Operational excellence themes: past, present and future

Quality culture as an enabler of high-quality performance and subsequently as a source of competitive advantage is increasingly discussed among operational excellence (OPEX) and quality executives. Research studies indicate an impact of quality culture on performance, especially on the success of quality improvement programs, such as Total Quality Management initiatives. A continual challenge in quality culture research, however, remains the lack of practical and accepted metrics to assess culture. In 2014, the Parental Drug Association (PDA) conducted a quality culture survey within the pharmaceutical industry. The results indicate a positive and significant correlation between quality (culture) behavior of a production site's employees and quality (system) maturity, which represents the maturity of the quality system in place. As the maturity of the quality system is more comfortable to assess by objective criteria, the positive correlation between quality (culture) behavior and quality (system) maturity may be exploited by using the latter as an indicator for quality culture. This paper confirms this positive relationship by exploring the comprehensive St. Gallen OPEX database for pharmaceutical production plants. Furthermore, data analysis shows that high-performing production sites, regarding timely provision of high-quality drugs, reveal a higher level of both quality (system) maturity and quality (culture) behavior than low-performing sites.

Digital transformation in the logistics sector is crucial for improving operational performance and financial outcomes, especially amid the rapidly growing demands of Indonesia’s economy and the global market. This study examines the impact of digital logistics transformation and related factors, including top management commitment, IT capability, employees’ digital mindset and skills, work culture change, human capital capacity, as well as the operational and financial performance of PT Pos Indonesia (Persero). Using a quantitative approach with data collected from 91 senior leaders at PT Pos Indonesia and analyzed through SmartPLS, the study proves that digital transformation significantly enhances both operational and financial performance. The factors that contribute most positively to the success of digital transformation are IT capability, employees’ digital mindset, and human capital capacity. In contrast, top management commitment, individual digital skills, and work culture change did not show a direct significant impact at the early stage. Nevertheless, digital transformation was found to be a strong mediating variable in linking internal company factors with performance improvement. This confirms that digital strategies are not merely technological innovations but also concrete mechanisms for creating business value and strengthening the company’s competitiveness in the logistics industry.

