A Future Vision for the Features and Approaches of Early Childhood Programs in a Digitally Transforming World

Small and medium-sized enterprises (SMEs) are regarded as the backbone of most economies worldwide. They are key role players in job creation, economic growth and poverty alleviation. SMEs face many challenges such as resource constraints; a lack of skills, innovation, digital skills and finances; and continuous changes in the business environment. One such change is the Fourth Industrial Revolution, also referred to as Industry 4.0. SMEs lag in the adoption of digital technologies and are still using conventional methods as part of their business models, which poses a threat to their survival and competitiveness. Industry 4.0 comprises many constructs, including digitalisation and digital transformation. While digitalisation and digital transformation require a business to make changes to its business model, and business model innovation (BMI) offers such an opportunity, no study has combined the BMI process with digital transformation to determine if SMEs are digitally transforming their business models. The overall aim of the study was to determine the degree to which South African and Dutch SMEs are digitally transforming their business models. To achieve the overall objective, the study aimed to (1) review existing literature in the field of digitalisation, digital transformation, and business model innovation, (2) review the current state of the use of digitalisation and business model innovation in South African and Dutch SMEs, (3) develop a conceptual model to assess if South African and Dutch SMEs are achieving business model innovation through digital transformation and determine how this affects their overall business performance and (4) assess whether South African and Dutch SMEs are achieving business model innovation through digital transformation and determine the impact this has on their overall business performance. This study followed a five-stage approach. The first stage consisted of a preliminary literature review to explore current research and debates on digitalisation, digital transformation and BMI, with a particular focus on SMEs. In the second stage, a narrative review was conducted to examine the literature with the aim of identifying and analysing the constructs underlying the three concepts of digitalisation, digital transformation and BMI. The third stage was a Delphi study conducted with South African and Dutch SMEs and scholarly experts in the closely related fields of entrepreneurship, technology, business management and innovation to identify the main and sub-factors that enable digital transformation for BMI in SMEs. The fourth stage was a systematic review to identify the dimensions that are included in digital maturity models and to determine ways in which BMI is achieved. The last stage consisted of developing and empirically testing a research model based on the results of stages 3 and 4. The findings of the aforementioned studies led to the development of a research model. This research model was developed and empirically tested on South African and Dutch SMEs. The results indicate that BMI through digital transformation has a positive impact on the overall business performance of SMEs. In addition, the flexibility of the organisational structure and strategic renewal acts as moderator between the relationship of BMI through digital transformation and business performance. The proposed framework that resulted from this study guides SME owners and managers in ways to achieve BMI through identifying potential areas to integrate digital technologies, which is unique in its nature. This study is also one of the first to conduct an empirical research study to assess the degree to which South African and Dutch SMEs are digitally transforming their business models. SME owners and managers can therefore use the measuring instrument to assess the degree to which their business model has been digitally transformed. The instrument could also highlight areas of concern and for improvement.

For many years, standardization has been a driver of innovation and the acceleration of societal developments, both generally and within the built environment (BE) and facility management (FM). Recently, new acceleration factors – digitalization and digital transformation – have presented valuable opportunities for the industry of standardization (i.e. ISO, CEN, BS, IFMA, etc.) that may have a rippling effect on other industries; for example, increased standardization and digitalization are seen as key in reducing carbon footprints, and the digitalization of standards is believed to be particularly beneficial as it will improve required information flow. The purpose of this research was to identify the opportunity space for digitalization and digital transformation within standardization by investigating the nature of the life cycle of standards and the requirements for digitally transforming them. Two types of experts were interviewed: FM standardization experts who are well acquainted with standardization processes and digital experts working primarily with information and communication technologies (ICT). The interviews revealed that many see a need for digitalization and that machine-readable standards, AI-based text search tools and more are viewed as valuable possibilities. Two ways to look at digitalization opportunities in standardization were identified: the digitalisation of standardization work and standards enabling digital FM practice. The digitalization of standards offers excellent opportunities to improve the quality of standards, increase efficiency of both the use of and the development of standard, including improving the experience of subject matter experts involved in the process of standardization. Jointly, these efforts may be the catalyst for FM’s digital transformation.

