scholarly journals The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Central Government ◽  
Digital Transformation ◽  
Capital City ◽  
Digital Government ◽  
Face To Face ◽  
Work Routines ◽  
Traditional Work

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.

scholarly journals The “Smart Work” Myth: How Bureaucratic Inertia and Workplace Culture Stymied Digital Transformation in the Relocation of South Korea’s Capital

2021 ◽  
Author(s):  
JY Hur ◽  
Wonhyuk Cho ◽  
G Lee ◽  
Sarah Bickerton
Keyword(s):  
Large Scale ◽  
Business Processes ◽  
New Technologies ◽  
Central Government ◽  
Digital Transformation ◽  
Capital City ◽  
Digital Government ◽  
Face To Face ◽  
Work Routines ◽  
Traditional Work

© 2019, © 2019 Asian Studies Association of Australia. Starting in 2012, the South Korean government has implemented a large-scale relocation of its central government agencies, which are now split between the existing capital city (Seoul) and a new administrative-capital city (Sejong). One of the most controversial aspects of the relocation has been the bureaucratic inefficiency caused by its split nature. ICT-enabled solutions, dubbed “Smart Work”, were adopted to deal with this challenge, but have not been effective in avoiding inefficiency. In this article, we argue that different forms of organisational inertia created resistance to switching from traditional work routines to Smart Work’s ICT-assisted equivalents. Various forms of inertia–psychological (anxiety around learning new technologies), cognitive (culture/norms in face-to-face work routines), technological (stickiness of pre-existing IT system), political (continued influence from elected officials), and resource allocation (success bias from previous digital government projects)–significantly influenced public managers’ work practices in Sejong. These types of inertia, we argue, have reinforced face-to-face communication rather than digital communication, on-site visits rather than video-conferencing, and fixed-time work rather than flex-work. Our findings challenge dominant views from functionalist models of digital transformation and emphasise the importance of cultural congruency between workplace norms and technophilic business processes.

scholarly journals ESTIMATION OF BUSINESS VALUE AS AN ELEMENT OF FORMATION OF BUSINESS MODELS OF INDUSTRIAL ENTERPRISES AND AGRICULTURAL COMPLEX IN THE CONDITIONS OF DIGITALIZATION OF THE ECONOMY

2020 ◽  
Author(s):  
Maksym Odnorog ◽  
◽  
Mykhailo Pivtorak ◽  
Oksana Zagorodniuk ◽  
◽  
...  
Keyword(s):  
Best Practices ◽  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Digital Technologies ◽  
Economic Security ◽  
Digital Transformation ◽  
Enterprise Management ◽  
Industrial Enterprises ◽  
Digital Management

To date, digital technologies and their widespread practice have formed the potential for completely new business models. However, most organizations are either in the early stages of the digital transformation process, or do not yet dare to form a digital business model that will provide real benefits from digital technologies. In any case, taking into account the enormous pace of global digitalization, it is extremely important to adapt the best practices of digital transformation to the improvement of the Ukrainian economy as soon as possible. Based on this, consider the process of researching new and adapting existing management models. Digital transformation – the introduction of modern technologies to radically change the business models of enterprise management today is considered the most important topic for organizations around the world. The requirements of the new digital economy represent the digital transformation as a conscious strategic process of business modification through adaptive management and implementation of digital technologies, ie the restructuring of existing business models. The same happens at industrial and agro-industrial enterprises, the analog period of which is coming to an end. Industries are entering the digital age, thanks to which enterprises are developing in accordance with the new focus. For this reason, it is very important for the formation of digital models of enterprise management to strategically understand the possibilities of digital technology development in their connection with business processes and business models. The analysis of the main traditional models of effective management of enterprises was carried out and their fundamental differences from the Ukrainian approach to management were revealed, the possibilities of implementation of the principles of existing business models by Ukrainian enterprises were considered. In addition, a roadmap for the transition from a traditional to a digital enterprise was proposed for consideration. The process of modeling the digital management system of the enterprise is revealed. Currently, a prerequisite for the prosperity of the economy of industry and agriculture and, consequently, the economy of Ukraine, is adaptive digital management as a basis for economic security of the enterprise. It was found that the relentless introduction of digital technologies, «copying best practices» can later be in reality as dangerous as the refusal to master new technologies. Therefore, choosing the direction of your own digitization, you must first study everything thoroughly, so as not to miss the moment and not to remain in the ranks of the latter or in the past.

scholarly journals E-Leadership: The Implication of Digital Transformation for Leadership in Organizations in Africa

