Investments in ICT software and equipment in the process of digital transformation of European Union enterprises

ЦИФРОВА ПАРАДИГМА ЯК ОСНОВА ВИЗНАЧЕНЬ: ЦИФРОВИЙ БІЗНЕС, ЦИФРОВЕ ПІДПРИЄМСТВО, ЦИФРОВА ТРАНСФОРМАЦІЯ

Pollution reduction effect of the digital transformation of heavy metal enterprises under the agglomeration effect

Aim. The work aimed to study the conceptual content of the digital transformation of industrial enterprises, as well as to identify and systematize the characteristics of digital transformation as an innovation distinct from traditional types of innovation. Objectives. The work seeks to analyze the approaches to interpreting the concept of “digital transformation”; to substantiate the need to identify a special type of innovation, namely digital innovation, for classification purposes; and to identify the elements and stages of implementing digital transformation as a digital innovation. Methods. The study employed comparison and classification, analysis and synthesis, and structural modeling within a systems approach. Results. Digital transformation implies the widespread adoption of digital technologies. It differs from digitalization in the scale and depth of changes, since digital transformation encompasses all aspects of activity and is comprehensive and radical in nature, while digitalization can be targeted. Digital transformation of an industrial enterprise, which contains an element of novelty, is a type of innovation. However, within the traditional classification scheme, it is difficult to determine the type to which it can be classified. It is proposed to consider digital transformation of enterprises as a special type of innovation, that is as digital innovation. The key difference between digital innovation and traditional innovation is its reliance on new digital technologies, while digital innovation can also be involved in the creation or improvement of products and processes, as well as the transformation of business models in general. Conclusions. Digital transformation cannot be examined only from a technological perspective. It involves changes to the organization’s overall management system (organizational structure and management mechanisms, business processes, corporate culture, employee engagement, and competencies). Due to this composite nature, applying traditional innovation classifications to digital transformation is challenging. Therefore, it seems rational to identify a specific type of innovation, namely digital innovation, that can be associated with both individual products and processes and the business model as a whole. An innovative business model for an industrial enterprise has more capabilities for success than a single innovative product or process. Incremental improvements do not yield radically new solutions for meeting customer needs and the methods for achieving them. Digital transformation has the potential for such change.

In recent years, under the background of mass entrepreneurship and innovation, China has vigorously promoted the digital transformation of enterprises. Taking the listed companies in Shanghai and Shenzhen A-shares in 2012-2022 as samples, this paper empirically examines the relationship between digital transformation and the high-quality development of enterprises. The results show that the digital transformation of enterprises can significantly and positively affect the high-quality development of enterprises. At the same time, the degree of internal control and financing constraints of enterprises plays a moderating role in digital transformation and high-quality development of enterprises. In the samples with different equity rights and whether they are high-tech enterprises, the digital transformation of enterprises has different effects on the high-quality development of enterprises. This paper puts digital transformation and high-quality development of enterprises into the same analytical framework, expands the existing research, and puts forward corresponding suggestions and prospects.

Введение. Современные кейсы компаний наглядно показывают сосредоточенность менеджмента промышленных предприятий на цифровой трансформации и на обеспечении устойчивого развития, которые, как правило, реализуются независимо друг от друга. Однако следует учитывать, что сочетание этих процессов на предприятии, зачастую, даёт синергетический эффект. Целью работы является построение концептуальных моделей взаимодействия и взаимопроникновения цифровой трансформации и устойчивого развития в управлении цифровым развитием промышленного предприятия. Методология исследования. В работе применены методы анализа, синтеза, обобщения и графического моделирования. Использованы результаты исследований российских и зарубежных авторов, опубликованные в высокорейтинговых научных журналах, а также данные официальных веб-сайтов организаций. Результаты исследования. Основываясь на современных взглядах в сфере цифровых технологий и ESG-подхода, автором предложены концептуальные модели интеграции (взаимопроникновения) цифровой трансформации и устойчивого развития промышленного предприятия. Представлена авторская трактовка понятий «ответственное цифровое развитие промышленного предприятия» и «устойчивое цифровое развитие промышленного предприятия» с позиции направленности целей устойчивого развития организации (при ориентации на конкретный вид ответственности или при отсутствии такого предпочтения). Для обозначения развития, отвечающего принципам ESG, предлагается использовать термины «устойчивое развитие формата ESG» и «ESG-устойчивая цифровая трансформация». Указано, что ситуативная приоритизация одного или двух принципов ESG проявляется в осуществлении менеджментом предприятия цифрового ESG-ответственного развития и цифровой ESG-ответственной трансформации. Выводы. Научная новизна полученных результатов заключается в разработке актуальных и позволяющих практическое применение в управлении предприятием моделей, учитывающих научно состоятельные концепты устойчивого развития и цифровой трансформации предприятий. Предложенный набор терминов является полным, поскольку учитывает все возможные сочетания цифровой трансформации и устойчивого развития предприятия. Внедрение авторских концептуальных моделей в систему управления промышленным предприятием позволит организациям соответствовать актуальному тренду всеобщей направленности на цифровизацию и устойчивое развитие. Ориентация на предложенные модели поможет руководителям сохранить и усилить конкурентные преимущества, а также обеспечить устойчивый рост своих организаций. Introduction.Modern company cases clearly demonstrate the focus of industrial enterprise management on digital transformation and ensuring sustainable development, which are usually implemented independently of each other. However, it should be taken into consideration that the combination of these processes at an enterprise often produces a synergistic effect. The aim of the study is to build conceptual models of interaction and interpenetration of digital transformation and sustainable development in the management of digital development of an industrial enterprise. Methods. The study employed the methods of analysis, synthesis, generalization and graphical modeling. The findings of Russian and foreign researchers published in highly rated scientific journals, as well as data from official websites of organizations were used. Results. Based on current views in the field of digital technologies and the ESG approach, the author proposes conceptual models of integration (interpenetration) of digital transformation and sustainable development of an industrial enterprise. The author's interpretation of the notions "responsible digitaldevelopment of an industrial enterprise" and "sustainable digital development of an industrial enterprise" is presented from the position of directing the organization's sustainable development goals (when focusing on a specific type of responsibility or in the absence of such a preference). The author uses the terms "sustainable ESG development" and "ESG-sustainable digital transformation" to designate the development that meets the ESG principles. It is indicated that the situational prioritization of one or two ESG principles is manifested in the implementation of digital ESG-responsible development and digital ESG-responsible transformation by the enterprise management. Conclusion.The scientific novelty of the results obtained lies in the development of relevant and allowable practical application in corporate management models that take into account the scientific and characteristic concepts of sustainable development and digital transformation of enterprises. The proposed set of terms is complete, since it takes into account all possible combinations of digital transformation and sustainable development of the enterprise. The introduction of the author's conceptual models into the management system of an industrial enterprise will enable organizations to comply with the global focus on digitalization and sustainable development. Orientation towards the proposed models will help managers maintain and strengthen competitive advantages, as well as ensure sustainable growth of their organizations.

