Transformation of corporate culture In the digital economy

Auch wenn Kondratieff’s „Theorie der langen Wellen“ bis heute statistisch nicht valide nachgewiesen ist, hat sie doch das volkswirtschaftliche Verständnis von Konjunkturzyklen in den letzten 85 Jahren maßgeblich geprägt. Aber die digitale Wirtschaft stellt das Paradigma kapitalgetriebener Innovationszyklen zunehmend in Frage. Kreative Ideen, die Angebote und Kompetenzen intelligent zu Services verbinden, geben der Wirtschaft neue Wachstumsimpulse. Tradierte Managementkonzepte werden dieser veränderten Wirklichkeit nicht mehr gerecht. So ist in vielen Branchen der Aufbau von Eintrittsbarrieren heute nicht mehr möglich – und in einem dynamischen Umfeld mit schwer vorhersagbaren Entwicklungen meist auch nicht mehr sinnvoll. Unternehmen müssen deshalb die Fähigkeit zur Zusammenarbeit in Netzwerken verbessern, um Innovationsquellen auch außerhalb des Unternehmens und seiner angestammten Vertriebskanäle zu erschließen. Unternehmenskultur wird in diesem Umfeld zum Wettbewerbs- und Erfolgsfaktor. Until today, Kondratieff’s „Theory of long waves“ is not validated statistically. Nevertheless, it has significantlyinfluenced the macroeconomic understanding of business cycles in the past 85 years. But the digital economy is challenging the paradigm of capital driven innovation cycles. Creative ideas that intelligently combine competencies to services are the new drivers of the economy. In this environment, traditional convictions of management become obsolete. In many industries, for example, companies can no longer build sustainable entry barriers – which is also not useful in a dynamic environment where the competitor of today can be the partner of the future. Therefore, companies must improve their ability to work flexible together in networks that use sources of innovation and distribution channels beyond the company’s own resources. In such an environment, corporate culture becomes a critical factor of competitiveness and success. Keywords: zukunftsfähigkeit im 21 jahrhundert erfolgsfaktor unternehmen

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Leftist Critique in the Era of Platform Capitalism

Philosophical Literary Journal Logos ◽

10.22394/0869-5377-2019-6-275-304 ◽

2019 ◽

Vol 29 (6) ◽

pp. 275-308

Keyword(s):

Corporate Culture ◽

Business Strategy ◽

Information Technologies ◽

Business Models ◽

New Technologies ◽

Market Competition ◽

Modern Society ◽

Presentation Mode ◽

Digital Economy ◽

Cultural Significance

The article discusses the canon of the Marxist critique of capitalism, its methods and means for analyzing economic institutions and the information technologies that affect them. The authors postulate that the Anglo-American academics who remain faithful to this canon are quite leftist in a way that derives from concerns about corporate culture and leads to oversimplifications and distortions of the phenomena in question. For example, economics has turned into an empty concept of capitalism studied through secondary texts and their interpretations in a presentation mode. As the latest failure to link Marxist and managerial discourses in the digital era, the authors cite Platform Capitalism by Nick Srnicek, one of the founders of the accelerationist movement and author of essays on the future of capitalism. The most controversial ideas in Srnicek’s book include the rhizomaticity of the platform model of economics, which he did not himself elaborate but proposed as the typology and genealogy of platforms in recent economic cycles (from the 1970s until the mortgage crisis of 2007 in the USA) when the foundations of the infrastructure and business strategy of the modern digital economy were shaped. The article focuses in particular on the enduring topics of leftist discourse under the new conditions of the digital economy: falling profit margins, deficit, crises of overproduction, exploitation, control, profit-seeking and market competition as explicit motives that supposedly guide the capitalists and managers in addressing new technologies together with the specter of an inevitable apocalypse. The authors question the most popular leftist approaches to critique of digital technologies and of the business models of platform companies and propose a more constructive appreciation of their role in modern society and economic liberalization by taking into account their public benefit and their cultural significance for users.