Digital transformation (DT) has attracted the attention of management and organizational scholars in the past decade. It has become an important factor for the competitiveness of businesses especially with the microenterprises. The use of technology has been the goal of many microenterprises to push forward in the competition and provide better quality products and services to its customers and improve the customer experience through IT innovation. This paper presents the challenges encountered by the microenterprises in Nueva Ecija both on the business and its employees in relation to digital transformation. A structured questionnaire was given to the 359 respondents representing microenterprises in Nueva Ecija, which showed that majority of the respondents were females at an average age of 43 years old. The objective of the study is to determine the challenges in digital transformation of microenterprises in Nueva Ecija. The sample size of 359 respondents answered questionnaires based on the factors like the level of digital skills, degree of digital transformation acceptance, level of technological adoption, implementation of digital transformation, and the challenges encountered in the process of digital transformation. The level of digital skills especially in the management level and employees appears to be high. On the degree of digital transformation acceptance, the microenterprises showed positive or good acceptance on the digital transformation. In the level of technological adoption, the result showed that majority of the microenterprises are moderately applying digital transformation or willing to apply technology in their business. While in the factor of implementing digital transformation in the business, a very small number of microenterprises implement digital technologies in their operation. Most of the microenterprises experienced difficulties in the digital transformation due factors like financial constraints, resistance to change, skills gap and others. The study recommends that microenterprises in Nueva Ecija should conduct regular training to its management and staff for skills development and acquire the necessary technologies as part of its risk management plan. It is also recommended that owners secure funds to digitally transform its businesses to stay competitive. This paper may be of help to the microenterprises owners and future researchers on the topic of digital transformation of microenterprises.

Aim. The presented study aims to develop an approach to selecting a process in the organization’s activities or a section of a separate process, the digital transformation of which will produce the greatest effect.Tasks. The authors determine a general approach to choosing where to apply digital technologies in an organization or in the transformed process to the greatest effect; develop criteria for choosing where to apply a transformational solution during digital transformation; create a conceptual framework for process analysis during digital transformation; ensure the reproducibility and efficiency of digital transformation regardless of the level of competence of the responsible manager.Methods. The methodological basis of this article includes studies on digital transformation, theoretical and practical materials regarding the application of transformational solutions during its implementation, and practical cases of digital transformation. The applied methods make it possible to identify patterns and form a conceptual understanding of the approach to analyzing the efficient use of digital technologies. When searching for a conceptual solution to the problem of finding a place to apply digital technologies, the authors use their developments in the field of digital transformation.Results. The DIGITAL analysis method developed by the authors contains a conceptual understanding of criteria for choosing where to apply a transformational solution during digital transformation within the specific transformed process, making it possible to digitally transform any process or organization as a whole until they reach the level of digital maturity corresponding to an autonomous technical system. The developed method of DIGITAL analysis increases the efficiency of digital transformation and does not require significant experience in its implementation. The novelty of DIGITAL analysis is that it makes it possible to turn digital transformation into a formalized process instead of the usual application of well-known digital transformation cases.Conclusions. The DIGITAL analysis method not only increases the efficiency of digital transformation, but also provides an opportunity to effectively choose where to apply a transformational solution. The developed method of DIGITAL analysis can be used independently or as a component of a comprehensive methodology for conducting digital transformation. The use of DIGITAL analysis is not tied to a particular industry or process under consideration.

