scholarly journals Developing an Efficient Business Strategy in the Era of Digital Transformation

2021 ◽  
Author(s):  
Yulia Stukalina
Keyword(s):  
Business Strategy ◽  
Digital Transformation

ANALYSIS OF THE STRUCTURAL DYNAMICS OF THE DIGITAL ECONOMY IN TODAY'S REALITIES

2021 ◽  
Vol 14 (1) ◽  
pp. 40-47
Author(s):  
Tatуana Ivanovna LOMACHENKO ◽  
Keyword(s):  
Structural Dynamics ◽  
Digital Technology ◽  
Business Strategy ◽  
Production Management ◽  
Production Efficiency ◽  
Business Processes ◽  
Business Environment ◽  
Digital Economy ◽  
Digital Transformation ◽  
Evolutionary Stage

Nowadays, there is no consensus that digitalization is a threat to business security or an opportunity to comprehensively manage the entire chain of business processes in real time, taking into account incoming data from all assets. However, political and economic instability, demand volatility, and competition are all a set of global challenges that digital transformation has responded to. In industry, the competitive advantage has become not the ownership of the enterprise, the firm, but access to digital technology, on which the efficiency of work with specific resources depends. The processes of forming individual business segments related to production management based on modern digital technology have already been launched and most companies are focused on this direction. The article reveals the features of the evolutionary stage of digital economy development, presents the relationship of this process with the formation of the conceptual framework from the theoretical foundations, substantiated in the 1990s by foreign and domestic scientists to modern approaches in the interpretation of digital economy definitions. The article proposes the structural dynamics of the digital economy in today's realities, revealing internal problems, opportunities for economic growth, maturity and readiness of the state to new ways of doing business in the digital economy and digital transformation, to form the country's national strategy. In addition, the conditions under which digital transformation opens up new opportunities for the business environment, the public sector and society as a whole are presented. Changes in business strategy, organizational forms, business process capabilities, new approaches in working with clients, competitive advantages, increase in profit sources are analyzed. As a result, the efficiency of the whole system increases, which allows to reach a fundamentally new level of production efficiency in a short time.

Adopting a digital transformation strategy to enhance business network commons regeneration: an explorative case study

2020 ◽  
Vol 32 (4) ◽  
pp. 561-585
Author(s):  
Alessia Zoppelletto ◽  
Ludovico Bullini Orlandi ◽  
Cecilia Rossignoli
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Business Networks ◽  
Longitudinal Case Study ◽  
Business Network ◽  
Sustainable Business ◽  
Content Type ◽  
Italian Case ◽  
Transformation Strategy

PurposeThis article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.Design/methodology/approachA two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.FindingsThis study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.Research limitations/implicationsThis study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.Practical implicationsNetwork SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.Originality/valueThe study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

The future of work: how HR drives digital transformation in the new normal

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ramkumar Chandrasekaran
Keyword(s):  
Business Strategy ◽  
Digital Transformation ◽  
Asia Pacific ◽  
Content Type ◽  
Technology Leaders ◽  
Global Leader ◽  
Information Technology Services ◽  
Technology Services ◽  
Shed Light

Purpose The purpose of this paper is to shed light on how organisations can leverage digital transformation by discussing the importance of having a zero-trust approach when it comes to security. This is something that is imperative, and so this paper aims to provide advice on how organisations can keep their networks and systems safe from cyberattacks and opportunistic cybercriminals. Design/methodology/approach This paper is a thought leadership piece and draws on Tata Consultancy Services (TCS’) COVID-19 Business Impact Survey, which surveys nearly 300 executives on how they are planning and managing the near and long-term impacts of the coronavirus pandemic. Those surveyed represented mostly large companies across 11 countries in North America, Europe and Asia-Pacific. Moreover, 63% of these companies had an annual revenue of over $5bn. Findings The findings from the survey revealed that most organisations lack digital capabilities, and the coronavirus pandemic is exposing these weaknesses. It found that companies with essential digital capabilities (“leaders”) have held up better during the pandemic than those without (“followers). Moreover, the survey demonstrated that there is a significant lack of clarity on how to strategically move on multiple digital fronts cost-effectively. Originality/value As TCS is a global leader in information technology services, consulting and business solutions, this paper provides value to senior business and technology leaders in organisations that hold influence over the company’s security strategies. By focussing on zero trust, this paper recommends how such leaders can rethink and reassess their business strategy to thrive in a post-pandemic world.

