Digital Transformation in Fashion Magazines: Changes in Editorial Process

Introduction: The digitization of women’s fashion magazines is an on-going development in recent years. The rise of fashion bloggers and online-only fashion publications on the internet have forced major print publications to develop and expand their companion websites. Over the last decade, sales of print fashion magazines have steadily declined, while costs of printing have steadily risen. As a result, major publications have looked towards the cheaper alternative of developing websites in order to deliver digital content to their readers and further establish a strong presence online. By utilizing such digital platforms, women’s fashion publications have found a way to reach large audiences with generally free and easily accessible content that is produced with a high frequency. With a secondary medium of digital fashion magazines complimenting their original print publications, discrepancies in content between print and digital platforms emerge. Several factors play a part in the discrepancy between print and digital content. One of the primary factors, suggested by researcher Ytre-Anne is the way in which older audiences prefer physical print editions of magazines over newer digital alternatives (Ytre-Anne 2011). This factor may cause print fashion magazines to specifically cater towards an older demographic in order to maintain or increase sales. Furthermore, as the development of the internet and the rise of fashion blogs in the late 1990s into the new millennium worked to target younger audiences who were familiar with technological advancements, it may be argued that a younger readership may be the target of online publications (Magee 2012, Turner 2009). Similarly, other studies have shown that younger audiences prefer fashion products to be featured on, or endorsed by celebrities, pointing towards the idea that a younger audience prefers content with celebrity news or features. Other factors that might indicate discrepancies in content are product price ranges, with lower priced ready-to-wear fashion featured more frequently online. Alongside such differences in content, several technical features can also cause differences in content. As the internet allows for instant updates on the latest news and fashion, magazine websites are now outputting content on a daily basis as opposed to their print counterparts who typically produce editions on a monthly basis. This phenomenon can ultimately lead to differences in content between the print and online versions of a fashion magazine. My Major Research Project will seek to identify key developments and patterns that might derive from discrepancies in content between women’s fashion magazines’ print editions and their corresponding websites. Using a primarily qualitative approach, my research study will include a content analysis of four North American women’s fashion magazines and a series of interviews with corresponding fashion editors. The content analysis will look for several characteristics present in each fashion magazine’s print edition and its corresponding website, including product pricing, demographic target, as well as celebrity references. The content analysis will further work to compare data between each fashion magazine’s print edition and its corresponding website. In order to further my evidence I will conduct interviews with fashion magazine editors to gain a professional perspective on the subject. The interview portion of this research study will work to provide professional opinion on the subject of content and demographic discrepancies between print fashion magazines and their corresponding websites. Overall, I am interested in the topic of content discrepancies between published print fashion magazines versus their corresponding websites. My aim is not to argue for or against one medium, but instead to look at the implications that might result from content discrepancies between the two mediums. Finally, I hypothesize two primary results: (1) that there are discrepancy patterns in content between a fashion magazine’s print edition and its website, and (2) these discrepancies suggest a difference in demographics, in which online formats target a younger audience and print versions aim to appeal to an older demographic. These findings will work to illuminate key patterns in the fashion publishing industry in terms of content and demographic discrepancies found between online and print versions. As little research has been conducted in this area, it will act as a starting point for future research to explore these patterns more in depth. As digital fashion journalism is still a topic under development, this study will contribute towards a larger goal of conceptualizing digital journalism more broadly. Similarly, the results of this study aim to provide insight and analysis into the current trends in fashion journalism, further assisting fashion editors and journalists in the industry. The overall goal of my research project will seek to establish that within the field of fashion publication in the year 2015, age is an important factor in patterns of print versus online fashion journalism.

