
pp. 143-153
Author(s):  
Manuel J. De Vera ◽  
Jose Enrique R. Corpus ◽  
Donn David P. Ramos
Keyword(s):  
Leadership Development ◽  
Stakeholder Engagement ◽  
Development Program ◽  
Theory And Practice ◽  
Youth Leadership ◽  
Content Type ◽  
Stakeholder Approach ◽  
Youth Leaders ◽  
Youth Leadership Development ◽  
Multi Stakeholder

Purpose The purpose of this paper is to explore the experiences gained by participants of youth leadership development (YLD) programs that introduce multi-stakeholder processes as part of its training within the last five years. Moreover, the study delves into how participants are able to apply leadership and multi-stakeholder processes in their everyday lives and in their communities. Design/methodology/approach A perception survey of 41 respondents was conducted to examine leadership concepts identified and youth leadership practices in different social reform contexts. Findings Diverse challenges in terms of multi-stakeholder mobilization were evident in youth leaders’ engagement in communities. In spite of this, the YLD programs’ emphasis on multi-stakeholder process is very much embedded in the current youth leaders’ practice. Research limitations/implications The study contributes to the conduct of YLD programs, as well as on stakeholder engagement. Moreover, it contributes to advancing public leadership theory and practice by demonstrating how it extends to youth leadership experiences. Practical implications Multiple dimensions of YLD, especially in the realm of multi-stakeholder engagement, are discussed that may contribute to YLD programs. Originality/value To the best of knowledge, the authors provide the first study that investigates the contribution of the Bridging Leadership Framework that utilizes a multi-stakeholder approach in a YLD program using empirical data.

How to nurture a transformative digital culture in the workplace

2019 ◽  
Vol 19 (1) ◽  
pp. 7-9
Author(s):  
Mark Williams
Keyword(s):  
Cultural Revolution ◽  
Driving Force ◽  
Design Methodology ◽  
Training And Development ◽  
Digital Transformation ◽  
Candidate Selection ◽  
Digital Tools ◽  
Digital Culture ◽  
Content Type ◽  
Opening Up

Purpose HR is at the very heart of this cultural revolution, and everything from candidate selection and onboarding right through to training and development play a key role. Design/methodology/approach This paper draws on Microsoft research highlighting productivity and digital transformation. Findings Organisations can future proof themselves by letting their employees become the driving force in the transition to digital. Originality/value This paper encourages readers to extend beyond simply using digital tools, opening up new channels of communication and inspiring new ways of thinking within an otherwise very traditional.

Government policy implications of intellectual capital: an Australian manufacturing case study

2015 ◽  
Vol 16 (2) ◽  
pp. 364-389 ◽  
Author(s):  
Göran Roos ◽  
Allan O'Connor
Keyword(s):  
Policy Implementation ◽  
Business Model ◽  
Intellectual Capital ◽  
Business Models ◽  
Manufacturing Firms ◽  
Policy Implications ◽  
Potential Contribution ◽  
Manufacturing Firm ◽  
Content Type ◽  
Resource Deployment

Purpose – The purpose of this paper is to report on an industry policy implementation case involving around 30 manufacturing firms, where the intellectual capital (IC) lens, and especially the intellectual capital navigator (ICN) approach, was found to be very useful for evaluating alternative servitisation strategies. Servitisation is a form of business model innovation and as such involves restructuring the firm’s resource deployment system including its IC resources. Design/methodology/approach – The ICN was one of several methods and themes used by a sample of manufacturing firms during a 12 month period. Data capture were through video filming, observation, and formal interviewing during and after the interventions. Findings – The ICN is considered to be the third most valuable theme in a strategic and operational servitisation programme for manufacturing firms, primarily in the domain of effectiveness evaluation of alternative resource deployment strategies and as such should be one of the key dimensions in a business model template for manufacturing firms that aim to servitize. This research also illustrates the usefulness of the intellectual capital lens in the policy implementation process. Research limitations/implications – The findings of this study is limited to the servitization process of SME manufacturing firms in an Anglo-Saxon operating environment which very rapidly have gone from low to high cost. Originality/value – The development of service-oriented business models for manufacturing firms suffers due to traditional business model frameworks not having a high relevance for servitising manufacturing firm. Consequently it is important to understand the potential contribution that the IC lens through the ICN can make in the servitisation process.

scholarly journals Monitoring implementation of the Tokyo Convention on recognition: a multi-stakeholder approach to the internationalization of higher education in the Asia-Pacific

