Key Drivers of Digital Transformation in Greek Businesses: Strategy vs. Technology

Purpose: This article aims to assess strategy and technology as key drivers of Greek businesses’cdigital transformation and compare the results to those of international studies and sources. Methodology: A research was conducted on 124 Greek businesses from different sectors and industries with the use of an anonymous questionnaire from December 2019 to January 2020. Greek businesses were categorized as early, developing, and maturing according to their perceptions about the level of their digital maturity, and differences were identified. The results were finally compared to an international relevant survey. Findings: Several differences were located among the Greek businesses of the three digital maturity categories as formulated after their self-evaluation, and evolution has been identified on their perceptions about their digital strategy, its existence, objectives, and structure, which can be seen developing and expanding from the lowest to the highest levels of digital maturity. Originality: The findings can be useful in creating an initial picture of the perceptions and practices applied by Greek businesses to their use of digital technologies. They can also become a measure of comparison for the self-evaluation of Greek businesses in their efforts to digitally transform.

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Unveiling The Internal Forces Towards Digital Adaptation: A Change Perspective of Malaysian SMES

11th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES - Global Conference on Business and Social Sciences Proceeding ◽

10.35609/gcbssproceeding.2021.12(126) ◽

2021 ◽

Vol 12 (1) ◽

pp. 126-126

Author(s):

Fariza Hanim Rusly ◽

Yurita Yakimin Abdul Talib ◽

Muhammad Rosni Amir Hussin Hafizah Abdul Mutalib

Keyword(s):

Human Resources ◽

Change Management ◽

Information Flow ◽

Value Creation ◽

New Technologies ◽

Digital Technologies ◽

Digital Transformation ◽

Firm Structure ◽

Internal Forces ◽

Digital Strategy

Digital transformation, one of the key areas of change management in the digital age, is defined as a process of changes by the means of using IR technologies in firm's operation. The extant literature suggests that implementation of digital technologies could improve communication, information flow, thus contributing towards value creation and firm performance. Notwithstanding of scarce financial, human resources and strategic capabilities to adopt new technologies among SMEs (Lee et al., 2020), the firm structure, which is more flexible as compared to large firms, offers opportunity in terms of quick decision making (Ghobakhloo & Ching, 2019) for the owner to adapt the firm's business model with market changes and implement necessary changes to sustain in the business. Moreover, previous studies indicate SMEs gained benefit from technology adoption. Nevertheless, transformation towards digitalisation requires a considerable judgement of decision, investment and effort by management and among the employees. Keywords: Digitalisation,Digital Transformation, Digital Strategy, SME, Change Management

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How digitalization affects insurance companies: overview and use cases of digital technologies

Zeitschrift für die gesamte Versicherungswissenschaft ◽

10.1007/s12297-020-00475-9 ◽

2020 ◽

Author(s):

Christian Eckert ◽

Katrin Osterrieder

Keyword(s):

Business Models ◽

Insurance Industry ◽

Digital Technologies ◽

Digital Transformation ◽

Use Cases ◽

Insurance Companies ◽

Comprehensive Overview ◽

Industry Studies ◽

Digital Strategy ◽

It Departments

Abstract The digital transformation is of increasing relevance for insurance companies’ business models. It leads to opportunities as well as challenges, especially for IT departments as core enablers or preventers. Against this background, the aim of this paper is to provide a comprehensive overview of digital technologies (e.g., artificial intelligence, cloud computing) and the resulting use cases for the insurance industry. To this end, we conduct a review of academic articles, industry studies and publications of the supervisory authorities. We point to the resulting requirements for an insurer’s IT and find many interdependencies between the digital technologies. Our results therefore emphasize the importance of a holistic digital strategy.

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Mastering Change Management for Successful Digital Supply Chain Transformations

Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work ◽

10.4018/978-1-7998-7297-9.ch032 ◽

2021 ◽

pp. 640-661

Author(s):

Ehap Sabri

Keyword(s):

Supply Chain ◽

Change Management ◽

Customer Value ◽

Digital Technologies ◽

Digital Transformation ◽

Management Framework ◽

Supply Chain Efficiency ◽

Key Drivers ◽

Chain Transformation ◽

Common Misunderstanding

In response to the dramatic changes in the business landscape over the last few years, many companies are launching business transformations leveraging digital technologies to drive sweeping changes in their supply chain processes. The digital supply chain transformation can be evident establishing collaborative forecasting processes, optimizing networks and inventories, etc. Digital supply chain transformation is not a new buzz word. It is the application of digital capabilities to processes, products, and assets to improve supply chain efficiency, enhance customer value, manage risk, and achieve competitive advantage. However, organizations are still facing numerous challenges to transform and perform. Perhaps the most common misunderstanding is that digital transformation is all about the implementation and use of cutting-edge technologies. This chapter will dive deep to understand major challenges to digital supply chain transformations, identify the key drivers and enablers of digital opportunity, and provide a change management framework for digital supply chain transformation.

