Share or Lose

In addition to the development of social technology and the widespread use of the internet, the fact that people are getting used to sharing their goods and services has made the concept of sharing economy a popular issue. Sharing economy is “a potential new way for sustainability,” and it is noted that it would disrupt the unsustainable hyper-consumption practices directing capitalist economies. In this regard, the importance of sharing economy becomes prominent. In this study, first of all, basic information was given about sharing economy and then the concepts about how it made progress were introduced. In the next step, the definitions of sharing economy were given, the importance of sharing was mentioned, and then the products used in sharing economy were mentioned. In the following stage, the benefits of sharing economy to nature were addressed, and the weaknesses and dark sides of sharing economy were revealed. Finally, the impact of the sharing economy on the service sector was emphasized, and opinions were presented for future research on this subject.

Big Data in Business

The term “big data” refers to the very large and diverse sets of structured, semi-structured, and unstructured digital data from different sources that accumulate and grow very rapidly on a continuous basis. Big data enables enhanced decision-making in various types of businesses. Through these technologies, businesses are able to cut operational costs, digitally transform business operations to be more efficient and effective, and make more informed business decisions. Big data technologies enable businesses to better understand their markets by uncovering hidden patterns behind consumer behaviors and introduce new products and services accordingly. This chapter shows the critical role that big data plays in businesses. Initially, in this chapter, big data and its underlying technologies are explained. Later, this chapter discusses how big data digitally transforms critical business operations for enhanced decision-making and superior customer experience. Finally, this chapter ends with the possible challenges of big data for businesses and possible solutions to these challenges.

How Incumbents Respond Strategically to Emerging Digital Platform-Mediated Settings?

Digital platform businesses challenge incumbents by utilizing an ecosystem of actors that provide benefits to customers like cost reduction, convenience, or complementary products and services. Traditional enterprises should transform in order not to lose market share. This transformation potentially induces drastic changes to business models, organizational strategy, business processes, and corporate culture, among others. This chapter aims to understand how incumbent software vendors adapt to digital platform-mediated settings. The research methodology is grounded in an in-depth case study. The work contributes with a description of practical implications exposing implementation challenges, strategic decisions regarding the multiple roles in an ecosystem, criteria to select alliances, the degree of openness, and how to go from idea to action. These findings therefore enrich the literature on digital platform management.

Big Data for Digital Transformation of Public Services

Big data is presently considered integral to the management and strategies for digital enterprise transformation. Beyond being ‘a lot of data', big data can be characterized in terms of seven Vs: volume, velocity, variety, variability, veracity, visualization, and value. Already being applied in private businesses, big data has immense potential for the digital transformation of public services in advancing the e-governance agenda. This chapter explores the nature of big data in public service and discusses its application in areas such as tax administration, transportation, energy, public health, and disaster management. Challenges and concerns are noted in terms of data quality, infrastructure cost, availability of suitable human resources, privacy, and security. Possible solutions such as shared services, cloud computing, open source software, open data framework, and regulatory compliance are noted. The chapter ends by noting future research directions to realize the full potential of Big data application in digital transformation of public services.

Management and Strategies for Digital Enterprise Transformation

Scientific knowledge will be advanced in the need for the application of neuroeconomics focused on one of the services of the information and communication technologies (ICT) of companies that is e-commerce of exponential artisanal SMEs driven by women entrepreneurs, by developing a proposal for a business model to increase the possibility of growth of their companies at the level national and international level. The methodology used was deductive, exploratory, descriptive, correlational, and documentary. Neuroeconomics have the potential to explain the phenomena that are considered as a deviation from the prediction or behavioral bias of decision-making models in economic theory. The study up to this point is quantitative using primary and secondary sources of information for research.

Management and Strategies for Customers Adoption of Mobile Banking Services

Mobile services applications in digital transformation era have become increasingly important and providing business and customers with a diversity of services, quality, and values with no cost and to help banks' practitioners identify and improve their services. This chapter aims to explore and understand management and strategies of digital business transformation in banks' change through the use of digital technologies and business models to improve applications, practice, performance, and customer values. The digitization of bank services is aimed at reducing costs, improving services, and digitalization of an enterprise is necessary to increasing effectiveness, efficiency, and sustainability of its functioning through dramatic changes in the management quality, both technological processes and decision-making processes at all levels of management, based on modern methods of production and further use of information about the state and prediction of possible changes in managed elements and subsystems.

Ecosystem Strategies for Transnational Digital Entrepreneurship

This chapter proposes a three-ecosystems framework in the context of transnational digital entrepreneurship (TDE). It argues that the embeddedness and engagement within digital, host, and home-country entrepreneurial ecosystems holistically affect TDE process, adoption of strategic activities, and entrepreneurs. The research indicates that there is an increasing faith amongst researchers and policymakers in the vital position of TDE for socioeconomic development in transnational entrepreneurs' host and home countries, which has manifested as a result of the contribution to innovation, job creation, and income generation. This chapter aims to contribute to the rapidly growing literature on transnational entrepreneurship (TE) and digital entrepreneurship (DE) by theoretically exploring the key-impacting components in the process of TDE. The chapter offers an integrated theoretical framework/model supported by three ecosystems and a set of testable propositions for future empirical TDE research. This research will theoretically contribute to TE and DE literature.

E-Government and Digital Transformation

This chapter aims to propose a conceptual framework for e-government risks identification through a literature review of papers specifically focusing on e-government risks. To achieve this objective, a content analysis of papers on e-government risks is made. This allows proposing a conceptual framework comprising a list of seven categories of risk factors, the negative consequences on the e-government project, and their impacts on its stakeholders. This conceptual framework can be useful for both researchers and practitioners. It offers a first step to enhance awareness of the various risk factors, their negative consequences on the project deployment, as well as their impacts on e-government stakeholders. Project managers can use it as a diagnostic tool of the risks of e-government projects, which will help better assessment and management of risks. For future research, it may be appropriate to investigate e-government risk factors using empirical research and draw conclusions about risk factors categories of e-government projects and their failure risk.

A New Digital Service Tax for the Transformation of the Taxation Architecture in Turkey

A series of necessary structural transformation has started to be implemented in Turkey with the new economic program described under the heading of “New Economy Program: Structural Transformation Steps 2019.” In the field of tax transformation of these structural transformation steps, some studies have been carried out towards the creation of “New Tax Architecture.” Within the scope of these studies, a new tax application under the name of “digital service tax” is designed. In fact, this step taken by the government of Turkey for the taxation of digital services is parallel to the developments in the world. In this study, for the better understanding of the necessity/importance of digital service tax and what kind of tax application is it, digital service tax planned to be implemented in Turkey is evaluated with its all aspects and in line with the developments in the world.

Scrum as an Agile Method for Strategic Organizational Learning in Digital Enterprise Transformation

In the context of managing digital enterprise transformation, the generation and distribution of knowledge across the entire organization is of great importance. Because existing processes are being questioned and activities are changing, the promotion of organizational learning should be part of the digital transformation strategy. This chapter uses the example of Scrum to show how organizational learning can be supported by agile working methods. After an introduction to organizational learning and to Scrum as a process of continuous improvement, the four elements of organizational learning are used and compared to the characteristic elements of Scrum. In addition, the author points out existing research gaps, especially in quantitative research, and gives practical advice for managers on how to use Scrum to promote organizational learning.