Introduction: The digitization of women’s fashion magazines is an on-going development in recent years. The rise of fashion bloggers and online-only fashion publications on the internet have forced major print publications to develop and expand their companion websites. Over the last decade, sales of print fashion magazines have steadily declined, while costs of printing have steadily risen. As a result, major publications have looked towards the cheaper alternative of developing websites in order to deliver digital content to their readers and further establish a strong presence online. By utilizing such digital platforms, women’s fashion publications have found a way to reach large audiences with generally free and easily accessible content that is produced with a high frequency. With a secondary medium of digital fashion magazines complimenting their original print publications, discrepancies in content between print and digital platforms emerge. Several factors play a part in the discrepancy between print and digital content. One of the primary factors, suggested by researcher Ytre-Anne is the way in which older audiences prefer physical print editions of magazines over newer digital alternatives (Ytre-Anne 2011). This factor may cause print fashion magazines to specifically cater towards an older demographic in order to maintain or increase sales. Furthermore, as the development of the internet and the rise of fashion blogs in the late 1990s into the new millennium worked to target younger audiences who were familiar with technological advancements, it may be argued that a younger readership may be the target of online publications (Magee 2012, Turner 2009). Similarly, other studies have shown that younger audiences prefer fashion products to be featured on, or endorsed by celebrities, pointing towards the idea that a younger audience prefers content with celebrity news or features. Other factors that might indicate discrepancies in content are product price ranges, with lower priced ready-to-wear fashion featured more frequently online. Alongside such differences in content, several technical features can also cause differences in content. As the internet allows for instant updates on the latest news and fashion, magazine websites are now outputting content on a daily basis as opposed to their print counterparts who typically produce editions on a monthly basis. This phenomenon can ultimately lead to differences in content between the print and online versions of a fashion magazine. My Major Research Project will seek to identify key developments and patterns that might derive from discrepancies in content between women’s fashion magazines’ print editions and their corresponding websites. Using a primarily qualitative approach, my research study will include a content analysis of four North American women’s fashion magazines and a series of interviews with corresponding fashion editors. The content analysis will look for several characteristics present in each fashion magazine’s print edition and its corresponding website, including product pricing, demographic target, as well as celebrity references. The content analysis will further work to compare data between each fashion magazine’s print edition and its corresponding website. In order to further my evidence I will conduct interviews with fashion magazine editors to gain a professional perspective on the subject. The interview portion of this research study will work to provide professional opinion on the subject of content and demographic discrepancies between print fashion magazines and their corresponding websites. Overall, I am interested in the topic of content discrepancies between published print fashion magazines versus their corresponding websites. My aim is not to argue for or against one medium, but instead to look at the implications that might result from content discrepancies between the two mediums. Finally, I hypothesize two primary results: (1) that there are discrepancy patterns in content between a fashion magazine’s print edition and its website, and (2) these discrepancies suggest a difference in demographics, in which online formats target a younger audience and print versions aim to appeal to an older demographic. These findings will work to illuminate key patterns in the fashion publishing industry in terms of content and demographic discrepancies found between online and print versions. As little research has been conducted in this area, it will act as a starting point for future research to explore these patterns more in depth. As digital fashion journalism is still a topic under development, this study will contribute towards a larger goal of conceptualizing digital journalism more broadly. Similarly, the results of this study aim to provide insight and analysis into the current trends in fashion journalism, further assisting fashion editors and journalists in the industry. The overall goal of my research project will seek to establish that within the field of fashion publication in the year 2015, age is an important factor in patterns of print versus online fashion journalism.

Purpose – The main objective of the article is an attempt to assess whether and how the digital transformation will affect the innovativeness of companies Research method – In the article, two basic research questions were formulated: 1. Does digital transformation affect the company’s innovation and if so, how? and 2. Can digital transformation change the structure and way of running a business in such a way that innovation can be more closely related to the entrepreneurial attitude of employees? The search for answers to these research questionswas based on the analysis of published research results, collected information on the processes of digitization and examples of companies implementing digital technologies and developing digital business models. The analysis of the impact of digital transformation on the innovativeness of enterprises was carried out taking into account two perspectives: macro – digital institutional transformation of the economy and micro – digital transformation of the enterprise.Results – The thesis that the digital transformation of the company does not guarantee the growth of the company’s innovativeness, but its absence will be a strong barrier to the innovation will be formulated and evaluated in the article. The second thesis assumes that thanks to digital transformation enterprises can be more innovative and their employees more entrepreneurial. Conducted analyses allow for a positive verification of the theses formulated in the article and drawing the following conclusion: if companies want to consider innovations, they should undergo a technological transformation that will allow them to take full advantage of the opportunities that digital technologies offer in business.Originality / value – The article showed that digital technologies and, in particular, digital technology platforms offer the company’s employees the possibility of returning to the original Schumpeterian idea of the entrepreneur as an innovator. In the new digital model of the company based on a digital platform, each employee becomes an entrepreneur and at the same time has the opportunity to create innovation in close cooperation with the end user, and thus be an entrepreneur and an innovator.

