Social Perspectives in Digital Business Models of Railway Enterprises

The digital transformation of business models is a process which helps traditional business solutions reach new functionalities through innovative technologies. Digital transformation is now crucial to the development of the rail transport sector. The main rail market entities are railway undertakings, infrastructure managers, entities in charge of maintenance, or certification bodies. Digitalization creates new opportunities to shape the business ecosystem in the rail transport sector. The aim of the research is to identify and indicate key social perspectives related to the development of digital business models functioning in railway enterprises. Technological aspects and relational determinants related to the strong mutual cooperation required between railway undertakings and infrastructure managers have particular significance in this context. In this approach, the digitalization of processes is important. The approach also reveals a significant process of business model socialization, which is conceptualized and operationalized through the evolution of social factors based on digital transformation.

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Pathways to Developing Digital Capabilities within Entrepreneurial Initiatives in Pre-Digital Organizations

Business & Information Systems Engineering ◽

10.1007/s12599-021-00739-3 ◽

2022 ◽

Author(s):

Robert Keller ◽

Philipp Ollig ◽

Patrick Rövekamp

Keyword(s):

Business Models ◽

Single Case ◽

Digital Transformation ◽

Single Case Study ◽

Capability Development ◽

Dynamic Nature ◽

Digital Business Models ◽

Key Characteristics ◽

Set Up

AbstractTo enable new digital business models, pre-digital organizations launch entrepreneurial initiatives. However, in developing the required digital capabilities, pre-digital organizations often face challenges as they are marked by the ways they have historically established their organizational identity. Research on how pre-digital organizations can develop digital capabilities remains scarce. This study draws on a single case study to illustrate potential pathways for the development of digital capabilities. Two key characteristics are identified: the source of digital capability development and the set-up of the actors involved. The authors synthesize four possible pathway manifestations, discuss the dynamic nature of pathway combinations, and suggest that managing a portfolio of pathways may be crucial for pre-digital organizations. Therefore, the study contributes to a better understanding of digital transformation in pre-digital organizations. Furthermore, it provides guidance for practitioners to reflect on when deciding which pathways to follow.

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Responding to the COVID-19 crisis: the rapid turn toward digital business models

Journal of Science and Technology Policy Management ◽

10.1108/jstpm-10-2020-0155 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Charlotta Kronblad ◽

Johanna Envall Pregmark

Keyword(s):

Business Model ◽

Design Methodology ◽

Business Models ◽

Digital Transformation ◽

Service Industries ◽

Organizational Characteristics ◽

Negative Effects ◽

Departure Point ◽

Content Type ◽

Digital Business Models

Purpose The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society. Design/methodology/approach In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon. Findings The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever. Originality/value The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.

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Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies

Sustainability ◽

10.3390/su11123367 ◽

2019 ◽

Vol 11 (12) ◽

pp. 3367 ◽

Cited By ~ 1

Author(s):

Marek Jabłoński ◽

Adam Jabłoński

Keyword(s):

Social Factors ◽

Business Models ◽

Business Environment ◽

Digital Transformation ◽

Social Effects ◽

Quality Of Services ◽

Ahp Method ◽

The Creation ◽

Service Ecosystem

The aim of the paper is to present the results of research into the assessment of social factors resulting from the digitalization of railway companies’ business models and building, by means of the AHP method, a ranking of the significance of these criteria in the process of their digital transformation. The results focused on identifying the components of the business models of railway companies that are most affected by social factors and the creation of such factors. Railway companies do not operate within the business environment alone. In the context of processes, they form one common technical and service ecosystem. Digitalization should increase opportunities to create positive social effects which influence the quality of services provided and the safety of rail traffic as well as the increased efficiency of business models.

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Modelling Business Ecosystem of Digital Marketplace Using Value Network

Journal of Business & Economic Analysis ◽

10.36924/sbe.2020.3203 ◽

2020 ◽

Vol 3 (2) ◽

Keyword(s):

Business Models ◽

Digital Transformation ◽

Digital Platforms ◽

Value Network ◽

Business Ecosystem ◽

The World ◽

New Business ◽

Big Picture ◽

Digital Business Ecosystem ◽

New Business Models

We are witnessing the digital transformation of businesses has spread across products or services, processes, and deliveries. New business models that take advantage of the digitation process are growing fast and digital platforms spring up in many parts of the world. As digital platforms rely on collaborative actors, viewing a digital firm in isolation may not be appropriate. As such, considering a digital platform in its two-sided network business ecosystem is more suitable to get the big picture of the platform and then analyze how the platform interacts with its surroundings in the ecosystem to keep the balance and expand. The purpose of this paper is to construct a model to map and analyse digital business ecosystem. The paper discusses some theories that are incorporated for the construction of the model and step-by-step how the model is developed. The paper uses as a case to demonstrate how the model works in mapping and analysing a digital business ecosystem of a two-sided market.

