The Effects of Digital Transformation on Organizations

2020 ◽  
pp. 259-288 ◽  
Author(s):  
Emre Türkmen ◽  
Ayberk Soyer
Keyword(s):  
Information And Communication Technologies ◽  
Value Chain ◽  
Structural Changes ◽  
Digital Age ◽  
Digital Transformation ◽  
Technological Adaptation ◽  
Business Environments ◽  
Business Ecosystems ◽  
New Business ◽  
Company Culture

The developments in information and communication technologies in the digital age have significant and varying effects on organizations. Changes in traditional business ecosystems have created new business environments called “digital business ecosystems.” Digital transformation (DT) studies are continually being carried out in organizations to adapt to these new digital business ecosystems. Besides technological adaptation, structural changes in processes, human resources, and company culture also occur in DT process. Under these conditions, organizations need to create their strategies and road maps. In this context, it is aimed to develop a conceptual framework for examining the effects of DT on organizations by taking into account Michael E. Porter's value chain framework and Henry Mintzberg's typology of organizational configurations. The proposed framework is expected to make contribution to the literature in terms of adapting Porter's value chain to the organizational structures in digital age and will be adaptable to different types of organizations.

The Role of Electronic Commerce in the Global Business Environments

2015 ◽  
pp. 304-324 ◽  
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Electronic Commerce ◽  
Organizational Performance ◽  
Value Chain ◽  
Business Performance ◽  
Digital Age ◽  
Electronic Technology ◽  
Global Business ◽  
Business Environments ◽  
Business Goals

This chapter presents the role of electronic commerce (e-commerce) in the global business environments, thus describing the overview of e-commerce, the strategy of e-commerce, the applications of e-commerce, the barriers to e-commerce adoption, the value chain of e-commerce, and the benefits of e-commerce. E-commerce is one of the most recognized forms of electronic technology applied to businesses. The effectiveness of e-commerce is significant for modern organizations that seek to serve suppliers and customers, improve business performance, foster competitiveness, and acquire routine success in global business. Thus, it is necessary for modern organizations to explore their e-commerce applications, expand a strategic plan to analyze their feasible advancements, and directly respond to e-commerce needs of customers. Applying e-commerce in the global business environments will significantly enhance organizational performance and achieve business goals in the digital age.

Digital Transformation and Change Management at Organizations in the Textile Industry

2020 ◽  
pp. 144-174
Author(s):  
Carmen De-Pablos-Heredero
Keyword(s):  
Change Management ◽  
Information And Communication Technologies ◽  
Textile Industry ◽  
Customer Value ◽  
Business Models ◽  
New Technologies ◽  
Communication Technologies ◽  
Digital Transformation ◽  
New Business ◽  
Information And Communication

Organizational changes are required for the implementation of information and communication technologies (ICT) at firms operating in the textile industry. Technologies for a new way of doing things will not provide good results if applied to an old established process. ICT allows putting into action processes in a different way, which may result in many cases, in more efficient and convenient process from the perspective of customer value generation. Textile firms highly invest in digital transformation to get new business models that constitute a challenge for traditional ways to operate. For that, they must face organisational changes. Change management implies leaving a group of structures, procedures, and behaviours and the adoption of new ones. Organizations must be able to identify potential efficient processes as a consequence of the application of new technologies. An appropriate management of more tangible aspects—equipment, financial resources—and intangible ones—people, users, and perceptions—will have impact on change management results.

Regional framework conditions for future careers related to transport and mobility

2015 ◽  
Vol 8 (3) ◽  
pp. 211-230 ◽  
Author(s):  
Alexandra David ◽  
Judith Terstriep
Keyword(s):  
Information And Communication Technologies ◽  
Value Chain ◽  
Structural Changes ◽  
Road Traffic ◽  
Green Energy ◽  
Electric Mobility ◽  
Service Orientation ◽  
Content Type ◽  
Framework Conditions ◽  
The One

Purpose – In the search for appropriate solutions to cope with ever increasing road traffic, cities and urban agglomerations across Europe are placing great emphasis on new transport and mobility solutions, and electric mobility in particular. Being located at the intersection of the three constituent sectors automotive, information and communication technologies and green energy, electric mobility is perceived as future-oriented sector. Innovation in the sector not only requires the collaboration and exchange of knowledge, but also an increase in skilled workforces and distinct job qualifications. These demands emerge, on the one hand, through the electrification of cars, which results in structural changes in the entire value chain. On the other hand, growing customer and service orientation further accelerate such developments. So far, the knowledge about the concrete demands for engineers as knowledge carriers and innovation driver is rather scarce. To shed some light on this issue, the purpose of this paper is to discuss companies’ altered demand for engineers in electric mobility and the role of networks (e.g. clusters). Design/methodology/approach – This paper discusses two regions characterised as traditional automotive regions (Stuttgart in Germany and Alsace/Franche-Comté in France) and the shift in demands of the companies in these regions using the engineering workforce as an example. Electric mobility related companies were surveyed and asked about their current need of engineers. In addition, the survey investigated the companies’ ways of recruiting engineers, their spatial scope of search for employees and the skills and thematic courses needed to solve the lack of qualifications. The survey results are discussed against a background of regional framework settings and influencing factors of both the regions analysed. Findings – This paper finds that there is a shift in qualification demands of engineers involved in the sector of transport and mobility. Initiated by the processes along the entire value chain, new skills are required by companies. The current engineers are asked to mix their technical know-how with service orientation and knowledge of new markets. Originality/value – The world is becoming increasingly mobile. Within the last decades, the number of daily commuters has expanded producing high capacities of road traffic. This has brought several challenges for cities and regions. To face them new transport and mobility concepts are of key importance for cities and regions. Along these lines, well-skilled human capital in the form of engineers is needed to expand the concepts with their skills and knowledge.