The priority value of digital transformation at the state level, which forms the prerequisites for positive global economic and social changes in the context of bifurcations and permanent changes in the marketing environment, is determined. The digital technologies influence in various areas of enterprise activity is identified and detailed. Based on the results of the studies and a comparative analysis of scientists and economists, the relation between the key blocks of the digital business transformation that allow rapidly react to heterogeneous consumer requests in the Internet are interpreted. The architecture of digital business management in digital transformation terms is developed. It represents concatenated phases that provide increased efficiency and facilitate the rapid expansion of new market segments, as well as require for the direct implementation of relevant methodological tools. Key words: digital transformation, blocks of digital business transformation, digital business management, concatenated phases of digital business management, online customers DOI: 10.15276/mdt.4.2.2020.4 All Retail. (2020) Available at: http://allretail.ua/ (accessed 15 May 2020). Baird, N. (2018) What digital transformation actually means for retail. Forbes. Available at: https://www.forbes.com/sites/nikkibaird/2018/03/13/what-digital-transformation-actually-means-for-retail/#7e24e8eb7038 (accessed 20 May 2020). Capgemini Consulting. (2017) Digital transformation: a roadmap for billion-dollar organizations: MIT Center for Digital Business, Capgemini Consulting. Available at: https://www.capgemini.com/wp-content/uploads/2017/07/Digital_Transformation__A_Road-Map_for_Billion-Dollar_Organizations. pdf (accessed 23 May 2020). (2019) Global retail, wholesale & distribution. Available at: https://www2.deloitte.com/global/en/pages/consumer-business/topics/retail-wholesale-distribution.html?icid=top_retail-wholesale-distribution (accessed accessed 1 June 2020). Ecommerce News Europe. (2020) Available at: https://ecommercenews.eu/ (accessed 1 June 2020). company. (2019) Available at: https://evo.company/ua/ (accessed 23 May 2020). Hein, A., Schreieck, M., Riasanow, T., Setzke, D., Wiesche, M., Bohm, M. & Krcmar, H. (2019) Digital platform ecosystems. Electronic Markets. DOI: https://doi.org/10.1007/s12525-019-00377-4 (accessed 12 May 2020). IBM (2019). Available at: https://www.ibm.com/ (accessed 1 June 2020). Joshi, M., Kathuria, R. & Das, S. (2018) Corporate entrepreneurship in the digital era: the cascading effect through operations. The Journal of Entrepreneurship, vol. 28 (1), pp. 4– DOI: https://doi.org/10.1177/0971355718810554 (accessed 27 May 2020). Kantar Ukraine. (2020) Available at: https://tns-ua.com/ (accessed 19 May 2020). Krueger, J. (2015) Omnichannel shoppers: An emerging retail reality. Think with Google. Available at: https://www.thinkwithgoogle.com/marketing-resources/omnichannel/omni-channel-shoppers-an-emerging-retail-reality/ (accessed 20 December 2017). Meek, T. (2018) Big Data in retail: how to win with predictive analytics. Forbes. Available at: https://www.forbes.com/sites/netapp/2015/02/18/big-data-in-retail/ (accessed 11 September 2018). Natorina, A. O. (2019) Tranzytyvna biznes-model tsyfrovoho biznesu: sutnist ta mekhanizm rekonfihuruvannia [Transitive business model of digital business: the nature and mechanism of reconfiguration]. Visnyk ahrarnoi nauky Prychornomoria [Ukrainian Black Sea region agrarian science], vol. 3 (103), pp. 36– Available at: https://visnyk.mnau.edu.ua/statti/2019/n103/ n103v3r2019natorina.pdf (in Ukrainian) (accessed 10 May 2020). Nwaiwu, F. (2018) Review and comparison of conceptual frameworks on digital business transformation. Journal of Competitiveness, 10 (3), pp. 86–100. DOI: https://doi.org/10.7441/joc.2018.03.06 (accessed 1 June 2020). Parviainen, P., Tihinen, M., Kaariainen, J. & Teppola, S. (2017) Tackling the digitalization challenge: how to benefit from digitalization in practice. International Journal of Information Systems and Project Management,5, no. 1, pp. 63–77. DOI: https://doi.org/10.12821/ijispm050104 (accessed 23 May 2020). (2020) Available at: https://www.pwc.com/ (accessed 18 May 2020). Rachinger, M., Rauter, R., Muller, Ch., Vorraber, W. & Schirgi, E. (2019) Digitalization and its influence on business model innovation. Journal of Manufacturing Technology Management, vol. 30, no. 8, pp. 1143– DOI: https://doi.org/10.1108/JMTM-01-2018-0020 (accessed 10 May 2020). Schmitt, B. (2011) Experience Marketing: Concepts, Frameworks and Consumer Insights. Foundations and Trends in Marketing, vol. 5, no. 2, pp. 55– DOI: http://dx.doi.org/10.1561/1700000027 (accessed 12 May 2020). Schwarz, R. (2016) Special CRM. The customer in the center of digital transformation. Detecon Management Report, 1, 86 p. Available at: https://docplayer.net/19794580-Detecon-management-report.html (accessed 18 May 2020).

Given the rapid advancements in the digital transformation era, digital leadership has become essential for enhancing employee performance and organizational commitment. This study specifically examines the mediating role of digital transformation in the relationship between digital leadership, employee performance, and organizational commitment, drawing on data collected between June and August 2024 from 579 participants across diverse industries. The findings demonstrate that digital leadership significantly enhances employee outcomes by driving digital transformation, which serves as a crucial intermediary that amplifies the positive effects of leadership. This research underscores the importance of aligning leadership strategies with digital transformation initiatives, especially in the DT-driven business landscape, to promote sustainable growth and maintain a competitive edge. By highlighting the combined influence of leadership and digital transformation on employee performance and organizational commitment, this study provides valuable insights for organizations addressing the complexities of digital change. It also emphasizes the pivotal role of leadership in fostering innovation and organizational resilience in the digital transformation era.