Analysis of the dynamic evolution process of the digital transformation of renewable energy enterprises based on the cooperative and evolutionary game model

This paper firstly conducts a theoretical analysis on the digital transformation of enterprises. Theories such as Marxism and new institutional economics related to the digital transformation of enterprises are sorted out. Secondly, it conducts an empirical analysis on the digital transformation of high-tech enterprises. This paper summarizes the three major transformation paths of the existing production service digitization, marketing model digitization, and industrial digitization. Based on the data analysis of the questionnaire, this paper summarizes the difficulties of digital transformation of high-tech enterprises, mainly due to the lack of transformation ability, resulting in “cannot transfer”; the lack of self-development conditions and digital transformation, resulting in “will not transfer”; digital transformation lacks full guarantee, resulting in “do not dare to turn.” And based on the analytic hierarchy process, the influencing factors of the digital transformation of high-tech enterprises are analyzed, and the relative importance of each factor is obtained.

SRDI enterprises are a strong engine for the high-quality development of the economy and an important implementation body for the construction of a strong digital country. With the booming development of digital economy, digital transformation is one of the effective paths to empower the high-quality development of small and medium-sized enterprises. However, the digital transformation of SRDI enterprises is not a simple stacked combination of elements, but rather a complex linkage system that contains many conditional elements. The cracking of the digital transformation of SRDI enterprises urgently needs to be explored by the academic community. In order to analyze the key success factors of digital transformation in SRDI enterprises, to determine whether individual elements constitute the necessary conditions for the digital transformation of an enterprise, and to explore which antecedent configurations are more conducive to the success of an enterprise’s digital transformation, this study takes 39 “SRDI” enterprises in Zhejiang Province as samples and uses the Fuzzy Set Qualitative Comparative Analysis (fsQCA) method. Based on the “technology-organization-environment” framework, it examines the digital transformation path of “SRDI” enterprises from a configurational perspective. The following results were found in this study: the group patterns leading to high levels of digital transformation can be divided into the following four types: organization-environment linkage, pressure-strategy synergy, organization-led, and total-factor-driven. The group patterns leading to low levels of digital transformation can be divided into the following four types: total-factor-deficient, single-technology type, technology-biased, and organization-deficient. A digital strategy is an important condition for SRDI enterprises to realize high-level digital transformation, and the external environmental influences contribute to the realization of digital transformation and upgrading of enterprises, with the pressure of industry competition being more critical.

To explore the impact of dynamic changes in tourist demand on the digital transformation of tourism enterprises, this paper starts with demand-side changes, environmental influences, and technical support, based on theories of supply and demand equilibrium, regional innovation environment, technology gaps, and comparative advantage, and conducts a multiple regression analysis using a two-way fixed effects model on data from China’s Shanghai, Shenzhen and New Third Board-listed tourism companies, as well as 31 provincial administrative regions. The study found that dynamic changes in tourist demand significantly impacted the digital transformation of tourism enterprises. In addition, the regional innovation environment and the level of big data also contributed positively to the relationship between tourist demand and the digital transformation of enterprises. For regions with different tourism resource endowments, there is heterogeneity in the impact of dynamic changes in tourist demand on the digital transformation of enterprises. Finally, recommendations for practitioners regarding the digital transformation of enterprises are provided based on this. We suggest that enterprises should pay attention to the changing needs of travelers. They should also consider the regional innovation environment and the level of big data as key resources to facilitate transformation. This will help accelerate digital transformation in tourism.