Current research lacks in-depth insights into the digital transformation management of supply chain (SC) processes in small- and medium-sized enterprises (SMEs) from an intrafirm level perspective. Therefore, the aim of this article is to investigate how SMEs strategically and organizationally manage the digital transformation of SC processes to ascertain the reasons for the low penetration of digitally transformed SC processes. To address the challenges arising from digital transformation, we conduct a multiple case study with 15 highly knowledgeable stakeholders from seven companies within the German manufacturing industry using semistructured interviews. Our findings are varied and indicate that explicitly formulated digital SC strategies are absent in SMEs, but companies use three different approaches to digitally transform their SC processes. Accordingly, the article reveals how these approaches are organizationally implemented and explains the barriers impeding further digital SC process transformation in SMEs, such as insufficient attention by upper management, uncoordinated initiatives due to uncertainty, and inadequate operational capabilities. In addition, the article confirms the link between the creation of transparency and organizational structure. Consequently, this article is one of the first to enhance the knowledge of digital process transformation by examining the existing core transformation principles of SMEs, developing a bottom-up implementation model, holistically analyzing barriers, and necessary prerequisites to the digital transformation of SC processes, providing in-depth managerial implications, and laying the foundation for further research endeavors.

Objectives: This research aims to explore strategies for improving the sustainability of micro, small, and medium enterprises (MSMEs) in the era of digital transformation by identifying the key factors and challenges businesses face in adopting digital technologies. Research Design & Methods: This research uses a qualitative approach with a literature review methodology to analyze existing studies and best practices related to digital transformation strategies and MSME sustainability. Findings: The research identified key aspects of sustainability that support the digital transformation process in MSMEs: digital presence, data analytics, process optimization, customer experience, and digital skills and training. Furthermore, sustainability practices such as adaptability, collaboration, risk management, continuous learning, scenario planning, crisis communication, and cybersecurity play an important role in ensuring business continuity in the digital age. Implications & Recommendations: The successful digital transformation of MSMEs requires a comprehensive approach that includes technology, digital skills, business innovation, and organizational culture. Policy support through regulations, incentives, and training is also a key factor in improving the readiness of MSMEs in the digital era. Contribution & Value Added: This study presents a strategic framework for MSMEs in the face of digital transformation, helping to overcome challenges and promote sustainability. The findings contribute to the academic literature and guide practitioners, policymakers, and researchers.

The article provided insights into why local government and service delivery must be rethought in light of digital transformation. It exposed the significance of digital transformation in solving local government and service delivery challenges. The article followed a qualitative research approach. It employed document analysis and literature review as data collection instruments. It argued that digital transformation can help local governments in South Africa fulfil constitutional obligations and meet policy goals. It demonstrated how digitally transformed local government can solve service delivery problems through the deployment of digital technologies that improve decision-making, cut costs, streamline operations, and offer efficient services. The article revealed that the digital divide, lack of technical expertise, data security concerns and resource constraints are some of the challenges that can affect the digital transformation of local government and service delivery in South Africa. These challenges must be resolved for digital transformation to play a significant role in improving the effectiveness of local government in service delivery. The article recommended that local governments in South Africa digitally transform in ways that foster equality and deliver local government services to all citizens. The article contributes to scholarship advocating for public sector innovation broadly, and specifically, illustrates the criticality of embracing digital transformation of local government and service delivery. Keywords: Digital Transformation, Digital Technologies, Local Government, South Africa, Service Delivery

Purpose In this digital era, small and medium enterprises (SMEs) need proactive leaders with the abilities and skills for innovation, implementation of digital culture and adoption of digital technologies. Therefore, this study aims to highlight the influence of digital leadership on digital transformation. Moreover, it determines the mediating role of digital culture and innovation in the relationship between digital leadership and digital transformation. Design/methodology/approach The data were gathered from top- and middle-level employees of 404 services-oriented SMEs in Jordan and analyzed with AMOS. Findings The results highlighted that digital leadership can positively influence digital culture, innovation and digital transformation. Moreover, the relationship between digital leadership and digital transformation is significantly mediated by digital culture and innovation. Research limitations/implications The study has focused only on the service-oriented SMEs in Jordan but future studies may consider the MNEs. Moreover, it has considered digital culture and innovation as mediators and expand the model by investigating the mediating role of strategic agility. Practical implications The findings of the study can be useful for managers or policymakers of services-oriented SMEs aiming to initiate digital transformation. They can emphasize on digital leadership, digital culture and innovation to digitally transform themselves. Originality/value The study is the first to determine the antecedents of digital transformation in service-based SMEs. It has developed a comprehensive framework based on digital leadership and digital culture that can help SMEs digitally transform themselves.