As the digital procurement transformation continues to evolve, it is crucial to adopt a risk-aware approach to ensure successful outcomes. This paper delves into the necessity of a risk-aware approach to digital procurement transformation, specifically focusing on the role of professional procurement management and the significance of supplier partnerships in the digital environment. The research aimed to examine the critical role of risk management in the digital transformation of procurement. A total of 318 respondents from Serbia participated in the study. The role of professional management in procurement must encompass risk management to guarantee success in digital procurement transformation. Furthermore, the study identified that adequate preparation, information, and training for individuals involved are crucial for a seamless transition to digital procurement. The digital transformation of procurement contributes to sustainability by enhancing efficiency, transparency, and collaboration across the supply chain, ultimately fostering environmentally conscious practices and responsible resource management. In summary, the research underscores the need for a comprehensive and risk-aware approach to digital procurement transformation, considering the pivotal roles of procurement professionals, supplier partnerships, and the integration of new technologies.

Digital technologies can assist and optimize health care processes. This is increasingly the case in the musculoskeletal health domain, where digital platforms can be used to support the self-management of musculoskeletal conditions, as well as access to services. However, given a large proportion of the population with musculoskeletal conditions are older adults (aged ≥60 years), it is important to consider the acceptability of such platforms within this demographic. This study aims to explore participants' opinions and perceptions on the use of digital platforms for supporting the self-management of musculoskeletal conditions within older adult (aged ≥60 years) populations and to gather their opinions on real examples. A total of 2 focus groups (focus group 1: 6/15, 40%; focus group 2: 9/15, 60%) were conducted, in which participants answered questions about their thoughts on using digital health platforms to prevent or manage musculoskeletal conditions. Participants were further presented with 2 example scenarios, which were then discussed. Interviews were audio recorded, transcribed, and analyzed thematically. Participants were aged ≥60 years and with or without current musculoskeletal conditions. Prior experience of using smartphone apps or other digital health platforms for musculoskeletal conditions was not required. Focus groups took place virtually using the Teams (Microsoft Corp) platform. A total of 6 themes were identified across both focus groups: "experiences of digital health platforms," "preference for human contact," "barriers to accessing clinical services," "individual differences and digital literacy," "trust in technology," and "features and benefits of digital health technologies." Each theme is discussed in detail based on the interview responses. The findings revealed that most participants had some existing experience with digital health platforms for preventing or managing musculoskeletal conditions. Overall, there was a lack of trust in and low expectations of quality for digital platforms for musculoskeletal health within this age group. While there was some concern about the use of digital platforms in place of in-person health consultations, several benefits were also identified. Results highlighted the need for better communication on the benefits of using digital platforms to support the self-management of musculoskeletal conditions, without the platforms replacing the role of the health care professionals. The concerns about which apps are of suitable quality and trustworthiness lead us to recommend raising public awareness around the role of organizations that verify and assess the quality of digital health platforms.

For many, digital transformation is the new normal. However, in particular, pipeline businesses in traditional industries, such as standard-setting organizations (SSOs), are reluctant to radically rethink their business models, as they have often successfully prevailed for decades. The literature shows that there is a great deal of theory to be found on digital transformation, but a practical and, at the same time, scientific approach is yet missing. Following the design science framework, this paper introduces a two-step approach to transform a pipeline business model into a digital standardization platform. This is achieved by mapping the incumbent pipeline business mode146l and its ecosystem with the Platform Business Model Canvas introduced by Eisape. The representation of the current ecosystem is then digitally transformed according to the three key transformation points introduced by Alstyne et al., shifting the current ecosystem into the digital realm. The illustrative case study on DIN e.V. (the German SSOs) demonstrates the new methodology and its suitability for real applications. The result is a platform business model for a digital standardization platform, which, compared via an index to the traditional business model, has the potential to disrupt the entire standardization industry.