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Implementing a Digital Strategy: Learning from the Experience of Three Digital Transformation Projects

California Management Review ◽

10.1177/0008125620934864 ◽

2020 ◽

Vol 62 (4) ◽

pp. 37-56 ◽

Cited By ~ 6

Author(s):

Alessia Correani ◽

Alfredo De Massis ◽

Federico Frattini ◽

Antonio Messeni Petruzzelli ◽

Angelo Natalicchio

Keyword(s):

Case Studies ◽

Business Model ◽

Rapid Growth ◽

Digital Technologies ◽

Strategy Implementation ◽

Digital Transformation ◽

Strategy Formulation ◽

Business Architecture ◽

Digital Strategy ◽

Transformation Strategy

The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.

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Blessing or curse: Does digitalization foster business model innovation? Evidence from a quantitative empirical study

Corporate and Business Strategy Review ◽

10.22495/cbsrv1i2art4 ◽

2020 ◽

Vol 1 (2) ◽

pp. 44-65

Author(s):

Patrick Ulrich ◽

Alexandra Fibitz

Keyword(s):

Empirical Study ◽

Business Model ◽

Quantitative Study ◽

Business Models ◽

Digital Technologies ◽

Business Model Innovation ◽

Digital Transformation ◽

Business World ◽

Digital Strategy ◽

The Relationship

This study analyses whether and how digital transformation affects business models. Digitalization influences businesses regardless of size, industry, and structure. Thus, companies are often forced to rethink their value architecture in order to remain competitive and not vanish from the business world. Therefore, deepening the understanding of the relationship between digitalization and business models is of utmost importance for both practice and academia. We examine the interdependencies of the utilization of digital technologies and the execution of a digital strategy on business model innovation, and the extent to which the digitalization level is influencing this relation. Furthermore, we depict the results from a quantitative study among a sample of 166 German companies. The results indicate that business model innovation is positively influenced by a higher pursuit of digital technologies and the adoption of certain digital strategies. The digitalization cluster further stresses the importance of digital actions for the companies’ sustainability.

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Mastering Change Management for Successful Digital Supply Chain Transformations

Technology Optimization and Change Management for Successful Digital Supply Chains - Advances in Logistics, Operations, and Management Science ◽

10.4018/978-1-5225-7700-3.ch005 ◽

2019 ◽

pp. 85-106

Author(s):

Ehap Sabri

Keyword(s):

Supply Chain ◽

Change Management ◽

Customer Value ◽

Digital Technologies ◽

Digital Transformation ◽

Management Framework ◽

Supply Chain Efficiency ◽

Key Drivers ◽

Chain Transformation ◽

Common Misunderstanding

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I Like Her, Because I Like Myself: Self-Evaluation as a Source of Interpersonal Attitudes

Experimental Psychology (formerly Zeitschrift für Experimentelle Psychologie) ◽

10.1026//1618-3169.50.4.239 ◽

2003 ◽

Vol 50 (4) ◽

pp. 239-246 ◽

Cited By ~ 30

Author(s):

Eva Walther ◽

Claudia Trasselli

Keyword(s):

Opposite Effect ◽

Learning Phase ◽

The Self ◽

Attitude Formation ◽

Formation Processes ◽

False Feedback ◽

Self Evaluation ◽

Evaluation Group ◽

Group A ◽

The Difference

Abstract. Two experiments tested the hypothesis that self-evaluation can serve as a source of interpersonal attitudes. In the first study, self-evaluation was manipulated by means of false feedback. A subsequent learning phase demonstrated that the co-occurrence of the self with another individual influenced the evaluation of this previously neutral target. Whereas evaluative self-target similarity increased under conditions of negative self-evaluation, an opposite effect emerged in the positive self-evaluation group. A second study replicated these findings and showed that the difference between positive and negative self-evaluation conditions disappeared when a load manipulation was applied. The implications of self-evaluation for attitude formation processes are discussed.

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