Alibaba strategist Ming Zeng: “Smart business” in the era of business ecosystems

2019 ◽  
Vol 47 (2) ◽  
pp. 11-18
Author(s):  
Brian Leavy
Keyword(s):  
Value Chain ◽  
Creative People ◽  
Business Decision ◽  
Business World ◽  
Content Type ◽  
Business Ecosystems ◽  
New Business ◽  
Productive Factor ◽  
Entire Network ◽  
Practical Implications

Purpose Alibaba strategist Ming Zeng explains how the company operates its “smart business” in the era of business ecosystems Design/methodology/approach Alibaba today presents a vivid picture of the new business world emerging, one that operates using the data generated by the network of participants, as processed by machine learning, to automatically respond to customer behavior and preferences in real time. Findings At Alibaba link after link in the value chain is being modularized and reconfigured into technologically optimized networks and much of business decision-making is powered by algorithms. Practical implications Creativity becomes the crucial productive factor and thus the purpose of an organization is to enable, rather than manage creative people. Originality/value <abstract_text>In the emerging world of “smart business,” entrepreneurs and strategists must learn to assess the entire network as a whole when deciding how to position their business and create value. Then the strategy making process is one of generating, coordinating and modulating experimentation

scholarly journals Digital Creativity: Upgrading Creativity in Digital Business

2020 ◽  
pp. 165-182
Author(s):  
Edin Smailhodžić ◽  
Denis Berberović
Keyword(s):  
Work Environment ◽  
Creative Process ◽  
Business Models ◽  
Real Life ◽  
Digital Transformation ◽  
Existing Problems ◽  
Business Environments ◽  
Business Operations ◽  
Creative Solutions ◽  
New Business

AbstractCreativity has become one of the most important driving factors of today’s digital business environments. Businesses are increasingly looking for creative employees who can offer new and out-of-the-box solutions to existing problems. Companies go through the process of digital transformation by increasingly changing the ways in which they employ digital technologies and develop new digital business models that help to create and to capture value. Combined with a creative approach, companies have experienced a surge in creative digital solutions. However, the creative process is not a self-perpetuating mechanism. It must be initiated and supported by organizations. This is done by understanding the creative process itself and by making small but fruitful adjustments to the work environment and the overall management of the workforce. As three chosen real-life examples will illustrate, such approach results in unleashing powerful creative energy that offers new services to the market, new approaches to solving existing problems, or as seen in the case of Uber—bringing in a completely new business model based on creative solutions and innovative approaches to different aspects of business operations.

Transformation Management Office as a Vehicle to Accelerate Digital Transformation

2021 ◽  
Author(s):  
Khaled Al Blooshi ◽  
Hassan Mohammed ◽  
Khalid Yousef Al Awadhi ◽  
Pedro Carreiras ◽  
Maitha Harahish Al Mansoori ◽  
...  
Keyword(s):  
Value Chain ◽  
Smart Growth ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Growth Strategy ◽  
New Ways Of Working ◽  
Sustainable Value ◽  
New Energy ◽  
Company Culture ◽  
Reduce Risk

Abstract ADNOC has identified digital technology as a key enabler of sustainable value creation as it delivers its 2030 smart growth strategy. The Transformation Management Office (TMO) has been established to accelerate delivery of ADNOC's digital transformation, actively manage its digital portfolio, build digital capabilities, lead the digital empowerment of local talent and institute a ‘new way to operate’. By doing so, it supports ADNOC's ambition to be a data-driven organization, adopting new ways of working, and delivering greater value, while adapting swiftly to competitive threats to its core business. ADNOC's digital transformation is changing the way the organization operates. The adoption of digital technologies, including big data, Artificial Intelligence and Machine Learning and robotics will optimize production, improve efficiency, reduce risk and de-risk multibillion dollar projects. To achieve this requires a change of company culture across the full value chain. The decision to establish the Transformation Management Office was a recognition that ADNOC must evolve to meet the realities of the new energy era by adopting advanced digital technologies to ensure we remain resilient and agile, by making the most of our resources, enhancing our performance, empowering our people and delivering greater value for our shareholders, Abu Dhabi and the UAE.

