scholarly journals Digital transformation trends reshaping companies

2019 ◽  
Vol 13 (1) ◽  
pp. 635-646
Author(s):  
Florina Pînzaru ◽  
Alexandra Zbuchea ◽  
Alexandra Viţelar
Keyword(s):  
Competitive Advantage ◽  
Digital Technology ◽  
Daily Activity ◽  
Business Models ◽  
Digital Transformation ◽  
New Business ◽  
New Business Models

Abstract Nowadays, the ubiquity of the digital technology and the transformation it brings both within the societies and economies around the globe has become a well-accepted fact. For business is no longer a matter of whether or not to incorporate technology in their daily activity, but a matter how to change their way of approaching, and doing when adapting to digital. The digital transformation has enabled the emergence of new business models, as well as many other changes when it comes to satisfying the customer’s needs and expectations, by creating opportunities for value and sustainability. The present paper highlights all these aspects, emphasizing on how businesses can think about the digital transformation to achieve the highest benefits and create competitive advantage.

Government Innovation Through Knowledge Management

2008 ◽  
pp. 493-507
Author(s):  
Luis Felipe Luna-Reyes
Keyword(s):  
Information Technology ◽  
Knowledge Management ◽  
Competitive Advantage ◽  
Business Models ◽  
Sustainable Competitive Advantage ◽  
Critical Factors ◽  
Private Organizations ◽  
New Business ◽  
New Business Models ◽  
Government Innovation

Contemporary organizations face the challenge of growing and advancing in a complex and changing environment (Johannessen, Olaisen, & Olsen, 2001; Malhotra, 2000). In order to accomplish this objective, private organizations continuously innovate to attract customers (Johannessen et al.). Competition has been accelerated by information technology, which allows the appearance of new business models, introducing new competitors in the business arena (Rayport, 2001). Under these circumstances, it appears that innovation is one of the most valuable activities for any organization (Nonaka, 1996). Furthermore, the management of intangible assets such as knowledge is one of the critical factors to promote innovation and sustainable competitive advantage (Davenport, 2001; De Long & Fahey, 2000; Malhotra; Nonaka).

scholarly journals Digital transformation: harnessing digital technologies for the next generation of services

2019 ◽  
Vol 33 (4) ◽  
pp. 429-435 ◽  
Author(s):  
Mohamed Zaki
Keyword(s):  
Business Models ◽  
Digital Technologies ◽  
Customer Experience ◽  
Digital Transformation ◽  
Data Driven ◽  
Next Generation ◽  
Content Type ◽  
New Business ◽  
Market Opportunities ◽  
New Business Models

Purpose The purpose of this paper is to discuss digital transformation and its four trajectories – digital technology, digital strategy, customer experience and data-driven business models – that could shape the next generation of services. This includes a discussion on whether both the market and organizations are all ready for the digital change and what are the opportunities that will enable firms to create and capture value though new business models. Design/methodology/approach Providing services is a proven and effective way to secure a competitive position, deliver long-term stable revenues and open up new market opportunities. However, it is also clear that some organisations are struggling to digitally transform. Therefore, the commentary provides a brief insight into how firms explore the possibilities of digital transformation and navigate these uncharted waters. Findings Today’s digital technologies affect the organisation outside and in, enabling the creation of new business models and transforming the customer experience. The incumbents are acutely aware that they need to transform strategically – to build new networks and value chains. Originality/value This commentary extends earlier work exploring the digital disruption within services to highlight a number of connected areas: the challenges and opportunities of digital transformation at a strategic level, as well as understanding and enhancing the customer experience and seeing how new data-driven business models can underpin service transformation.

Combining E-Commerce and Blockchain Technologies to Solve Problems and Improve Business Results

2021 ◽  
pp. 173-192
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Supply Chain ◽  
Business Models ◽  
Digital Transformation ◽  
The Internet ◽  
Chain Management ◽  
Blockchain Technology ◽  
Business Results ◽  
New Business ◽  
Financial Transactions ◽  
New Business Models

The internet and digital transformation have changed our relations with the market. These technologies have been developing continuously, creating opportunities for new business models, and e-commerce has grown overwhelmingly worldwide, changing the consumption process of a large part of the world's population. Companies are increasingly using blockchain technology to improve and create new global trading business models. Blockchain had its first application in cryptocurrencies, but it has quickly become a major solution in all sorts of activity sectors, providing increased security in commercial transactions. An important question is how the blockchain can leverage e-commerce in solving problems and improving business results. It was concluded that blockchain could leverage e-commerce in the four fundamental areas of (1) e-commerce financial transactions, (2) e-commerce supply chain management, (3) e-commerce forecasting and contractual relations, and (4) e-commerce transactions systems' trust and credibility.