The study investigates the impact of demographic factors, usage frequency, and professional roles on user satisfaction with digital health platforms. A sample of 300 participants, including healthcare professionals, platform operators, and patients, was analyzed to assess the role of age, gender, professional role, and frequency of platform use on satisfaction levels. The results show that the gender did not significantly influence satisfaction, suggesting that platforms may cater equally to both male and female users. Multivariate Analysis of Variance (MANOVA) revealed that professional role also significantly influenced perceptions of digital healthcare transformation and willingness to adopt new services, with platform operators displaying the most positive views. Patients, however, showed more reluctance to adopt new services, suggesting that additional trust-building measures are needed for wider adoption. The study concludes that digital health platforms must prioritize user experience across demographics, particularly focusing on older users and patients, to increase satisfaction and engagement. Collaborating with healthcare professionals in platform development and enhancing communication about the benefits of digital health services can drive greater adoption and satisfaction.

Digital technologies have a recognised potential to build more efficient, credible, and innovative public institutions in Latin America. Despite progress, digital transformation in Latin American governments remains limited. In this work, we explore a peculiar yet largely understudied opportunity in the region: pursuing digital government transformation as a collaborative process between the government and civil society organisations. To do so, we draw from information systems research on digital government and platforms for development, complemented with governance theory from political science and conduct an interpretive in‐depth case study of an urban reporting platform in Montevideo called ‘Por Mi Barrio’. The study reveals three mutually reinforced orders of governance in the trajectory of the project and explain how the collaboration unfolded over time: (i) a technical decision to use open platform architectures; (ii) the negotiation of formal and informal rules to make the project thrive and (iii) a shared, long‐term ideology around the value of open technologies and technical sovereignty grounded in years of political history. Using a contextual explanation approach, our study helps to improve our understanding on the governance of collaborative digital government platforms in Latin America, with specific contributions to practice.

Digital platforms are among the key drivers of digital transformation. Following the successful example of platform providers within the business-to-consumer (B2C) sector, such as Facebook and Google, B2B companies increasingly strive to tap the potential of digital platforms for their business. Especially for industrial corporations, digital platforms offer novel opportunities to digitalize and to foster inter-organizational collaboration in their networks. Therefore, industrial corporations search for guidance and actionable insights on how to transform into a digital B2B platform provider. For this reason, we conduct a qualitative case study and interview twelve representatives of two companies-an industrial corporation and a start-up-that cooperate to establish a digital B2B platform. Drawing on the dynamic capabilities framework as a theoretical lens, our work identifies seven enablers that foster the transformation of an industrial corporation into a digital platform provider. We find that adopting a service ecosystem perspective supports sensing market opportunities such as complementary service providers to incorporate on the platform. To seize these opportunities and build a digital platform with a cooperation partner, especially social and relational capabilities are required such as establishing a trusting relationship at eye level. Overall, our study offers three valuable contributes to theory and practice. First, it provides empirical insights into B2B platform building and establishing, which is still an under-researched phase. Second, it suggests social and relational aspects in cooperative platform building as a promising area for future research. Third, it equips managers seeking to build digital platforms with actionable guidance with respect to digital transformation and cooperating with platform complementers.