IoT Digital Service Provider

2019 ◽  
pp. 221-244
Author(s):  
Filipe Cabral Pinto ◽  
Isabel Borges ◽  
Fernando Santiago
Keyword(s):  
Service Provider ◽  
Value Chain ◽  
Service Providers ◽  
Digital Transformation ◽  
Cutting Edge ◽  
Communication Service ◽  
Deep Knowledge ◽  
Digital Service ◽  
New Business ◽  
The Way

Digitalization is changing the way people live and interact. A new society has been built supported by cutting-edge technology changing even the most conservative habits. This new dynamic also changes the way people consume and relate to different brands. Communication service providers are evolving their business and taking digital transformation initiatives to engage customers by putting them at the center of their operations. But only the deep knowledge of customers guarantees a change with value. The advent of the IoT enables getting useful insights about people context facilitating the delivery of personalized offers and first-class experiences all over the journey. New business can be created in an endless market across different domains. However, the IoT value chain is complex and interactions between stakeholders are not always clear. This chapter presents the on-boarding of the IoT on the service provider actuation sphere.

The Role of Electronic Commerce in the Global Business Environments

2016 ◽  
pp. 1014-1034
Author(s):  
Kijpokin Kasemsap
Keyword(s):  
Electronic Commerce ◽  
Organizational Performance ◽  
Value Chain ◽  
Business Performance ◽  
Digital Age ◽  
Electronic Technology ◽  
Global Business ◽  
Business Environments ◽  
Business Goals

This chapter presents the role of electronic commerce (e-commerce) in the global business environments, thus describing the overview of e-commerce, the strategy of e-commerce, the applications of e-commerce, the barriers to e-commerce adoption, the value chain of e-commerce, and the benefits of e-commerce. E-commerce is one of the most recognized forms of electronic technology applied to businesses. The effectiveness of e-commerce is significant for modern organizations that seek to serve suppliers and customers, improve business performance, foster competitiveness, and acquire routine success in global business. Thus, it is necessary for modern organizations to explore their e-commerce applications, expand a strategic plan to analyze their feasible advancements, and directly respond to e-commerce needs of customers. Applying e-commerce in the global business environments will significantly enhance organizational performance and achieve business goals in the digital age.

scholarly journals Collaborative Networks: A Pillar of Digital Transformation

2019 ◽  
Vol 9 (24) ◽  
pp. 5431 ◽  
Author(s):  
Luis M. Camarinha-Matos ◽  
Rosanna Fornasiero ◽  
Javaneh Ramezani ◽  
Filipa Ferrada
Keyword(s):  
Information And Communication Technologies ◽  
Business Models ◽  
Industrial Revolution ◽  
Digital Transformation ◽  
Collaborative Networks ◽  
Sustainable Solutions ◽  
New Organizational Forms ◽  
New Business ◽  
Information And Communication ◽  
New Research

The notion of digital transformation encompasses the adoption and integration of a variety of new information and communication technologies for the development of more efficient, flexible, agile, and sustainable solutions for industrial systems. Besides technology, this process also involves new organizational forms and leads to new business models. As such, this work addresses the contribution of collaborative networks to such a transformation. An analysis of the collaborative aspects required in the various dimensions of the 4th industrial revolution is conducted based on a literature survey and experiences gained from several research projects. A mapping between the identified collaboration needs and research results that can be adopted from the collaborative networks area is presented. Furthermore, several new research challenges are identified and briefly characterized.

Industrie 4.0 by Siemens

2018 ◽  
Vol 20 (2) ◽  
pp. 30-48 ◽  
Author(s):  
Diana Cozmiuc ◽  
Ioan Petrisor
Keyword(s):  
Value Chain ◽  
Business Models ◽  
New Technologies ◽  
Production Equipment ◽  
Industrie 4.0 ◽  
Digital Transformation ◽  
Digital Revolution ◽  
New Business ◽  
Digital Disruption

The digital disruption is to transform all industries, leading to new business models based on the new technologies. In manufacturing, one model for digital disruption is Industrie 4.0. Proposals for Industrie 4.0 involve the virtualization and vertical and horizontal integration of the value chain, digital services, the digital transformation of products, the digital transformation of production equipment, the digital transformation of factories and the digital transformation of supply chains. The former two are already in place today. This article and its follow-up builds an overview of the pillars of Industrie 4.0 as addressed by the proponents of the model, by consultancy companies, by journal research, and by the customer proposition of Siemens. CapGemeni rate General Electric as a key player in the Industrial Internet in the Digital Revolution, and Siemens is its contestant. This article builds a detailed analysis of Siemens' strategy which covers the steps already made and the steps to be made in the future as a follow-up. The digital twin strategy leads the way to the next stage.

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