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Transformation of Bank's Business Model in Terms of Digital Economy

Известия Байкальского государственного университета ◽

10.17150/2500-2759.2019.29(3).425-433 ◽

2019 ◽

Vol 29 (3) ◽

pp. 425-433 ◽

Cited By ~ 1

Author(s):

Yulia Bubnova

Keyword(s):

Business Model ◽

Corporate Culture ◽

Financial Services ◽

Banking Sector ◽

Digital Economy ◽

Banking Business ◽

Customer Segment ◽

Main Components ◽

Operational Processes ◽

Business Mode

Information technology, artificial intelligence penetrate into the banking sector, making it more mobile and flexible. Needs and preferences of customers, ways of providing financial services are changing. IT-companies that offer traditional banking products in a new, present day’s format are entering the financial services market. Banks have to invest huge amounts of money in developing banking innovations in order to remain in demand. All this requires banks to change not only the ways of providing their services and communication with customers, but also the qualitative restructuring of operational processes, methods and approaches to their management, corporate culture. The article examines the changes in the main components of the banking management system under the influence of digital technologies: the customer segment, the operating processes and the business model. It pays particular attention to the need of changing the existing banking business mode. It summarizes the main financial technologies that allow to transform banking business in accordance with the requirements of the digital economy.

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DETERMINANTS OF THE LEVEL OF DEVELOPMENT OF MANAGEMENT CAPACITY OF ENTERPRISES IN THE DIGITAL ECONOMY

Green, Blue and Digital Economy Journal ◽

10.30525/2661-5169/2020-2-9 ◽

2020 ◽

Vol 1 (2) ◽

pp. 90-95

Author(s):

Roman Humeniuk

Keyword(s):

Information System ◽

Strategic Management ◽

Corporate Culture ◽

Financial Support ◽

Management System ◽

Capacity Development ◽

Digital Economy ◽

Investment Projects ◽

Management Capacity ◽

The Impact

The article contains the results of research on the main determinants of management capacity (MC) and its financial support. Identifying their features in accordance with the level of development of the digital economy allows us to draw conclusions about the priority areas of personnel development, information and innovation support for management decisions and the development of corporate culture and teamwork. The components of management capacity must meet the strategic objectives of the enterprise. Priorities for the implementation of management innovation and investment projects for the development of management capacity are determined depending on the impact of each component and the overall level of management capacity. Similarly, the need for financial support for each component of the MC is determined. The contradictions in assessing and prioritizing are the interrelationships of the components, as well as the duplication of development functions. Development of management capacity in the conditions of informatization and intellectualization of economy, introduction of innovations at the enterprises is carried out in the environment of corporate culture. Corporate strategic management in the digital economy involves the use of a comprehensive and targeted management system and environmental information support for management activities. Reasonable choice of determinants with the help of human-oriented value approach is presented in theories and practices of using a system of balanced scores, maximizing value for owners, visualization of development maps and more. The law of synergy allows to obtain new qualities of management capacity based on the development of each component and their relationship. This connection is carried out in accordance with the main carrier of management capacity - the manager, who is also a carrier of corporate culture, innovation and an active user of the information system of the enterprise and a team player. Such various roles of the manager and the purpose of development of his or her personal potential as the expert and the person demand the complex approach to formation of components of management capacity of the enterprise. At the heart of the components and as the component with the greatest equal capacity is the management capacity of personnel (MCP) at all levels (from enterprise to individual). In accordance with the MCP, innovative, informational, team, cultural and corporate potentials are considered. Determinants of management capacity development should be based on key determinants of value in accordance with each of the components and stage of the life cycle of the enterprise. This will determine the priority aspects of management capacity development, identify the links between its components, their interaction and the dynamics of determinants of management capacity development in accordance with the determinants of strategic management of the enterprise. It is also important for the digital economy to use the potential of information systems, electronic communications, digital skills of personnel. Determinants of financial support are evaluated as the indicators of innovation and investment projects; introduction of changes in management; improvement of the information system, corporate system of the enterprise, personnel training costs, support of departments in certain areas, personnel management system costs, personnel incentives and motivation in terms of direct costs and efficiency, as well as in terms of saving resources: time, human and material resources. The current system of monitoring, evaluation and forecasting of interrelated financial and non-financial determinants, combined within the framework of human-oriented value management, allows to assess the state of management potential and identify components that need to be developed at first instance.

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