On-Becoming Digital Organisation: Digital Competence, Digital Leadership and Digital Culture in Indonesia Airports

2020 ◽  
Vol 11 (1) ◽  
pp. 11-11
Author(s):  
Nopriadi Saputra ◽  
Aldy M. Saputra
Keyword(s):  
Corporate Culture ◽  
Digital Technology ◽  
Business Environment ◽  
Organizational Capabilities ◽  
Digital Culture ◽  
Success Factor ◽  
Digital Competence ◽  
Business Goals ◽  
World Class ◽  
Owned Company

Changes in the business environment that are continuous and disruptive, encourage companies to transform into digital organizations. Organizations does not only have digital as their resources, but also have organizational capabilities to utilize digital technology for achieving business goals. Related to the development of digital organizational digital capability, digital competence of whole employees becomes a key success factor. Digital leadership of the superiors and digital based corporate culture become important antecedents. This study was conducted at PT Angkasa Pura 1 (Persero). It is an Indonesia state-owned company which manages 15 airports in Bali, Lombok, Solo, Jogjakarta, Surabya, Makasar, Menado, Ambon, Kupang, and Papua. Becoming a modern organisation which providing world-class service quality by utilizing digital technology, it is an imperative for PT Angkasa Pura I. Therefore, the development of digital competence is an essential factor. This study aimed to examine the effect of digital leadership and digital culture on digital competence of airport officers. Does digital leadership of the superior have a significant impact on digital competence of airport officer? Does digital culture impact on the digital leadership of the superiors and also impact on digital competence of airport officer? Keywords: digital competence, digital leadership, digital culture

scholarly journals Transforming into Digital Organization by Orchestrating Culture, Leadership, and Competence in Digital Context

2020 ◽  
Vol 8 (4) ◽  
pp. 208-216
Author(s):  
Nopriadi Saputra ◽  
Aldy Maulana Saputra
Keyword(s):  
Corporate Culture ◽  
Jel Classification ◽  
Competence Development ◽  
Digital Culture ◽  
Digital Competence ◽  
Cross Sectional ◽  
Organizational Perspective ◽  
Owned Company ◽  
The Impact

Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, M14 Keywords: Corporate Culture, Leadership, Digital Competence Reference to this paper should be made as follows: Saputra, N.; Saputra, A.M. (2020). Transforming into Digital Organization by Orchestrating Culture, Leadership and Competence in Digital Context, GATR Global J. Bus. Soc. Sci. Review, 8(4): 208 – 216. https://doi.org/10.35609/gjbssr.2020.8.4(2)

Developing Self-Regulating Actors in the Pre-Digital Organization

2021 ◽  
Vol 6 (1) ◽  
pp. 44-55
Author(s):  
Nopriadi Saputra ◽  
Reni Hindriari
Keyword(s):  
Corporate Culture ◽  
Organizational Factors ◽  
Top Management Teams ◽  
Digital Transformation ◽  
Digital Culture ◽  
Top Management ◽  
Digital Competence ◽  
Cross Sectional ◽  
Digital Skills ◽  
The Impact

Objective - Developing self-regulated actors in digital transformation of pre-digital organization is a critical and strategic issue. This article aims to examine and explain the historical development of self-regulated actors from an organizational behaviour perspective. By testing the impact of digital skill individually, digital leadership as group factor, and digital culture and digital mindset as organizational factors on self-regulating actor development, this article will gain insightful understanding in leading digital transformation. Methodology/Technique - This article is based on a cross-sectional study which involved 321 permanent staff or employees of the leading state-owned company in the Indonesian pharmaceutical industry. The collected data is structured and analysis with SmartPLS version 3. 0 as PLS-SEM application. Findings - The analysis results explain that self-regulating actors are influenced by digital skills, digital leadership, and digital culture directly, but are influenced by digital mindset indirectly. Digital mindset of top management teams will impact on self-regulated actor development, if it is directed to strengthen digital culture, then digital culture will impact on digital skills. Novelty - Digital culture impacts self-regulating actor development more directly than digital mind set of top management team in the pre-digital organization. By impacting digital culture, digital mindset of top management will impact self-regulating actor development. Type of Paper: Empirical. JEL Classification: L16, M14. Keywords: Corporate Culture; Self-Regulated; Leadership; Digital Competence Reference to this paper should be made as follows: Saputra, N; Hindriari, R. (2021). Developing Self-Regulating Actors in the Pre-Digital Organization, Journal of Management and Marketing Review, 6(1) 44 – 55. https://doi.org/10.35609/jmmr.2021.6.1(5)