Learning outcomes This paper aims to first, identify the external and internal factors that a company needs to analyze when formulating its digital platform strategy. Based on the framework of PESTNPG (political economic social and culture technological population and globalization) and internal analysis a company should analyze both internal and external factors to formulate its digital platform strategy. For companies from emerging markets the institutional-based market created by national or local governments is important for digital platform strategy. Second dynamic capability theory and its linkages to digital platform strategy. The dynamic capabilities view is considered as a primary theoretical lens in the strategy literature to analyze a company’s strategies to achieve sustainable competitive advantages. To carry out a successful digital platform strategy companies need to build strong dynamic capabilities to capture or create opportunities and reconfigure their resources simultaneously. Third the advantages and disadvantages of different digital platform strategies (i.e. an independent digital platform and online–offline integration platform) and the possible consequences and risks of different strategies. It is important to evaluate different types of digital platform strategies that require different capabilities in terms of business structure product structure revenue structure organizational structure and technology architecture. A company needs to link these capabilities to a digital platform strategy to enable the integration (or separation) of online business with offline business. It also increases the accuracy and efficiency of online business. Fourth key points of digital platform strategy implementation. Companies need to identify key profit models for their digital platform to promote business growth and financial returns. It is equally important to increase customer value by leveraging its digital exhibition platform and to learn to use digital technology to foster organizational dematerialization. Case overview/Synopsis Zhejiang Meorient Commerce & Exhibition Inc. (hereinafter referred to as “Meorient”) was a leading company in the exhibition industry in China. The unexpected outbreak of COVID-19 plunged Meorient into a state of emergency that forced it to fight for survival. Further, China had launched a national strategy of Digital China, which created new market opportunities for Meorient. As a result, Meorient gradually developed and launched its digital exhibition services in 2015. Meorient suffered significant losses in 2020 due to COVID-19 and had to formulate a new strategy based on a digital exhibition platform in 2021. Chairman Pan Jianjun had two options. One was a purely digital platform strategy without the original offline exhibition business. The other one was an online and offline integration strategy. Which option was the best way forward for Meorient? Pan had to make a choice. Some of the top management team members believed Meorient should completely transform into a digital platform company and provide comprehensive online digital exhibition services. Over the previous 20 years, Meorient had accumulated a large amount of data from domestic and foreign exhibitors and professional buyers and had gradually developed a digital exhibition platform. It was one of the companies that pioneered digital transformation within China’s exhibition industry. More conservative thinking held that Meorient's strategy should focus more narrowly on the integration of online and offline exhibition businesses. Toward the post-pandemic era, China’s national strategy of “Digital China” accelerated the development of digital infrastructures. During such critical transitional period, Meorient had to choose wisely if it was to sustain its profits or even survive. Complexity academic level The case is aimed at students in undergraduate, MBA, short course executive, EMBA or other executive education programs, especially where digital transformation is featured subject matter. Supplementary materials Teaching notes are available for educators only. Subject code CSS 11: Strategy

Digital platforms such as social media and e-commerce platforms have become a major space where foods and beverages (F&B) are promoted. Prior research has found that online, unhealthy F&B receive more presence than healthy F&B. This obesogenic food environment may increase the obesity rate. Therefore, it is critical to understand how healthy and unhealthy F&B are promoted online. A content analysis of 2906 posts related to F&B via five digital platforms was conducted in China, where the obesity rate has increased in recent years. Firstly, the results show that unhealthy F&B received more presence on digital platforms than healthy F&B. Secondly, healthy F&B posts tended to highlight the healthiness of the products, whereas unhealthy F&B posts leveraged a wide range of promotional strategies, specifically use cues, food cues, chewing sounds, sensory descriptions, friend cues, local cultural appeal, nostalgia appeal, price information, discount information, and trending hashtags or topics. Next, use cues, chewing sounds, sensory descriptions, family cues, and friend cues increased the quantity of audience feedback, whereas price information and using trending hashtags or topics lowered the quantity of audience feedback. Moreover, local cultural appeal and social proof exhibited the opposite impact on audience feedback. Finally, health benefit statements lowered audience feedback for healthy F&B posts, whereas brand visibility and purchase links inhibited audience feedback for unhealthy F&B posts. In addition to describing the digital food environment in China, the present research provides implications on how to promote healthy F&B. Particularly, we suggest that healthy F&B businesses and healthy eating campaigns should leverage the strategies unhealthy F&B use to receive more consumer attention, in order to increase their own products’ public visibility and attractiveness.

Purpose – The purpose of this study is to analyze comprehensively the impact of digital transformation on the data processing system within the Madrasah Education section at the Ministry of Religious Affairs (Kemenag) in Sleman district, Indonesia. It focuses on assessing how digital transformation enhances efficiency, accuracy, and connectivity in managing crucial educational data. Design/methods– The research employed a qualitative methodology, emphasizing descriptive analysis to explore the integration of digital technologies into the management practices of religious education institutions. Data collection combined structured interviews with key educational figures and an extensive review of relevant documents and digital artifacts, including policy documents, implementation reports, and analytics from digital platforms such as EMIS, SIMPATIKA, SIMSARPRAS, and SEDAKEP. Findings – The study uncovered that digital transformation significantly improves the management of educational data, enhancing efficiency, accuracy, and connectivity within the Madrasah Education section of Kemenag Sleman. Through the deployment of digital tools and platforms, the institution has seen substantial advancements in its operational capabilities, reflecting a broader trend towards digitalization in educational management. Research implications/limitations – This research contributes to the understanding of digital transformation in the educational sector, particularly within settings where cultural and religious factors are prominent. However, its focus on a single institution within a specific cultural and administrative context may limit the generalizability of the findings. Future studies are encouraged to explore digital transformation across various educational environments and cultures. Practical implications – The findings offer valuable insights for policymakers, educators, and administrators in religious education institutions considering or undergoing digital transformation. Strategic planning and stakeholder engagement are emphasized as crucial for the successful implementation of digital tools in educational settings. Originality/value –This study provides a unique contribution to the literature by examining digital transformation in the context of Indonesian religious education, a sector where digital adoption intersects significantly with cultural and religious considerations. It highlights the potential of digital strategies to revolutionize traditional educational management practices, offering a model for similar institutions navigating the digital era.