scholarly journals Digital transformation and new business models as determinants of formation of the economy of nontypical employment

2020 ◽  
Vol 10 (1) ◽  
pp. 33-54
Author(s):  
Anatoliy Kolot ◽  
Oksana Herasymenko
Keyword(s):  
Industry 4.0 ◽  
Business Models ◽  
Digital Transformation ◽  
Systematic Research ◽  
Gig Economy ◽  
The World ◽  
New Business ◽  
A Chain ◽  
Work And Employment ◽  
New Business Models

With the development of the Fourth Industrial Revolution and the formation of a new technological basis – “Industry 4.0” - a dynamic multi-vector transformation of the leading institutes of economy and society takes place, social and labor relations in general and employment in particular acquire new format and content. The quintessence of the article is a scientific-applied substantiation of the construct of nontypical employment economy, scientific argumentation and further development of previous researches of authors regarding determinants of gig-economy formation under the influence of economic and social development “digitalization” and emergence of new business models. that radically change all components of the world of work. New facets of the complex world of work and employment have been revealed and the increase of the newest knowledge in this field has been received under systematic research of a chain of changes: introduction of “Industry 4.0” breakthrough technologies → “digitalization” as a dominant vector of technological innovations → formation of new business models → changes in social division of labor and the content of labor processes → the emergence and intensive development of employment forms immanent to the new (digital) economy. It is substantiated that the main root cause, a kind of “trig- ger” for the emergence and reproduction of the chain of researched changes is digital transformation of the economy and society. The essence of today’s phenomena, which determine the development of the “gig economy”, is revealed. The argumentation of the spread of platform business models and their impact on the world of work and employment is given. A new theoretical construction of a chain of changes, the “output” of which is new forms and, a new platform for social and labor developmen t in general, has been suggested. The research focuses on finding answers to a number of questions posed to every conscious person. Among them are the following ones: Why can’t the modern economy “get along” with traditional (standard) forms of employment? Why does atypicality become not the exception but the norm? How do specific mechanisms and tools for transforming standard forms of employment into new ones, which are immanent to modern conditions of economic and social progress, behave in practice?

scholarly journals Digital transformation as a factor of ensuring country competitiveness: Moldova case analysis

2021 ◽  
Vol 12 (6) ◽  
pp. s560-s583
Author(s):  
Daiva Bickauske ◽  
Saulius Kromalcas ◽  
Zaneta Simanaviciene ◽  
Larysa Sergiienko ◽  
Tetiana Baranovska
Keyword(s):  
Business Models ◽  
Swot Analysis ◽  
Digital Transformation ◽  
Government Functions ◽  
Production And Distribution ◽  
New Business ◽  
Need For Support ◽  
Digital Governance ◽  
Country Competitiveness ◽  
New Business Models

The digital transformation is now a reality in Moldova, as Moldova has begun to transfer social, legal, and civil service delivery online. Sped-up digitalization can be expected to create new business models and opportunities for digital jumping in traditional industries. The Coronavirus crisis has highlighted the need for support and investments in digital transformation and effective digital governance, especially to guarantee the continuity and delivery of core government functions. The digital transformation is changing not just business models but the methods of production and distribution and the industry's competitiveness. Further analysis has been made to generate specific steps/recommendations regarding the digitization of the Moldova industry. The interview with experts who work closely in digitalization or competitiveness was done, and the SWOT analysis was done. Based on the research made, the recommendations for Moldova were prepared and presented in this article.

Digital Transformation and the Evolution of the Platform Economy

2022 ◽  
pp. 1-24
Author(s):  
Maxim Shatkin
Keyword(s):  
Business Models ◽  
Digital Transformation ◽  
User Interactions ◽  
Product Models ◽  
Production And Consumption ◽  
Starting Point ◽  
New Business ◽  
Online Reputation ◽  
Platform Economy ◽  
New Business Models

This chapter provides an overview of the evolution of the platform economy through the lens of digital transformation and transit from Industry 3.0 (I3.0) to Industry 4.0 (I4.0). The platform economy belongs to both I3.0 and I4.0 and goes through two cycles of digital transformation within them. In I3.0, the starting point of the platform economy is the digitization of social and commercial interactions over user-generated content. The resulting issues of trust and regulation of user interactions find solutions in new business models based on online reputation systems and algorithmic regulation. The specificity of I4.0 is the tendency to platform products, homes, factories, and cities through broad digitization of interactions between humans and things, and things and things. For the platform economy, the new cycle of digital transformation in the context of I4.0 means creating business models based on the ultimate customization of both the production and consumption of product-as-platforms and the rental of digital product models.

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