2020 ◽  
Author(s):  
Fetnani Cecilia
Keyword(s):  
South African ◽  
Large Scale ◽  
Business Processes ◽  
Digital Technologies ◽  
Structuration Theory ◽  
Leadership Competencies ◽  
Digital Transformation ◽  
Scale Transformation ◽  
Network Systems ◽  
Case Study Methodology

The paper discusses electronic leadership (e-leadership) competencies that would ensure organizational competitiveness in the digital transformation of an organisation or a unit of an organisation. Like any other large-scale transformation of a business that has high failure rates, digital transformation can fail and it is failing in organisations in Africa; making them bankrupt requiring business rescue or taking them completely out of business. Digital transformation is considered as the process of using digital technologies (integrating cyber-physical systems (CPS) i.e., (intelligent network systems) and business processes) to create and improve production, sustain customer experiences; thus, the use of digital technologies to integrate business process, office automation, industrial process and factory automation to transform business. It is therefore argued that most African organizations are currently faced with the critical challenge of determining the pre- convergence and convergence of technologies, their alignment with strategy and their integration with business processes and systems to build digital business infrastructure for competitiveness. The concept of enactment of technology-in-practice derived from Adaptive Structuration Theory was used as a lens through which to understand and interpret the implications of the digital transformation on leadership competencies to derive e-leadership profile to lead African businesses in the digital age. As such the objective of this paper is to determine the competencies of e-leadership to lead digital transformation agenda of an organization in a highly and digitally competitive marketplace. It is a qualitative study, using an interpretative paradigm in a case study methodology where semi- structured interviews were used to collect data from each unit of analysis representing specific South African based businesses. The selected Cases in South African were extensively investigated. The enactment of e-leadership derived from AST is proposed to lead digital transformation. The implication is that the deployment of e-leadership in an organization has a potential to yield benefits such as the creation of higher organisational flexibility, empowerment of staff and strategic/competitive advantages for the organization. This paper proposes that having effective e-leaders in an organisation would lead to adequate appropriation of digital technologies to digitally transform an organisation.

scholarly journals Digitalization of Business Processes of Enterprises of the Ecosystem of Industry 4.0: Virtual-Real Aspect of Economic Growth Reserves

2021 ◽  
Vol 18 ◽  
pp. 569-580
Author(s):  
Kateryna Kraus ◽  
Nataliia Kraus ◽  
Oleksandr Manzhura
Keyword(s):  
Economic Growth ◽  
Virtual Reality ◽  
Data Storage ◽  
Industry 4.0 ◽  
Large Scale ◽  
Business Processes ◽  
Digital Transformation ◽  
Cloud Services ◽  
Scale Production ◽  
Cloud Platform

The purpose of the research is to present the features of digitization of business processes in enterprises as a foundation on which the gradual formation of Industry 4.0 and the search for economic growth in new virtual reality, which has every chance to be a decisive step in implementing digital strategy for Ukraine and development of the innovation ecosystem. Key problems that arise during the digitalization of business processes in enterprises are presented, among which are: the historical orientation of production to mass, “running” sizes and large batches; large-scale production load; the complexity of cooperation and logic between production sites. It is determined that high-quality and effective tools of innovation-digital transformation in the conditions of virtual reality should include: a single system of on-line order management for all enterprises (application registration – technical expertise – planning – performance control – shipment); Smart Factory, Predictive Maintenance, IIoT, CRM, SCM. Features of digital transformation in the part of formation of enterprises of the ecosystem of Industry 4.0 are revealed. The capabilities and benefits of using Azure cloud platform in enterprises, which includes more than 200 products and cloud services, are analyzed. Azure is said to support open source technologies, so businesses have the ability to use tools and technologies they prefer and are more useful. After conducting a thorough analysis of the acceleration of deep digitalization of business processes by enterprises, authors proposed to put into practice Aruba solution for tracking contacts in the fight against COVID-19. Aruba technology helps locate, allowing you to implement flexible solutions based on Aruba Partner Ecosystem using a USB interface. It is proposed to use SYNTEGRA – a data integration service that provides interactive analytics and provides data models and dashboards in order to accelerate the modernization of data storage and management, optimize reporting in the company and obtain real-time analytics. The possibilities of using Azure cloud platform during the digitization of business processes of enterprises of the ecosystem of Industry 4.0 in the conditions of virtual reality are determined.