Conclusion

2020 ◽  
pp. 698-719
Author(s):  
Ronald E. Rice ◽  
Simeon J. Yates ◽  
Jordana Blejmar
Keyword(s):  
Digital Technology ◽  
Digital Literacy ◽  
Theory Development ◽  
Policy Implications ◽  
Digital Culture ◽  
Future Research ◽  
Technology And Society ◽  
Ongoing Research ◽  
Positive Effects ◽  
Research Areas

We conclude the Handbook of Digital Technology and Society by identifying topics that appear in multiple chapters, are more unique to some chapters, and that represent general themes across the material. Each of these is considered separately for the ESRC theme chapters and the non-ESRC chapters. In the ESRC theme chapters, cross-cutting research topics include digital divides and inequalities; data and digital literacy; governance, regulation, and legislation; and the roles and impacts of major platforms. Cross-cutting challenges include methods; theory development, testing, and evaluation; ethics; big data; and multi-platform/holistic studies. Gaps include policy implications, and digital culture. In the non-ESRC chapters, more cross-cutting themes include future research and methods; technology venues; relationships; content and creation; culture and everyday life; theory; and societal effects. More unique, these were digitization of self; managing digital experience; names for the digital/social era; ethics; user groups; civic issues; health, and positive effects. The chapter also shows how the non-ESRC chapters may be clustered together based on their shared themes and subthemes, identifying two general themes of more micro and more macro topics. The identification of both more and less common topics and themes can provide the basis for understanding the landscape of prior research, what areas need to be included in ongoing research, and what research areas might benefit from more attention. The chapter ends with some recommendations for such ongoing and future research in the rich, important, and challenging area of digital technology and society.

Post-digital prosumption and the sharing economy of space: The pay-per-minute cafe

2021 ◽  
pp. 146954052110220
Author(s):  
Alexandra Kviat
Keyword(s):  
Consumer Culture ◽  
Digital Technology ◽  
Sharing Economy ◽  
Digital Culture ◽  
Cultural Impact ◽  
Pricing Policy ◽  
Digital Platforms ◽  
Brick And Mortar ◽  
Physical Spaces

Although prosumption and the sharing economy are currently at the cutting edge of consumer culture research, little attempt has been made to explore the theoretical relationship between these concepts and approach them with a pluralistic, dynamic, nuanced and ethnographically informed lens moving beyond the dichotomies of capitalism versus anti-capitalism, rhetoric versus reality, exploitation versus empowerment and traditional versus digital consumer culture. This article addresses these gaps by focusing on the phenomenon of pay-per-minute cafes – physical spaces inspired by digital culture and meant to apply its principles in the brick-and-mortar servicescape. Drawing on a multi-site, multi-method case study of the world’s first pay-per-minute cafe franchise, the article shows a multitude of ways in which prosumption and the sharing economy, both shaped by different configurations of organisational culture, physical design, food offer and pricing policy, are conceived, interpreted and experienced by the firms and customers across the franchise and argues that conflicts and contradictions arising from this diversity cannot be reduced to the narrative of consumer exploitation. Finally, while both prosumption and the sharing economy are typically defined by the use of digital platforms, this article makes a case for a post-digital approach to consumer culture research, looking into the cultural impact of digital technology on traditional servicescapes.