Following the digital transformation of economic industries, the issue of digital industrial platforms that constitute new market structures and provide value accumulation for participants in industrial ecosystems is becoming relevant. A digital industrial platform represents a hybrid ecosystem that provides efficient networking through the use of end-to-end digital technologies aimed at increasing the competitiveness and innovation/technological development of participants in industrial ecosystems. The aim of this research is to provide a typology of digital industrial platforms according to the criteria of functionality and manageability. The theoretical framework of the study is represented by the market-based, institutional and networking approaches. The period of existence of digital industrial platforms is just over 10 years, thence the data for assessing their functionality and economic efficiency are just in the process of conceptualization. Therefore, to date, the basic method of studying digital platforms in industries is an extended case study. One of the world’s largest gas industry companies, Gazprom, was selected as a case study for validating the typology of digital industry platforms. The research focused on the functionality, architecture and management type of Gazprom’s four digital platforms: the counterparty interaction digital platform, continuous production management digital platform, supply chain management digital platform and technology vision digital platform. As a result, the authors confirmed the typology of digital industrial platforms by the criterion of functionality: type I platform (a digital ecosystem of the interaction of industrial ecosystem participants), and type II platform (a set of end-to-end production technologies forming the business model of the industrial enterprise). The typology was supplemented by a new criterion—the ‘manageability’ of the platform, which made it possible to introduce additional types of digital industrial platforms: centralised, decentralised and mixed. The results stemming from this research are intended to provide a better understanding of the phenomenon of digital industrial platforms and can be used in the development of strategies for the digital transformation of industrial markets.

The significance of new technologies and digitalization have been recognized in maritime logistics operations amid COVID pandemic. Understanding the adoption of digitalization and collaborative digital platform between participants in industry is important, particularly the path of digital transformation and the impacts they create. However, these issues have not been fully explored in the maritime logistics industry. This study thus developed a model that incorporates digitalization, digital logistics platform adoption, organization’s digital transformation, as well as organizational performance, and examined the associations between them through six research hypotheses. Postal questionnaires were distributed to shipping companies, port operators, shipping agencies, and ocean freight forwarders in Taiwan. The survey yielded a total of 165 valid responses. Subsequently, CFA was applied to verify the model, and SEM was employed to examine the proposed hypotheses. The main findings of the study indicate that enhancing digitalization and embracing digital logistics platforms can significantly contribute to digital transformation. Both digitalization and digital transformation have a positive impact on organizational performance. However, the adoption of digital logistics platforms currently demonstrates an insignificant effect on organizational performance at this stage. Consequently, leveraging the lens of network effects theory, the findings are further discussed, and implications are suggested.

PurposeThe purpose of this paper is to study how digital business models evolve when entrepreneurs move to new digital platforms and how this evolution is related to effectuation and causation logics.Design/methodology/approachThis study applies a multiple case study approach to investigate how digital business models change in small, Japanese high-tech firms providing their innovations through different digital platforms. To investigate digital business models, this study considers the elements that comprise general business models. The case firms were selected based on size, products and transitions from physical to various digital platforms. Semi-structured interviews were conducted with the key decision-makers from the case firms.FindingsThe findings show that through digital transformation, the case firms’ digital business models evolved by following effectuation logic as well as causal logic. All the firms employed causal logic when moving to new platforms, among other actions. The case firms used effectual logic with success for product development and adjustments to their network. Especially firms providing video games relied on effectuation for high impact products. Effectual logic did not play a role at all in changes to value delivery and had only little impact on revenue structures.Originality/valueThis research helps understand how digitalization of platforms and subsequent moves to newer digital platforms improve a firm by changing the business model elements through effectuation and causation logics. This research extends the understanding of digital business model transformation to a more granular level, business model elements.