scholarly journals Targeted digital transformation model for universities

2021 ◽  
pp. 22-36
Author(s):  
П.В. Терелянский ◽  
А.В. Троицкий ◽  
С.И. Ашмарина ◽  
А.В. Балановская ◽  
К.В. Раев ◽  
...  
Keyword(s):  
Decision Support ◽  
Decision Support System ◽  
Support System ◽  
Business Processes ◽  
New Technologies ◽  
Digital Transformation ◽  
Point Of View ◽  
Transformation Model ◽  
Research Activities ◽  
The University

Одним из ключевых направления трансформации системы образования становится развитие цифровой инфраструктуры вузов, что требует полного преобразования бизнес-процессов университета, с использованием новых технологий. Это позволит осуществить качественный скачок продуктивности работы университета, привлечение новых инвестиций, сокращение издержек на различные дублирующие процессы. Целью этих усилий является создание и внедрение единой модели управления всеми коммуникациями в вузе. С технологической точки зрения такая модель должна включать в себя организационно-административные решения, логически увязанные с глобальной информационной системой, представляющей собой систему поддержки принятия решений советующего типа. Все это должно представлять собой единое кросс-платформенное решение, с возможностью автоматизации любых бизнес-процессов университета, включающее информатизацию вузовского документооборота, организацию научно-исследовательской деятельности в едином модуле подготовки бухгалтерской и ведомственной отчетности, создание виртуальной приемной комиссии и служб деканатов, увязанных с мобильным многофункциональным центром контроля успеваемости и поддержки социальных проектов для студенчества, модуль онлайн-занятий и конференций, а также конструктор образовательных программ для профессорско-преподавательского состава. Ключевые слова цифровая трансформация; дистанционное обучение;стратегия информатизации; система управления проектами; цифровая платформа; система коммуникаций вуза;единое информационное пространство; система поддержки принятия решений. One of the key areas of transformation of the education system is the development of digital infrastructure of universities, which requires a complete transformation of the university's business processes, using new technologies. This will make it possible to make a qualitative jump in the productivity of the university, attract new investments, and reduce costs for various duplicate processes. The purpose of these efforts is to create and implement a single model for managing all communications at the university. From a technological point of view, such a model should include organizational and administrative decisions logically linked to the global information system, which is a decision support system of the advisory type. All this should be a single cross-platform solution, with the ability to automate any business processes of the university, including informatization of university document circulation, organization of research activities in a single module for preparing accounting and departmental reports, Creation of a virtual admissions commission and services of deaneries linked to a mobile multifunctional center for monitoring academic performance and supporting social projects for students, a module of online classes and conferences, as well as a designer of educational programs for faculty. Keywords digital transformation; distance learning; informatization strategy; project management system; digital platform; university communications system; a single information space; decision support system.

Managing Complexity in a Digital Transformation

2021 ◽  
pp. 58-61
Author(s):  
Elena Shirinkina ◽  
B. Sobirov
Keyword(s):  
Corporate Culture ◽  
Business Processes ◽  
New Technologies ◽  
Digital Transformation ◽  
Practical Significance ◽  
Doing Business ◽  
Technological Complex ◽  
Managing Complexity

The relevance of the study is due to the fact that today doing business without digitalization is simply impossible, thanks to new technologies, operations have appeared that ten years ago we could not even imagine, and many of the familiar ones, in turn, have been transformed beyond recognition. At the same time, with the growth of the technological complex, corporate architectures continue to rapidly become more complex. The purpose of this study is to develop tools for managing complexity as one of the components of the VUCA world. The experience and evidence of why the leaders of digital transformation need to change their thinking are presented, the author's interpretation of complexity is given and how to manage it. The practical significance of the study will allow organizations to develop a strategy for the formation of a corporate culture in the context of digitalization of business processes.

Segitiga Kebijakan dan Analisis SWOT Mengenai Implementasi Kebijakan PSBB dalam Penanggulangan COVID-19 di DKI Jakarta

2021 ◽  
Vol 3 (1) ◽  
pp. 24
Author(s):  
Risa Laras Wati ◽  
Belinda Meliana Elisabet ◽  
Goalbertus Goenawan ◽  
Nurhanifah Nurhanifah ◽  
Hadi Pratomo
Keyword(s):  
Large Scale ◽  
Swot Analysis ◽  
Central Government ◽  
Secondary Data ◽  
Provincial Government ◽  
Capital City ◽  
Community Leaders ◽  
Planning Tool ◽  
Threat Analysis ◽  
The Status