scholarly journals Digital transformation barriers for small and medium enterprises in Vietnam today

2021 ◽  
Vol 7 (3A) ◽  
pp. 416-426
Author(s):  
Nguyen Thanh Hai
Keyword(s):  
Human Resources ◽  
Business Strategy ◽  
Positive Impact ◽  
Small And Medium Enterprises ◽  
Digital Transformation ◽  
State Agencies ◽  
Business Associations ◽  
Business Results ◽  
Medium Enterprises ◽  
It Human Resources

This article studies the digital transformation barriers for small and medium enterprises (SMEs) in Vietnam today. To carry out the study, we conducts a survey on small and medium-sized enterprises in Vietnam, then uses the SEM model to analyze the collected data. Our research results show that three main resources (including IT, human resources and business strategy) have a positive impact on the digital transformation of SMEs; however, these factors are the barriers to the digital transformation of these enterprises. In addition, digital transformation has a positive impact on the business results of SMEs. From there, the article proposes some recommendations to small and medium enterprises, business associations and state agencies for the success of the digital transformation.

IMPACT OF DIGITAL TRANSFORMATION ON STRATEGIC RENEWAL OF COMPANIES

2021 ◽  
Vol 3 (9) ◽  
pp. 82-86
Author(s):  
S. M. MOLCHANOVA ◽  
Keyword(s):  
Business Strategy ◽  
Business Processes ◽  
Production Systems ◽  
National Policy ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Technological Innovations ◽  
Strategic Renewal ◽  
Modern Development ◽  
The Impact

The article examines the impact of digital transformation on the strategic renewal of companies. Problems in the diffusion of technological innovations caused by the lack of a coordinated national policy in the field of Industry 4.0 are identified. The influence of the modern development of digital technologies on modeling in the design and operation of production systems, the sustainability and flexibility of the supply chain and the automation of existing activities and business processes is emphasized. Realizing the potential of digital trans-formation is associated with a change in innovation ecosystems, redesign of the management structure, trans-formation of business strategy and changes associated with the acceleration of technological cycles, the fu-sion of science and artificial intelligence.

Re-Shaping Business Strategy in the Era of Digitization

2020 ◽  
pp. 76-97
Author(s):  
Deniz Palalar Alkan
Keyword(s):  
Artificial Intelligence ◽  
Internet Of Things ◽  
Competitive Advantage ◽  
Business Strategy ◽  
Industry 4.0 ◽  
Digital Transformation ◽  
Sustainable Competitive Advantage ◽  
Digital Networks ◽  
Global Marketplace ◽  
Existing Structures

In the era of digitization terms such artificial intelligence (AI), internet of things (IoT) and related concepts are frequently used to describe a phenomenon that will eventually connect all things to digital networks that will lead to digital transformation of existing business and how they formulate strategies. One of the reasons behind such a paradigm shift is due to the demands of hyper-competition companies face in the global marketplace. Changing nature of the competitive landscape forces companies to re-think their strategy and align existing structures to achieve agility, flexibility, and a sustainable competitive advantage. Thus, companies need to re-think and conceptualize their overall strategies including the means to achieve sustainable competitive advantage. The trends that are shaping the Industry 4.0 will shape the way companies formulate strategies, create collaboration, and convergence of all the actors in the ecosystem to achieve agility, flexibility, and maximize efficiency.

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