Digital Transformation and Disruptive Management

2021 ◽  
Vol 12 (1) ◽  
pp. 78-78
Author(s):  
Danai Danai ◽  
Suppanunta Suppanunta ◽  
Sukontharos Sukontharos ◽  
Thitita Thitita ◽  
Anyapha Anyapha
Keyword(s):  
South Korea ◽  
Manufacturing Sector ◽  
Music Industry ◽  
Transformation Process ◽  
Digital Transformation ◽  
Disruptive Technology ◽  
Korean Music ◽  
Advantages And Disadvantages ◽  
Digital Era ◽  
Key Press

The digital transformation disruptive on music industry in South Korea expresses objectives are to study risk and disruptive technology on an impact in the music businesses; also, how Korean music industry manages during in the digital era. Besides, using risk theory, demand and supply theory, including disruptive information to support. Methods are used mostly via qualitative data. The result finds from risk that has affected both consumers and producers. Companies and labels in music industry may lose incomes and powers to control the market. Consumers may pay much costs to consume products. On the other hands, consumers have varieties of channels to access in music. Moreover, South Korea adopts and creates the developed technological products to survive in digital age. Technology and digital transformation in music industry have both advantages and disadvantages to the role of people who play in this field. To cope with the changes, industry needs to develop and adapt itself on surviving and handling the competition from more competitors and technology. They should find an approach to adapt, continue and develop an efficiency in the manufacturing sector such as seeking strategies to grasp market, generate another source of revenues by viewing both competitors and partners. Opening minds to challenges for deploying, launching, digitizing, and modernizing the new digital capabilities deeply on how distribution network be integrated into the music industry transformation process to interact with the customers. Because the digital transformation has appeared as a key press in society rather than an option from now on. Keywords: Digital, Disruptive, Music, South Korea, Transformation

scholarly journals Digital Transformation Challenges in the Manufacturing Industry

2021 ◽  
Author(s):  
Yasser Omar Abdallah ◽  
Essam Shehab ◽  
Ahmed Al-Ashaab
Keyword(s):  
Manufacturing Industry ◽  
Management Practices ◽  
New Technologies ◽  
Manufacturing Sector ◽  
Transformation Process ◽  
Digital Transformation ◽  
Manufacturing Processes ◽  
Digital Era ◽  
Fierce Competition ◽  
Transformation Processes

Digital Transformation becomes an essential strategy for organisations in this new digital arena, specifically after the COVID-19 pandemic and its unprecedented effects on the whole world and the manufacturing sector. In this new digital era, consumers became more expert and more engaging in the products using new technologies. At the same time, companies began to adopt digital transformation strategies in their manufacturing processes to become more agile and give the most value to their customers in fierce competition. This paper aims to identify and model the main challenges that face the digital transformation process in the manufacturing industry.. The main challenges were categorized to four main areas: skills, adoption of new technologies, change management practices, and innovation initiatives. By identifying these challenges, in a new and incremental way, manufacturing organisations will be able to adopt digital transformation processes efficiently and effectively in a proper manner.

Digital transformation success under Industry 4.0: a strategic guideline for manufacturing SMEs

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Morteza Ghobakhloo ◽  
Mohammad Iranmanesh
Keyword(s):  
Industry 4.0 ◽  
Manufacturing Sector ◽  
Transformation Process ◽  
Digital Transformation ◽  
External Support ◽  
Future Research ◽  
Interpretive Structural Modeling ◽  
Content Type ◽  
Exciting Opportunity ◽  
Base Matrix