Latar Belakang. Provinsi DKI Jakarta merupakan provinsi dengan kasus tertinggi COVID-19 di Indonesia. Pada 23 Juni 2020 terdapat 10.123 kasus terkonfirmasi dan merupakan provinsi yang pertama kali menetapkan status Pembatasan Sosial Berskala Besar (PSBB).Tujuan. Mengkaji implementasi kebijakan PSBB untuk merumuskan strategi pelaksanaan kebijakan di masa mendatang.Metode. Implementasi kebijakan PSBB Provinsi DKI Jakarta dianalisis dengan menggunakan analisis SWOT (Strength, Weakness, Opportunity, Threat). Analisis SWOT merupakan suatu alat perencanaan strategis yang banyak digunakan dalam program pengembangan masyarakat, kesehatan dan pendidikan. Penelitian menggunakan data sekunder berupa kebijakan-kebijakan PSBB yang diperoleh melalui situs resmi Pemerintah Provinsi DKI Jakarta dan berita-berita terkait kebijakan PSBB DKI Jakarta yang dimuat di media cetak maupun elektronik pada rentang waktu antara 25 Februari 2020 sampai dengan 5 Juni 2020.Hasil. Adanya dukungan dari tokoh masyarakat, aplikasi untuk mendukung pekerjaan dan pendidikan jarak jauh, serta adanya dukungan dari pemerintah pusat, TNI dan Polri serta tokoh masyarakat merupakan suatu peluang agar bisa menerapkan kebijakan secara maksimal.Kesimpulan. Kebijakan PSBB sudah diimplementasikan dengan baik karena sudah mengatur seluruh aspek kehidupan masyarakat dan berhasil menekan penyebaran COVID-19 di Ibu Kota. ABSTRACTIntroduction. DKI Jakarta is the province with the highest COVID-19 cases in Indonesia, with 10.123 confirmed cases as of 23th June 2020, and it was the first province to determine the status of Large-Scale Social Restrictions (PSBB).Objective To review the implementation of large scale social restrictions policy to formulate a strategy for implementing future policies Methods. The implementation of the DKI Jakarta PSBB policy was analyzed using a SWOT (Strength, Weakness, Opportunity, Threat) analysis. SWOT analysis is a strategic planning tool that is widely used in community development, health and education programs. The study uses secondary data in the form of PSBB policies obtained through the official website of the DKI Jakarta Provincial Government as well as news related to the DKI Jakarta PSBB policies published in print and electronic media in the period between 25 th February 2020 to 5 th June 2020 Results. The existence of support from community leaders, applications to support work and study from home, as well as support from the Central Government, TNI and Polri as well as community leaders are an opportunity to be able to implement policies optimallyConclusion. The PSBB policy has been well implemented because it has managed all aspects of people’s lives and has succeeded in suppressing the spread of COVID-19 in the capital city.

The Digital Transformation of the Knowledge Worker

2021 ◽  
Author(s):  
Fernando Luis Creus
Keyword(s):  
Business Model ◽  
Business Processes ◽  
Corporate Strategy ◽  
Oil And Gas ◽  
New Technologies ◽  
Knowledge Workers ◽  
Knowledge Worker ◽  
Oil And Gas Industry ◽  
Digital Transformation ◽  
Digital World

Abstract Technological advances unveil a dual reality in the oil and gas Industry. On one hand, the benefits of blockchain and artificial intelligence (AI), among others, has arrived to revolutionize the industry. On the other hand, industry professionals remain trapped in bureaucratic processes that undermine their performance. The diagnosis: knowledge workers, responsible for optimizing the recovery and economic performance of the fields, are the missing link in the digital transformation chain. They are suffering the digitalization of the status quo. This paper puts forward a broad digital transformation framework designed to increase the knowledge worker's productivity. Digital transformation is not just about the implementation and use of cutting-edge technologies. It is also the response to digital trends, and about adopting new processes and redesigning existing ones to compete effectively in an increasingly digital world. Prioritizing technology as the ultimate goal puts the business processes and the knowledge workers aside from the discussion. The key to this proposal is rethinking the business model according to the possibilities of new technologies based on a six-dimension scheme:Corporate strategy: It defines the long-term vision and investment criteria for value creation. Technology is an element within a business scheme that should not be analyzed in isolation.Digital strategy: Within the corporate strategy, what operational and strategic role does technology play? Should it only support the company's operation, or should it drive strategic reinvention?Culture: While digital transformation is the company's response to digital trends, culture is the muscle that provides (or not) the attributes required to succeed in this transformation endeavor. Innovation and creativity should be promoted as part of the company's DNA.Knowledge processes: A business model, built on new technologies, will necessarily impose new and automated practices. While the automation of physical processes is a fact, the automation of knowledge processes is the weakest link.Data governance: It defines the necessary conditions that guarantee the quality of the information and its strategic acquisition. Two elements are a must: the automation of processes, thereby avoiding arbitrariness in data management; and centralized databases, thereby eliminating data duplicity and criteria discrepancy.Data Science: At this point in the model, the company has efficient, automatic, and fast processes, assuring the quality and availability of the data from its conception to the final storage. Then, data scientists will have all the means, and a clear and aligned vision (corporate strategy) to extract meaningful insights for the business.