Chinese enterprises are facing the opportunity of digital transformation, and all enterprises are advancing in exploration. This paper introduces the trend and challenge of digital transformation of Chinese enterprises. This paper expounds the digital transformation strategy of enterprises as the center. This paper discusses the four development processes of enterprise digital transformation, including digital empowerment, process optimization, digital transformation and digital reengineering. This paper puts forward the methods that Chinese enterprises should adopt in the process of transformation. First of all, the digital transformation of enterprises should be scientifically planned. Then select pilot projects in enterprises and try them out first. After that, the trial effect was evaluated. After summarizing and improving, copy and enlarge the scope. Finally, optimize the operation of the enterprise, and constantly adjust.

Under the macro background of digital China construction, it is of great practical significance to explore how enterprises can achieve the improvement of ESG performance through effective digital transformation based on the perspective of managers' learning theory. This paper takes China's A-share listed companies in 2009- -2021 as A research sample to empirically test the impact of digital transformation on the ESG performance of enterprises. The study found that the digital transformation of enterprises has significantly promoted the fulfillment of ESG responsibilities. The results of the mechanism of action show that the digital transformation of enterprises is through improving the management Sense perception and decision-making, thereby improving ESG performance. Further research based on the heterogeneity of management characteristics shows that the shadow of digital transformation on the ESG performance of enterprises is more significant among male CEOs, executives without academic background, no financial background and low management shareholding ratio. The research not only improves the learning theory of managers, but also provides empirical evidence for digital transformation to affect enterprise behavior, and provides new ideas for encouraging and guiding enterprises to fulfill ESG responsibilities.

Digital transformation in supply chains: Assessing the spillover effects on midstream firm innovation

Under the background of digital economy, the digital transformation of enterprises is no longer a choice, but the only way to determine its survival and development. Chinese technology enterprises have been exploring the direction of digital transformation, but the industry has not yet given a clear answer. Based on the author's years of research at Cambridge University in the United Kingdom and more than 20 years of management consulting practice in China, China Mobile, Industrial and Commercial Bank of China and state-owned enterprises in Yin Zhou District, Zhejiang Province were selected as case studies, combined with literature research methods, starting with the difficulties and key points of organizational digital transformation of Chinese science and technology enterprises, the author reviewed the current situation of organizational digital transformation, and analyzed the problems and challenges of organizational digital transformation, Explore how to solve the path of organizational digital transformation. At the same time, the author summarizes and puts forward the direction of organizational digital transformation - building a Chinese scientific and technological enterprise with "temperature, dream and excellence" as the new paradigm of digital organization. Finally, the author innovatively proposes the S-HPL model of the organization's strategic performance management and leadership system in a people-centered and digital environment to support the success of the organization's digital transformation. These are helpful to the theoretical guidance and practice of the organizational digital transformation of Chinese science and technology enterprises.

Based on the framework of "Technology-Organization-Environment", using the fuzzy set qualitative comparative analysis method, we take A-share listed retail enterprises as the research object, and explore the influence mechanism of the seven antecedents, namely, digital resource infrastructure, digital human resources, innovation capacity, absorption capacity, adaptive capacity, digital economy policy and marketization process, on the digital transformation of enterprises. digital transformation. The study finds that there are five types of groupings in high-level digital transformation, which can be categorized into four types: learning and transformation with technological-environmental synergy, coordinated pioneering with technological-organizational-environmental linkage, environment-led passive change, and technology-supported self-driven change. The study shows that digital resource infrastructure has a general driving effect on digital transformation of retail enterprises, and to a certain extent, it can substitute for innovative and adaptive capabilities; digital economy policy, as a key environmental element, is the main force driving the transformation. In addition, firms that fail to achieve a high level of digital transformation generally lack digital resource infrastructure, innovation capacity, digital economy policies and marketization processes.

Based on the data of financial statements of A-share listed companies from 2015 to 2022 and ESG index data of Huazheng Company, this paper empirically analyzes the effect and mechanism of digital transformation on the new quality productive forces of enterprises. The results show that digital transformation can significantly promote the improvement of the new quality productive forces of enterprises, and the results are still valid after dealing with endogenous problems, eliminating special years and changing cluster test. Heterogeneity analysis shows that from the perspective of enterprise nature, the digital transformation of state-owned enterprises and high-tech enterprises has a more significant role in promoting the new quality productive forces of enterprises. The mechanism research shows that digital transformation can promote ESG practice of enterprises, and then promote the improvement of new quality productive forces level of enterprises. Therefore, it is proposed to accelerate the green transformation of enterprise development mode, promote the digital transformation of enterprises and corporate social responsibility governance by institutional supply, and strengthen the empowerment effect of internal governance of digital technology, hoping to provide useful reference for the development of new quality productive forces of enterprises.