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Reflection of Digital Transformation on Corporate Sustainability and a Theoratical Perspective

Handbook of Research on Strategic Fit and Design in Business Ecosystems - Advances in E-Business Research ◽

10.4018/978-1-7998-1125-1.ch010 ◽

2020 ◽

pp. 231-258

Author(s):

Cemal Zehir ◽

Burcu Özgül

Keyword(s):

Natural Resources ◽

Industry 4.0 ◽

Business Models ◽

Corporate Sustainability ◽

Digital Transformation ◽

Process Automation ◽

Digital Business Models ◽

Industrial Manufacture ◽

The World ◽

Theoretical Frame

With its high process automation and digitalization, Industry 4.0 provides new opportunities to actualize more flexible, higher quality, speedy, cheap, and productive manufacturing and services. Containing numerous technology and paradigms, Industry 4.0 is expected to transform the industrial manufacture and society by aiming at economic, social, and environmental gains. The facts that natural resources are running out, lifecycle of the world is diminishing, and society has increasing anxiety on this situation. These have been the propulsive power for the development of Industry 4.0. By means of the technology and innovations that Industry 4.0 brings along, it is clear that it could also contribute to the recent popular and emphasized concept:sustainability. In this chapter, after giving information about the paradigms related with Industry 4.0, the theoretical frame of corporate sustainability and the effect of digital transformation on corporate sustainability have been evaluated. And then, constructing sustainable digital business models and focusing on value proposal have been discussed.

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Towards Digital Transformation with 5G Technology

IJEEC - INTERNATIONAL JOURNAL OF ELECTRICAL ENGINEERING AND COMPUTING ◽

10.7251/ijeec1802101b ◽

2019 ◽

Vol 2 (2) ◽

Author(s):

Nataša Banović–Ćurguz ◽

Dijana Ilišević ◽

Djuradj Budimir

Keyword(s):

Performance Indicators ◽

Business Models ◽

Short Review ◽

Digital Transformation ◽

Dynamic Changes ◽

Research Activities ◽

Digital Business Models ◽

Machine Type Communications ◽

The Internet Of Things ◽

Basic Asset

This paper presents a short review of recent research activities on 5G as the next generation of wireless technology, the requirements they are facing, user scenarios, functionalities, and KPIs (Key Performance Indicators) as a measure of assessing the performances of these systems. 5G technology also known as International Mobile Telecommunications 2020, (IMT-2020) will dramatically increase the capabilities of the Internet of Things, Vehicle-to-everything and will pave the way for massive machine-type communications. While it is not yet define how the ultimate 5G design will be, it is possible to identify the most important services, functionality and KPIs that will provide satisfactory solutions to innovative digital business models after 2020. It is expected that 5G standards be in focus of Regulation Agencies, mainly through socio-economic analysis. In emerging markets, socio-economic dimensions of wireless connectivity must be considered carefully since data will be basic asset in digital age. This paper also highlights the importance of changes in mindset of regulation framework in telecommunications sector. Strong understanding of digital transformation is crucial in order to stay competitive in dynamic changes in the future.

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EXPONENTIAL ORGANIZATIONS AND DIGITAL TRANSFORMATION: TWO SIDES OF THE SAME COIN

International Journal for Innovation Education and Research ◽

10.31686/ijier.vol7.iss10.1787 ◽

2019 ◽

Vol 7 (10) ◽

pp. 385-404

Author(s):

Fonttamara Lima ◽

Giuliano Rainatto ◽

Norberto de Almeida Andrade ◽

Fernando Rodrigues da Silva

Keyword(s):

Business Models ◽

Field Research ◽

Digital Transformation ◽

Digital Tools ◽

Agile Methods ◽

Digital Business Models ◽

Start Ups ◽

The Relationship ◽

Two Sides ◽

Structured Questionnaire

The objective of this paper is to verify if there is a link between start-ups that have characteristics of exponential organizations and if this growth has a connection with the digital transformation. It is a bibliographic research with a field research based on the theoretical framework in order to understand the influence of digital transformations on ExOs. A semi-structured questionnaire was used to investigate the relationship between ExOs and digital transformation, will be applied to founders and co-founders of six start ups of different segments and sizes, their answers analyzed qualitatively, based on the theories of exponential organizations, would have singularity and abundance. After the analysis it is concluded that of the companies studied, which have strong characteristics of exponential organizations, 100% of them use digital business models (software or platforms) and operate with the strong use of digital tools and agile methods.

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An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

Voprosy Ekonomiki ◽

10.32609/0042-8736-2020-6-37-55 ◽

2020 ◽

pp. 37-55 ◽

Cited By ~ 1

Author(s):

A. E. Shastitko ◽

O. A. Markova

Keyword(s):

Business Models ◽

Rapid Development ◽

Digital Transformation ◽

Market Definition ◽

Type I ◽

Type Ii ◽

Digital Platforms ◽

Advantages And Disadvantages ◽

Pass Through ◽

Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

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