scholarly journals Digital Transformation Policy in Japan: the Case of Artificial Intelligence

2019 ◽  
Vol 10 (4) ◽  
pp. 516-529
Author(s):  
K. S. Kostyukova
Keyword(s):  
Artificial Intelligence ◽  
National Economy ◽  
Large Scale ◽  
New Technologies ◽  
Digital Transformation ◽  
Industrial Sectors ◽  
Advanced Technologies ◽  
Russian President ◽  
Media Reports ◽  
The Government

Purpose: this article includes the review of the Japanese policy on the national economy Digital Transformation, using the case of implementation of artificial intelligence for production and services, description and analysis of the current results, as well as identification of obstacles to achieve the expected results. Methods: the article is based on the analysis of scientific and analytical materials to the problem of research. The factual basis is the framework documents of the Cabinet of Japan, media, reports on research conducted by Japanese research institutes. Results: the article provides a brief review and analysis of the Japanese public policy of the development of AI technology, summarizes the interim results of the measures taken, identifies problematic factors that prevent the achievement of the expected results. The hypothesis is put forward about the insufficiency of government efforts to monitor and analyze the activities already implemented, the lack of practice of taking into account failures in the formation of new programs and projects. Recently, significant attention to the development of AI technology is paid in Russia. In 2019, Russian President Vladimir Putin approved the "National strategy for the development of AI until 2030". It is expected that the using of digital technologies, will increase the competitiveness of the national economy, improve the welfare of society. In this regard, the study of Japan's experience as one of the technological leaders in the development and using of digital transformation, is especially important. Conclusions and Relevance: To solve the current socio-economic problems, Japan government relies on the development of the advanced technologies. At the same time, the government continues to develop measures to stimulate the cooperation of the academic and industrial sectors to conduct joint R&D on priority technologies. However, due to the "closed" nature of Japanese corporations and the relative independence of government plans in determining the technological priorities development, the corporate sector is reluctant to follow government recommendations on the using new technologies in management and production processes, as well as joint projects with the academic sector are not large-scale and are rather formal. This situation indicates the continuing unpreparedness of key NIS participants for the perception of the advanced technologies and digital transformation.

scholarly journals Accounting procedures digital transformation for business processes improvement

2021 ◽  
Vol 8 (2) ◽  
pp. 44-50
Author(s):  
Alla Yasinska ◽  
Keyword(s):  
Business Models ◽  
Business Processes ◽  
New Technologies ◽  
Implementation Process ◽  
Transformation Process ◽  
Digital Transformation ◽  
Maximum Effect ◽  
Feasibility Assessment ◽  
Communication Links ◽  
The Impact

The article researches the impact of the digitalization and digital transformation process on the construction of functional management systems of modern enterprises. The article materials consider new information opportunities for business models building and business processes organization. Approaches to the improvement of operational processes and their optimization are substantiated. The evidence is given that the possible way to implement digitalization in certain areas may be: the concept (strategy), staff training and education, the new technologies implementation. It is defined that the implementation of the digital transformation of the business model can take place in stages at the level of its individual elements or components. It is supposed reasonable to use a system-oriented approach to management, which is based on understanding the object of management as a whole, the need for internal and external communication links, i.e., a set of related management methods and tools in the enterprise and its structural units. System-oriented management of the digitalization process in the article is considered to involve the business processes transformation. Such processes should be based on perfect digital strategy planning. Important components are the feasibility assessment of practical digital initiatives implementation, monitoring of promising areas of action, forecasting the expected effect of digitalization and comparison of innovative initiatives. The application of a systematic approach to the management of the digitalization process is justified at certain stages, which will allow in a certain sequence and order to get the maximum effect and ensure the achievement of goals and acceptable results. The main stages of system-oriented management of the business processes digitalization process are offered, as well as the main groups of factors of influence (external and internal) on the digitalization implementation process are determined.

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