KPI-based Framework for Digital Transformation in SME Supply Chains

Purpose With the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation. Design/methodology/approach We conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles. Findings Our conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation. Originality/value This study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

The implementation, support, and ultimate success of digitally-informed innovations to teaching and learning practices requires focused intentionality whose approach is grounded in academic rigour, practical experience and organizational maturity. The success of technology-supported innovation in higher-education teaching and learning practices, driven by external factors like COVID and the resultant economic challenges, will be explored in relation to teaching faculty and administrative leaders developing and maintaining positive motivation towards change including addressing major organizational challenges. // Innovation, Change and Transformation // As Senior Instructor Emeritus, Ron Murch has more than 45 years of experience with the University of Calgary’s Haskayne School of Business. Ron maintains that digital transformation requires faculty members to adopt the requisite innovations in practice and technologies as imagined by the Technology Acceptance Model and expanded upon by two key principles - each new practice or technology must have recognizable and positive value for the individual who is changing; and it cannot be too difficult for the adopter to work with. // Guiding Principles // Dr. Peter Chatterton is a Chartered Physicist and digital innovator. He worked in roles such as critical friend, evaluator and change management consultant with the UK Government’s multi-million £s HEI digital innovation and transformation programmes during 2000-2020. From this experience, Peter asserts that HEIs can be both creative and effective at digital innovation. However, scaling-up and embedding such innovations to build long-term resilience and effect digital transformation across the institution invariably faces numerous challenges. These are explored through the lens of seven key guiding principles for digitally transforming learning programmes for open and flexible learning. // Commitment and Motivation // Michael Barr is Chief Information Officer at the Southern Alberta Institute of Technology in Calgary, Alberta, and a doctoral student in higher education management at the University of Bath, UK. Building on a theory of behavior in organizations, Michael explores the motivation process and its impact on the construction of strategic plans and the organization’s ability to deliver successful outcomes. He draws upon 28 years’ of IT practitioner experience to ground his scholarly work with practical advice and considerations for undertaking digital transformation of teaching and learning practices.

The significance of digital transformation for small and medium-sized enterprises (SMEs), especially in the time of disruption, is frequently demonstrated by research. Nevertheless, not much consideration is placed on how digital transformation is experienced by SMEs. This study examines how SME digital transformation will be affected by CEOs’ digital literacy from a micro-foundation viewpoint. Utilizing survey data from 292 SMEs located in Indonesia, we evaluate a moderated mediation model. According to our research, CEOs’ digital literacy affects digital transformation through digital technology utilization. Additionally, CEOs’ gender further influence the association between CEOs’ digital literacy and digital technology utilization. Our work is among initial endeavors to assess the digital transformation among SMEs in an emerging nation such as Indonesia. Despite the urgent need for SMEs to digitally transform and the importance of CEOs’ digital capabilities in accelerating this process, none of the identified existing studies examines SME digital transformation from a micro-foundation perspective, specifically on the link between CEOs’ digital literacy and digital transformation and how digital technology utilization mediates this link, which makes this study unique.