This study aims to investigate the relationship between Total Quality Management (TQM) practices and quality culture in Kingdom of Saudi Arabia. The samples comprised 388 samples and data was collected through a questionnaire from the managers of leading construction companies in the Kingdom of Saudi Arabia. The respondents were requested to answer self-administered questionnaires, and send their feedback to the researcher, where 5 points rating scale was used to elaborate on varying responses. Additionally, this study employed multiple regression analysis in order to test the relationship between independent variables (TQM practices namely, education and training, customers focus, information and analysis, continuous improvement, process management and top management commitment) and dependent variable (quality culture). The results of this study revealed a positive relationship between education and training and quality culture. In the same path, the results revealed a positive association between customer focus and quality culture and a positive association between information and analysis and quality culture. Additionally, the results also revealed a positive relationship between continuous improvement and quality culture and a positive relationship between process management and quality culture. Finally, the study results showed a positive top management commitment-quality culture relationship. The study provided recommendations and directions for future research.

This study explores the multifaceted impact of digital transformation and green initiatives on Vietnamese enterprises, explicitly focusing on the critical role of managerial commitment to information technology. Digital transformation, a catalyst for reshaping operations, strategies, and competitive dynamics, integrates digital technologies into various business aspects. The study investigates key determinants impacting digital transformation and green initiatives: information technology infrastructure, managerial commitment, competitive intensity, employees' digital competencies, and strategic orientation. Utilising Partial Least Squares Structural Equation Modeling (PLS-SEM), the study analyses data from 200 enterprises, highlighting the significant positive effects of these factors on digital transformation and subsequent green initiatives. The findings reveal that managerial commitment and employee digital skills are foundational for successful digital transformation, while competitive intensity and strategic orientation drive green initiatives. This study underscores the necessity of proactive digital managerial and strategic alignment for fostering sustainable and competitive business environments in the digital era. Importantly, it provides practical implications for Vietnamese enterprises, equipping them with actionable insights to navigate the digital and green transformation landscape.

Buyer supplier relationship and supply chain sustainability: empirical study of Indian automobile industry

CONTEXT. A very careful analysis shows that many of the current digital technologies and current trends in digitalization are not found in remote experiments already created. So, it is necessary to rethink their design principles.PURPOSE OR GOAL. Digitization is related to computer science and its tools. Digitalization is related to the improvement of processes through digital technologies. Digitization transfers information from the analog to the digital environment, which allows faster access to information and reduced access and archiving costs. Digitalization allows the improvement of the monitoring and control of industrial, economic, and/or social processes, another decision-making system, and a better consideration of the clients regarding the accessibility of the final products of the processes.APPROACH. Remote experiment (RE) is a technology that has gone through almost necessary stages through digitization and digitalization and can be one of the important poles of digital transformation in education. A global understanding of this process implies that emerging technologies in the field of IT allow the construction of another system of knowledge transfer and evaluation. It is obvious, from this stage of setting the transformation goals, that the road to digital transformation is not linear (as it was and still is the road to digitization). The non-linear character is given by the need to change the organizational culture in education and, as always when the change of people is included in a process, a non-linear component is added immediately. The process of digital transformation must include the relationship of education with industry. It does not have a separate phase, one in education and one in industry. These phases must be intertwined so that graduates can be prepared for their future careers and the industry can use them from the faculty benches. As a result of this principle, the remote experiment must have the same characteristics regardless of the field to which it applies, education or industry.ACTUAL OR ANTICIPATED OUTCOMES. Because the remote experiment is geared toward the application side of learning, it requires a pragmatic approach to the phases it must go through to align with the demands of digitalization and digital transformation. These phases are Monitoring which involves learning at a medium level the measurement, transfer processing, and storage of data, Warning, Remote Control, Optimization, Prediction, and Intelligent Response.CONCLUSIONS/RECOMMENDATIONS/SUMMARY. Many researchers say that the hard part of the digital transformation in Industry 4.0 is not the digital part but the conceptual and adaptive transformation of people. The effects on mentality and culture are not obtained by buying technologies, and software or accumulating data. There is a need for retraining based on the new skills created by digitalization and digital transformation. As expected, effects for teachers for example it improves the balance between school and life and the school's orientation towards social needs, it creates more learning styles to which students adapt according to their own personality, they give up penalizing mistakes and move on to learning through mistakes, a complex environment of teacher-student, student-student, student-industry, teachers-industry collaboration is created;KeywordsDigitizationDigitalizationDigital transformationRemote experiment designIndustry 4.0