Cosmopolitan Capitalists and Colonial Rule. The business structure and corporate culture of the Swiss merchant house Volkart Bros., 1850s–1960s

2020 ◽  
pp. 1-44
Author(s):  
CHRISTOF DEJUNG
Keyword(s):  
South Asia ◽  
Social History ◽  
Corporate Culture ◽  
Economic History ◽  
Positive Interactions ◽  
Colonial Rule ◽  
Private Company ◽  
European Firm ◽  
Business Goals ◽  
History Of

Abstract This article examines the history of the Swiss merchant house Volkart Bros., which was one of the most important exporters of Indian raw cotton and one of the biggest trading firms in South Asia during the colonial period. The study allows for a fresh look at Indian economic history by putting forth two main arguments. First, it charts the history of a continental European firm that was active in South Asia to offer a better understanding of the economic entanglements of the subcontinent with the wider world, which often had a reach beyond the empire. This ties in with recent research initiatives that aim to examine the history of imperialism from a transnational perspective. Second, the history of a private company helps in developing a micro-perspective on the often ambiguous relation between the business goals of individual enterprises and colonial rule. The article argues that this may be evidence of the fact that capitalism and imperialism were two different, although sometimes converging, spatial structures, each with a distinct logic of its own. What is more, the positive interactions between European and Indian businessmen, fostered by a cosmopolitan attitude among business elites, point to the fact that even in the age of empire, the class background of actors could be more important for the establishing of cooperative ventures than the colour of their skin or their geographical origin. It is argued that this offers the possibility of examining the history of world trade in terms of global social history.

scholarly journals SERVICE CREATION FOR RE-NORMALISING ESSENTIAL BUSINESS ENVIRONMENT: A PREVENTION BASED DIGITAL TECH APPROACH

2021 ◽  
Vol 1 ◽  
pp. 2631-2640
Author(s):  
Santosh Maurya ◽  
Tezuka Shin ◽  
Kentaro Watanabe ◽  
Hiroshi Nakagoe
Keyword(s):  
Work Environment ◽  
Digital Technology ◽  
Business Environment ◽  
Business Owners ◽  
Proof Of Concept ◽  
Business Environments ◽  
Digital Services ◽  
Service Creation ◽  
Prevention Through Design ◽  
After Effect

AbstractThis research investigates service creation in/after effect of coronavirus pandemic targeting the essential business environment. It follows prevention through design approach to facilitate business owners to maintain their business environments at low COVID contraction risks, for both customers and staff. The effectiveness of recommended prevention practices (like social distancing and hand-sanitising) is uncertain at public workplaces, simply due to inevitable workers and customers interactions. Such uncertainty, especially in cases of retail stores and hospitals, raises a need for the design of services and support systems for common/necessary public business activities to reduce the burden on people involved. This research investigates the risk-related metrics to realise such digital services, focussing on three types: congestion at the work environment, disinfection of store area/objects, and sanitisation of people and staffs involved. Based on this, a digital technology-based service COVSAFE was created and tested through a proof-of-concept implementation for a supermarket business environment. This implementation and its evaluations highlight the bottlenecks/challenges for realising this system in everyday scenarios.

Benchmarking the practices of flexibility with maturity models and frameworks of organizational capabilities

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sanjai Kumar Shukla ◽  
Sushil
Keyword(s):  
Information Technology ◽  
Comparative Analysis ◽  
Business Environment ◽  
Organizational Capabilities ◽  
Maturity Model ◽  
Human Capabilities ◽  
Maturity Models ◽  
Content Type ◽  
Wide Range ◽  
Flexibility Maturity

PurposeOrganizational capabilities are crucial to achieve the objectives. A plethora of maturity models is available to guide organizational capabilities that create a perplexing situation about what stuff to improve and what to leave. Therefore, a unified maturity model addressing a wide range of capabilities is a necessity. This paper establishes that a flexibility maturity model is an unified model containing the operational, strategic and human capabilities.Design/methodology/approachThis paper does a comparative analysis/benchmarking studies of different maturity models/frameworks widely used in the information technology (IT) sector with respect to the flexibility maturity model to establish its comprehensiveness and application in the organization to handle multiple goals.FindingsThis study confirms that the flexibility maturity model has the crucial elements of all the maturity models. If the organizations use the flexibility maturity model, they can avoid the burden of complying with multiple ones and become objective-driven rather than compliance-driven.Research limitations/implicationsThe maturity models used in information technology sectors are used. This work will inspire other maturity models to adopt flexibility phenomena.Practical implicationsThe comparative analysis will give confidence in application of flexibility framework. The business environment and strategic options across organizations are inherently different that the flexibility maturity model well handles.Social implicationsA choice is put to an organization to see the comparison tables produced in this paper and choose the right framework according to the prevailing business situation.Originality/valueThis is the first study that makes a conclusion based on comparative benchmarking of existing maturity models.