PurposeThe digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises' success in the Industry 4.0 transition. The present study aims to provide manufacturing small and medium-sized enterprises (SMEs) with a guideline for digital transformation success under Industry 4.0.Design/methodology/approachThe study first performed a content-centric literature review to identify digital transformation success determinants. The study further implemented interpretive structural modeling to extract the order at which the success determinants should be present to facilitate the SMEs’ digital transformation success optimally. The interpretive model and interpretive logic knowledge base matrix were also used for developing the digital transformation guideline.FindingsEleven success determinants are vital to SMEs’ digital transformation efforts. For example, results revealed that external support for digitalization is the first step in ensuring digital transformation success among SMEs, while operations technology readiness is the most inaccessible success determinant.Research limitations/implicationsThe study highlights the degree of importance of the 11 success determinants identified, which magnifies each determinant's strategic priority based on its driving power and dependence power. Theorizing the dependent variable of “digital transformation success” and quantitatively measuring the extent to which each success determinant contributes to explaining “digital transformation success” offers an exciting opportunity for future research.Practical implicationsDigital transformation success phenomenon within the Industry 4.0 context is significantly different from the digitalization success concept within the traditional literature. The digital transformation under Industry 4.0 is immensely resource-intensive and complex. Smaller manufacturers must have specific capabilities such as change management and digitalization strategic planning capability to reach a certain degree of information, digital, operations and cyber maturity.Originality/valueThe digital transformation success guide developed in the study describes each success determinants' functionality in relation to other determinants and explains how they might contribute to the digital transformation success within the manufacturing sector. This guide enables smaller manufacturers to better understand the concept of manufacturing digital transformation under Industry 4.0 and devise robust strategies to steer their digital transformation process effectively.

Impact of the Digital Transformation Process on Bank Relationships With Customers

2021 ◽  
pp. 61-68
Author(s):  
C. Suresh
Keyword(s):  
Banking Sector ◽  
Banking Industry ◽  
Transformation Process ◽  
Digital Transformation ◽  
Modern World ◽  
Digital Era ◽  
The Relationship

Modern world digitalization is inevitable. The role of digitalization in the banking sector has altered customers' preferences and demands. The latest innovation and developments in the digital era have affected the banking industry and the effects on the relationship between customers and banks. The banks' new digital focus has to be aligned with other factors in the banks for them to function effectively. The purpose of this study is to investigate how the banks' relationship with customers is affected by this digital focus. It indicates that the relationship with customers has become less personalized and more automated. It also shows that an alignment in the bank has contributed to increased satisfaction among digitally oriented customers.

scholarly journals Artificial Intelligence as Solution in Facing the Age of Digital Disruption 4.0

JUDIMAS ◽  
2021 ◽  
Vol 1 (1) ◽  
pp. 107
Author(s):  
David David
Keyword(s):  
Artificial Intelligence ◽  
Community Service ◽  
Industrial Revolution ◽  
Transformation Process ◽  
Digital Transformation ◽  
Microsoft Excel ◽  
Digital Era ◽  
The World ◽  
Teachers And Students ◽  
Digital Disruption

Artificial Intelligence is part of the Industrial Revolution 4.0 and already exists today. This shows that the future has come and everyone must prepare for the implementation of Artificial Intelligence to face the transformation of the digital era, especially the world of education. The community service workshop was attended by 66 participants, namely students, teachers, and structural officials of SMK Negeri 2 Singkawang. The workshop was held using demonstration methods, lectures, discussions and question and answer. This workshop provides information to teachers and students about the importance of Artificial Intelligence (AI) in the digital transformation process. For teachers and students at SMKN 2 Singkawang it was introduced that algorithms or artificial intelligence methods could be given simply by representing problems into simple solutions with several examples of implementing artificial intelligence using Microsoft Excel and utilizing VBA macros.

scholarly journals The Digital Transformation of the Korean Music Industry and the Global Emergence of K-Pop

2020 ◽  
Vol 12 (18) ◽  
pp. 7790 ◽  
Author(s):  
Jimmyn Parc ◽  
Shin Dong Kim
Keyword(s):  
Music Industry ◽  
Copyright Infringement ◽  
Digital Transformation ◽  
Visual Images ◽  
Cultural Industries ◽  
Pop Music ◽  
Negative Effects ◽  
Analog To Digital ◽  
Korean Music ◽  
Technology Advancement

There are a number of voices who blame digitization for having a number of negative effects on the music industry including a decline in album sales, copyright infringement, unfair royalty payments, and competition with foreign multinationals. Yet, the global emergence of Korean pop music or K-pop suggests a different narrative, particularly given that its growth was largely unexpected among industry experts. Understanding the key to its international breakthrough can thus produce meaningful lessons for the music industries of other countries for their own further take-off. This constitutes the focus for this paper. Digitization has influenced various sectors of the Korean music industry such as business, society, and consumers. It has also transformed the management focus of the industry from analog to digital, from offline to online, from albums to songs, from specialization to integration, from domestic providers to international suppliers, from audio sound to visual images, from possessing to accessing, and from limited integration to synergistic network. This signifies that embracing technology advancement can enhance the competitiveness of cultural industries.