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Wesley R. Teter ◽  
Libing Wang
Keyword(s):  
Higher Education ◽  
Collaborative Governance ◽  
Asia Pacific ◽  
Policy Framework ◽  
Content Type ◽  
Stakeholder Approach ◽  
Regional Collaboration ◽  
Multi Stakeholder ◽  
Mutual Accountability

PurposeThe impacts of the COVID-19 pandemic have transformed the global outlook for international higher education. Given the rapid shift to online learning, the Tokyo Convention in the Asia-Pacific entrusted to UNESCO has become an important policy framework to facilitate regional collaboration, authoritative information sharing and recognition of qualifications across diverse modes of learning. This paper examines the role of the Tokyo Convention to establish an inclusive platform for monitoring and collaborative governance of mobility and internationalization based on fair and transparent recognition policies and practices in the Asia-Pacific.Design/methodology/approachIn August 2019, a standardized survey instrument was sent by the Secretariat of the Tokyo Convention Committee at UNESCO Bangkok to competent recognition authorities in 46 countries in the Asia-Pacific, including the eight State Parties to the Tokyo Convention that ratified the Convention as of the reporting period. In total, qualitative data from n = 27 countries/states was received and analyzed to assess implementation of the Tokyo Convention throughout the region. The research design illustrates how normative instruments such as the Tokyo Convention are monitored and assessed over time.FindingsA multi-stakeholder approach based on collaborative governance is needed to effectively monitor implementation and implications of the Tokyo Convention for diverse higher education stakeholders in the Asia-Pacific region.Research limitations/implicationsImplications include establishing baseline data and methods for monitoring implementation of the Tokyo Convention. Based on collaborative governance theory, the paper explores potential for a multi-stakeholder approach to promote mutual accountability in the Asia-Pacific and to develop mechanisms for inclusive participation in the governance of the forthcoming Global Convention on recognition.Originality/valueAs the first systematic review of its kind, this paper includes a unique dataset and insights into UNESCO's methodology to monitor implementation of standard-setting instruments for qualifications recognition in the Asia-Pacific.

Creating digital transformation: strategies and steps

2018 ◽  
Vol 46 (2) ◽  
pp. 19-25 ◽  
Author(s):  
Haydn Shaughnessy
Keyword(s):  
Visual Representation ◽  
Leading Edge ◽  
Digital Transformation ◽  
Digital Culture ◽  
Content Type ◽  
Process Redesign ◽  
Adaptive Value ◽  
Program Interface ◽  
Work Done ◽  
Agile Teams

Purpose To facilitate the cultural and technical changes that are a hallmark of successful digital transformation, a few leading-edge firms have adopted the principles of FLOW-Agile. 10; 10; 10; Design/methodology/approach The FLOW framework formalizes a visual representation of a company’s adaptive value-seeking process being implemented by Agile teams. 10; Findings In FLOW-Agile, the aim is to make all processes visible on the walls of operating units and to allow employees to collaborate in constant process redesign so they are continuously defining the best way to get work done. Practical implications A case example shows how Paddy Power Betfair, an online betting site, initiated a completely new system of open, visual and collaborative project and process design that now serves more than 3.5 billion application program interface (API) requests every day. Originality/value For leaders to guide their companies through the transition to digital culture, a sea change for established businesses, they must be able to understand and explain that culture in the context of the values and the flows of work that make digital-age companies successful. To facilitate the cultural and technical changes that are a hallmark of successful digital transformation, a few leading-edge firms have adopted the principles of FLOW-Agile, an adaptation of the Agile framework designed to enable small teams to accomplish rapid iterations of customer-focused projects in a networked system. The FLOW framework formalizes a visual representation of a company’s adaptive value-seeking process being implemented by Agile teams.

Assessing performance and impact of the Technological Districts (TDs): general modelling and measurement system

2015 ◽  
Vol 19 (3) ◽  
pp. 58-75 ◽  
Author(s):  
Antonio Lerro ◽  
Giovanni Schiuma
Keyword(s):  
General Model ◽  
Local Development ◽  
Policy Implications ◽  
Strategy Formulation ◽  
Content Type ◽  
Systems Research ◽  
Performance Measurement Systems ◽  
Research Stream ◽  
Development Paths ◽  
The Impact