Purpose. Digital transformation in the global sport industry has resulted in digitally focused business strategies, innovative business models, targeted social media marketing strategies, increased consumer, and sponsor demand, accelerated growth in women’s sports, and streaming media (OTT) worldwide. This paper aims to study the case of the U.S.-based National Basketball Association’s (NBA) digital transformation, including multiple interactions of actors in the digital transformation process. A key aim is understanding the synergies resulting from the league’s integration of digital technologies, its business strategy, the evolution of its hybrid business model and the increase in revenue and global branding. Design/methodology/approach. An explanatory case study design was selected to examine the NBA’s integration of digital technologies, digital and social media marketing strategies, business model innovation, multimedia partnerships, and strategic sponsorships. Data was derived from: (1) academic journals; (2) research based white papers; (3) sport industry reports and periodicals; (4) selected sport industry websites; and (5) recorded interviews with selected NBA officials. Gleaned content was analysed with a theory-oriented triangulation approach. The study period was from 2000 to 2023. Findings. The NBA’s digital transformation, led by an entrepreneurial management team contributed to a successful business strategy aimed at engaging with digitally focused consumers across multiple media channels. The NBA developed an ecosystem-based consumer-focused hybrid business model, content-focused digital assets, and partnerships with media, brands, and cultural events. Its media partnerships and strategic sponsorships are synergistic with its business and marketing objectives, digital initiatives, and acquisitions. By the 2017-2018 season, the NBA had validated its position as a successful global entertainment property. Originality/value. This paper examined the NBA’s digital transformation, including how the league integrated digital technologies with its business strategy and model to increase revenue and create a global brand. The analysis examined how the NBA’s digital transformation facilitated the league’s business strategy, enhanced the NBA fan experience, generated revenue from innovative digital products and services, and transformed its business model. The NBA’s business strategy and hybrid business model provide an exemplar for professional teams, leagues, and federations worldwide seeking to digitally transform their enterprises.

Existing literature focuses on the positive effects of digital transformation of enterprises. However, few studies have examined whether enterprises have the motivation and ability to implement digital transformation in the current situation of increasing downward pressure on China's economy. Theoretically, on the one hand, in order to cope with the various challenges brought about by the economic downturn, enterprises have the motivation to implement digital transformation to cultivate internal strength, improve quality and increase efficiency. But on the other hand, under the pressure of economic downturn, enterprises need to invest more resources to cope with the challenges of external market changes; thus, even if enterprises have the motivation to digitally transform, they may be forced to slow down or even suspend digital transformation due to lack of corresponding resources. The empirical results support the theoretical expectation that enterprises will increase the degree of digital transformation in the context of economic downturn. The cross-sectional analysis identifies the prerequisites for digital transformation of enterprises in the context of economic downturn: transformation mainly occurs in enterprises with higher quality managers and more abundant resources. The economic consequence analysis proves the motivation for digital transformation of enterprises under the pressure of economic downturn: as the economy enters a downturn, increasing the degree of digital transformation can improve the financial performance and operational efficiency of enterprises. At a time when downward pressure on the economy is increasing, the research conclusions of this article not only provide evidence from micro-enterprises for the resilience of my country's economy but helps to recognize and understand the motivations and prerequisites for the digital transformation of enterprises, thus having certain implications for how to better promote and assist the digital transformation of enterprises.

The unprecedented global lockdown during the COVID-19 pandemic has highlighted an interesting ethical dilemma. While lockdowns are central to saving lives, economic malaise from business and social discontinuities is the opportunity cost. To maintain this fragile balance during a crisis, there is an obvious need for digitally transforming socio-economic operations to maintain continuity. This digital transformation case study highlights how, unlike traditional digital transformation initiatives that rely on relatively closed organizational operations with established lines of control and communication, digital transformation for crisis continuity planning relies on a variety of global actors, from independent entrepreneurs and institutions to businesses and ad hoc collaborative agencies. The crisis continuity planning case helps students understand that digital transformation is a multi-stakeholder, multi-actor effort that ties together technology, business process reengineering, and public policy for a sustainable solution to a crisis. This teaching case study end with a proposed crisis continuity planning digital transformation framework that outlines five distinct digital transformation characteristics that can improve crisis continuity planning—from pandemics to disasters.