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

2020 ◽  
pp. 37-55 ◽  
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.

scholarly journals Entrepreneurial Skills to Be Successful in the Global and Digital World: Proposal for a Frame of Reference for Entrepreneurial Education

2021 ◽  
Vol 11 (7) ◽  
pp. 356
Author(s):  
Jacinto Jardim
Keyword(s):  
Transformational Leadership ◽  
Critical Reflection ◽  
Digital Communication ◽  
Digital Transformation ◽  
Frame Of Reference ◽  
Job Market ◽  
Digital World ◽  
Digital Era ◽  
Entrepreneurial Skills ◽  
Creativity And Innovation

For most professionals to succeed in the current job market, they need some entrepreneurial skills (ES). This study aimed to describe and systematize these skills, considering the current globalization and digital transformation phenomena. The documental analysis and the critical reflection on the collected data allowed us to identify the socio-economic and socio-cultural reasons for the relevance of this problem. Consequently, to elaborate a frame of reference intended to be adequate to the needs of the professionals of the current global and digital era. The results pointed to a tripartite ES model—to be open to novelty, to create solutions to emerging problems, and to communicate effectively—which integrates the following skills: Creativity and innovation, the spirit of initiative, self-efficacy and resilience, strategic planning, and evaluation, resolution of problems and decision-making, transformational leadership, clear and visual communication, teamwork and networking, and digital communication. In the continuation of this study, an ES scale will be created and validated according to this model, which will make it possible to measure the degree of development of these competencies.

scholarly journals The Evolving Role of IT Departments in Digital Transformation

2018 ◽  
Vol 10 (10) ◽  
pp. 3706 ◽  
Author(s):  
Che-Chuan Hsu ◽  
Rua-Huan Tsaih ◽  
David Yen
Keyword(s):  
Information And Communication Technologies ◽  
Organizational Transformation ◽  
Dominant Role ◽  
Digital Transformation ◽  
Leadership Role ◽  
Digital Era ◽  
Information And Communication ◽  
It Departments ◽  
Role Of It

In the digital era, organizations are increasingly tasked with creating and utilizing new content, applications, and/or services through the use of advanced information and communication technologies (ICT) to sustain a competitive advantage. Indeed, sustainability is now an embedded and overarching feature of organizations’ strategic planning. Research has shown that information technology (IT) departments are vital to organizations’ digital transformation. However, the role of IT departments in non-ICT-oriented organizations undergoing digital transformation has yet to be explored. Our study reveals that although the IT departments of non-ICT-oriented organizations play an important and proactive role in the early stages of organizational transformation and a dominant role in developing ICT capabilities, they will be unable to assume a leadership role within the organizations after transformation is complete.

Cycles in symbol production? A new model to explain concentration, diversity and innovation in the music industry

Popular Music ◽  
1995 ◽  
Vol 14 (1) ◽  
pp. 55-93 ◽  
Author(s):  
Michael Christianen
Keyword(s):  
Negative Correlation ◽  
Music Industry ◽  
The Other ◽  
Recording Industry ◽  
Cultural Goods ◽  
New Model ◽  
Advantages And Disadvantages ◽  
Factors Influencing ◽  
Using Data ◽  
The One

With the publication of the article ‘Cycles in symbol production’ (Peterson and Berger 1975) a discussion started concerning the advantages and disadvantages of the production of cultural goods under market conditions. The analysis by Peterson and Berger showed a negative correlation between concentration in the recording industry, on the one hand, and the diversity and innovativeness of the music, on the other. Repetition of the analysis using data from the 1980s (Burnett 1990; Lopes 1992) has shown that for this period Peterson and Berger's hypotheses should be rejected. Is there a connection between concentration and diversity and innovation? Are there cycles in symbol production? There seems to be no conclusive answer. In this article, I will attempt to clear up this matter. First, I will repeat the analysis of the relation between concentration and diversity/innovation, using the same model as Peterson and Berger, but with different definitions for the variables concentration, diversity and innovation. Then I will suggest a new model, which can be helpful in uncovering other factors influencing diversity and innovation in the music industry. I will come to that later. Let me first give the reader a brief overview of previous research.

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