Purpose – This paper aims to define a general model to identify and assess performance and impacts of the technology districts (TDs), paying great attention to avoid confusion on contents and methods as well as overlapping of economic, financial and managerial dimensions of performance and impact that often have characterized the academic and policy literature. Although over the past years the emphasis on knowledge and science-based resources has strongly contributed to create a wide acknowledgement of the relevance of the TDs for the national and local development paths, there is still a need for a better understanding about the assessment of the TDs’ performance and impacts. Design/methodology/approach – First, a literature review – both at academic and practitioners’ and policy level – was performed using a systematic approach. Then, a rigorous Delphi methodology was designed and implemented to identify and select the most important issues of interest of the research by soliciting qualified experts. Findings – Based on this research, a well-grounded set of macro-areas and specific indicators aimed to assess performance and impact of the TDs is proposed from which researchers and policymakers can choose those which are more fitted to the needs of their studies and as a way to define the specific focus of their investigation. Practical implications – The definition of this general model has the objective to support the elaboration of a structured set of managerial and policy implications able to drive, respectively, the management in the strategy formulation and implementation, as well as in the actions for the performance improvement, and the decision-makers in the elaboration of effective policies of development and correct evaluation of the impact of the TDs on the different places. Originality/value – This paper contributes at theoretical and practical level to improve the managerial and policy methods and tools to identify, assess, manage and report the performance and the impact of the TDs. The originality and the value of the paper resides in its attempt to improve and to let more shared and transparent the informative quality on which the TDs are called to operate and report to the stakeholders, in particular regulators and public organizations. Moreover, this paper will hopefully stimulate a debate and encourage a greater level of clarity, generalizability and comparability in the TDs performance measurement systems research stream.

About digital transformation of the transport industry in Russia

2020 ◽  
Vol 19 (3) ◽  
pp. 95-105
Author(s):  
Natalia V. Vysotskaya ◽  
T. V. Kyrbatskaya
Keyword(s):  
Artificial Intelligence ◽  
Business Model ◽  
Data Science ◽  
Digital Transformation ◽  
Digital Culture ◽  
Blockchain Technology ◽  
Community Approach ◽  
Non Linear ◽  
Transport Industry ◽  
Artificial Intelligence Systems

The article is devoted to the consideration of the main directions of digital transformation of the transport industry in Russia. It is proposed in the process of digital transformation to integrate the community approach into the company's business model using blockchain technology and methods and results of data science; complement the new digital culture with a digital team and new communities that help management solve business problems; focus the attention of the company's management on its employees and develop those competencies in them that robots and artificial intelligence systems cannot implement: develop algorithmic, computable and non-linear thinking in all employees of the company.

Rediseñando las Organizaciones del Futuro. El impacto de la transformación digital en el mundo del trabajo

2019 ◽  
Vol 1 (1) ◽  
pp. 199-226
Author(s):  
Ricardo M. Piñeyro Prins ◽  
Guadalupe E. Estrada Narvaez
Keyword(s):  
Industrial Revolution ◽  
New Technologies ◽  
Third Sector ◽  
Digital Transformation ◽  
Digital Culture ◽  
Exploratory Research ◽  
The People ◽  
Technological Advances ◽  
Current Scenario ◽  
The Way

We are witnessing how new technologies are radically changing the design of organizations, the way in which they produce and manage both their objectives and their strategies, and -above all- how digital transformation impacts the people who are part of it. Even today in our country, many organizations think that digitalizing is having a presence on social networks, a web page or venturing into cases of success in corporate social intranet. Others begin to invest a large part of their budget in training their teams and adapting them to the digital age. But given this current scenario, do we know exactly what the digital transformation of organizations means? It is necessary? Implying? Is there a roadmap to follow that leads to the success of this process? How are organizations that have been born 100% digital from their business conception to the way of producing services through the use of platforms? What role does the organizational culture play in this scenario? The challenge of the digital transformation of businesses and organizations, which is part of the paradigm of the industrial revolution 4.0, is happening here and now in all types of organizations, whether are they private, public or third sector. The challenge to take into account in this process is to identify the digital competences that each worker must face in order to accompany these changes and not be left out of it. In this sense, the present work seeks to analyze the main characteristics of the current technological advances that make up the digital transformation of organizations and how they must be accompanied by a digital culture and skills that allow their successful development. In order to approach this project, we will carry out an exploratory research, collecting data from the sector of new actors in the world of work such as employment platforms in its various areas (gastronomy, delivery, transportation, recreation, domestic service, etc) and an analysis of the main technological changes that impact on the digital transformation of organizations in Argentina.

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