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.

scholarly journals УПРАВЛІННЯ ЗМІНАМИ НА ДОБУВНИХ ПІДПРИЄМСТВАХ УКРАЇНИ ЯК ЧИННИК ЇХ РОЗВИТКУ

2019 ◽  
Vol 131 (1) ◽  
pp. 111-118
Author(s):  
Наталія Сергіївна Приймак
Keyword(s):  
Corporate Culture ◽  
Resistance To Change ◽  
Raw Materials ◽  
Production Capacity ◽  
Business Environment ◽  
Government Support ◽  
Extractive Industries ◽  
Extractive Industry ◽  
Primary Sector ◽  
Consumer Safety

Extractive industries (mining and quarrying, in particular) is a strategically important part of the primary sector of Ukraine. The current state of the extractive industries is characterized by a certain revival, however only in a few sectors. The purpose of this paper is to provide insights to the extractive industry performance and identify the main factors of change that will ensure growth in the primary sector. The analysis showed that as of today the extractive industry companies demonstrate low performance efficiency (a slowdown in production growth rate, fluctuations in cost effectiveness and profits, a significant share of unprofitable businesses), their technical and production capacity fail to meet the global trends which is underpinned by ineffective opportunity management in the given sector. For extractive industries, change management gains critical importance subject to their high environmental dynamism. Changes in the business environment in the mining and quarrying sectors are generated by the factors of space, time, consumer, safety, products, price – all of which initiate external changes; reduce (curtail) lag changes; trigger changes in the market infrastructure and the range of related services; promote government support extension; yet again prove the need for changes in extraction engineering and technology, raw materials processing and enrichment; assign changes in approaches to cost control and pricing methods. The key messages that make companies move forward to change should be: increasing difficulties in confronting the entropic effects of the external environment; crisis phenomena within companies; deterioration of market environment; company management or any stakeholders’ (their groups) initiatives of changes; contact group information on certain requirements for products, prices, resources cost, etc. The research findings have revealed the following headwinds that hamper changes: the lack of effective management and professional managers capable of implementing the entire cycle of changes; inefficient organizational structure, the presence of conflicts in the organization; resistance to change; undeveloped corporate culture of the enterprise.

scholarly journals ANALISIS PAKAR TERHADAP TINGKAT TURBULENSI LINGKUNGAN ORGANISASI BISNIS TELEKOMUNIKASI SELULAR DI INDONESIA

2017 ◽  
Vol 9 (2) ◽  
Author(s):  
Dwi Idawati ◽  
Arya Hadi Dharmawan ◽  
Sjafri Mangkuprawira
Keyword(s):  
New Technologies ◽  
Secondary Data ◽  
Business Environment ◽  
Telecommunication Industry ◽  
Success Factor ◽  
Mobile Telecommunication ◽  
Corporate Leadership ◽  
The Past ◽  
Turbulent Environments ◽  
The Future

The key challenge for the telecommunication business industry in the global world’s is “assuring competitiveness and profitability” for their companies in turbulent environments. Never in history has the pace of change in the business environment been as rapid as it is now. Recent developments such as the global marketplace, customers’ demands that are differentiated by different buying power and product preferences in this environment, technological leadership is one of the key success factor. New technologies and new industries develop rapidly and customers are prepared to pay for the most newest technology. The company’s strengths and successful strategies of the corporate leadership in the past are likely to remain relevant in the future. The research findings revealed that the turbulent environment level in the mobile telecommunication industry was in the discontinuous –strategic level, where the future is not extension of the past. This environment situation facing by Indonesia’s telecomunication industry need the corporate leadership to challenge the organisation survival. This research is based on the qualitative descriptive method by using data obtained from telecommunication industry experts and secondary data.

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