Based on COVID-19, Enterprise Strategic Transformation Management of Review

The spread of COVID-19 has caused a huge impact on China's economic situation, and the industry has been significantly affected. Therefore, accelerating the strategic transformation of all industries is the only way to seek sustainable development in the post-epidemic era. This paper reviews the theory of strategic transformation through the study of the concept, classification, development stage, and various industries of strategic transformation, including education, steel, manufacturing, and commercial banks. This paper summarizes the theory of strategic transformation and its development in recent years to a certain extent and puts forward the future research direction of strategic transformation. On the one hand, the research results of this paper provide literature support for the theoretical development of strategy and strategic transformation. On the other hand, it provides a practical basis for studying strategic issues in various industries based on the background of COVID-19.

Strategic transformation to sustilience: learning from COVID-19

PurposeThe authors seek to stimulate and strengthen learning for both institutional and corporate leadership to transform society toward sustainability and resilience. The authors use sustainability in the broader socioecological sense, rather than meaning merely financial survival. Based upon experiences by various parties in dealing with coronavirus disease 2019 (COVID-19) or (C-19) during 2020 and into 2021, we are all driven to ask, “Which lessons shall we learn?”Design/methodology/approachBased upon a brief review of environmental and management literature, the authors compare experiences with C-19 and those of socio-ecological sustainability to-date and distill both sources for optimism as well as pessimism in the face of technical and socio-political challenges.FindingsHistorical experiences are not particularly encouraging, but there are many opportunities for great improvements if institutional and corporate leaders choose to learn from both C-19 experiences and earlier efforts toward sustainability.Practical implicationsProcrastination by major industrialized economies in not taking major positive actions to control and reduce carbon pollution and other environmental damage is leading to human crises–hunger and thirst followed by migration, conflicts and healthcare system collapses. Organizational executives need to develop flexibility and embrace precautionary principles regarding many stakeholders if humanity is going to have a good chance of flourishing in the future.Originality/valueThe authors adapt the “wedding cake” model of Sustainability Development Goals (SDGs) and their relationships to the concept of “dynamic materiality” in both an organizational as well as a macro perspective. In addition, the authors introduce the word sustilience to describe an organization's combined ability to achieve “sustainability” through relatively stable conditions as well as the “resilience” to rebound after major external shocks.

Strategic Transformation in Japan’s SMEs, 1990–2008: Flexible Specialization, Industrial Restructuring, and Technological Change

The bursting of the “bubble economy” in 1989–1990 brought decades of challenge for Japanese Small and Medium-Sized Enterprises (SMEs), which had assumed the role of subcontractor within production networks dominated by large companies. This article explores the impact of a rapidly altered business environment, due to economic crisis, the decline of relational subcontracting, and technological change, on the management and organization of firms. It provides a needed historical account of Japanese SMEs striving to avoid “hollowing out,” and detailed case studies explain what gaining greater independence as a flexible specialist meant in practice. A focus on the immediate advantages of computerized tools could not bring about the intended strategic objectives, whereas the systemizing of new and existing resources in skills and equipment enabled sustainable competitive differentiation in production and products. The case studies map out the internal competence transformations of SMEs over time, and indicate the value of historical approaches to exploring strategic and organizational change.

Fostering Maritime Innovations Th rough Human Capital: Exploring the Status Quo of the Adriatic Universities

The purpose of the paper is to emphasize the need for enhancing participation of the Adriatic maritime universities and researchers in modern innovation processes in maritime industry. The paper primarily analyses human capital in regard to two constituent components - academic (academic rank and the length of research experience) and collaborative (expertise in innovation projects, the frequency of participation, the constraints related to partnerships and funds). The research is based on quantitative and qualitative analysis. The dependence between the components associated with human capital is quantitatively determined by means of the Pearson's chi-square test and the R programme. The qualitative analysis relies on coding of the attitudes of the maritime researchers about collaborative innovations in maritime industry. The coding was performed by means of the Atlas.ti 8.4.24. programme. Results confirm the significance of human capital for maritime research, identify constraints on the realization of innovations and specific innovations the maritime researchers are working on. Additionally, the paper detected the lack of strategic transformation of the universities that would strengthen collaborative innovations in maritime industry. The paper proposes formation of collaborative network/platform for an efficient use of human capital in scientific research and maritime and economic integrations in the Adriatic region.

Research on risk evaluation of internet strategic transformation of manufacturing enterprises based on bp artificial neural network

For manufacturing enterprises to successfully enter the “Industry 4.0” era and establish advantages in the new wave of industrial revolution, they must use Internet thinking to transform manufacturing enterprises and promote the in-depth integration of informatization and industrialization under the premise of managing and controlling risks, to achieve transformation and upgrading. The innovation and management of the risks of manufacturing enterprises’ Internet strategic transformation directly affects the success or failure of enterprises’ transformation. On the basis of constructing the risk evaluation index system of manufacturing enterprise’s Internet strategy transformation, a manufacturing enterprise’s Internet strategy transformation risk evaluation model was constructed based on BP artificial neural network, and typical enterprises were selected to carry out practical application. The results show that the BP artificial neural network structure of the risk evaluation of the Internet strategic transformation of the manufacturing enterprises includes 18 layers of network input layer, 4 nodes of network hidden layer and 4 neurons of output layer, and the application effect of model is good.