Previous research has suggested that organizations need to develop dynamic capabilities to support their digital transformation, but there is still a lack of evidence on how firms develop and deploy these capabilities. This paper investigates how dynamic capabilities enable firms' digital transformation. We draw from the literature to develop a theoretical model, suggesting that dynamic capabilities are built upon resources, alliances, knowledge and learning, entrepreneurial orientation, and a dynamic environment. In turn, dynamic capabilities can support organizations to remain competitive in the digital era through a series of mechanisms that enable their digital transformation. We conducted a multiple case study with seven Brazilian multinationals from the manufacturing and service sectors. Our results showed that the firm's dynamic capability supports three main enablers of digital transformation: collaboration in innovative ecosystems, agility, and the development of an innovative culture. These mechanisms are necessary to enable these firms' digital transformation, allowing them to be more competitive in the digital era. We collaborate with the capabilities literature by connecting the antecedents of dynamic capabilities, its microfoundations, and digital transformation. Additionally, we fill a gap in digital transformation literature, offering a contextual example of how emerging multinationals are developing their capabilities to thrive in the digital era.

Introduction: The digital era has ushered in transformative changes across industries, with the real estate sector being a pivotal focus. In Guangdong Province, China, real estate enterprises are at the forefront of this digital revolution, navigating the complexities of technological integration and market adaptation. This study delves into the intricacies of digital transformation and its profound implications for the financial performance of these enterprises. The rapid evolution of digital technologies necessitates examining how such advancements redefine operational strategies and financial outcomes within the real estate landscape. The inclusion of government support as a variable in our study is deliberate and stems from its profound influence on shaping the digital landscape. Government policies and initiatives provide a regulatory framework and offer strategic direction and financial incentives that catalyze digital adoption and integration within the real estate sector. By examining the moderating effect of government support, this study aims to uncover the nuanced interplay between policy-driven environments and the financial performance of enterprises undergoing digital transformation. This exploration is essential to understanding the broader implications of public policy on private-sector innovation and growth. Objectives: The primary objective of this research is to evaluate the impact of digital transformation on the financial performance of Guangdong’s real estate enterprises, with a specific focus on return on equity (ROE) and return on assets (ROA). Additionally, this study aims to scrutinize the role of government support as a potential moderator in the relationship between digital transformation and financial success. The research seeks to provide actionable insights for policymakers and industry players by understanding these dynamics. The digital transformation of Guangdong’s real estate sector presents a complex landscape of challenges and opportunities that shape the industry’s evolution. On one hand, the integration of innovative digital technologies into established operational frameworks poses significant challenges. These include the need for substantial investment in new infrastructure, the imperative for a cultural shift towards digital literacy across the workforce, and the continuous demand for upskilling to remain agile in an increasingly digital market. On the other hand, digital transformation affords manifold opportunities. For instance, enhanced operational efficiencies through automation and data analytics offer substantial benefits in terms of cost savings and process optimization. Furthermore, leveraging data-driven insights enables more informed strategic decision-making, which is critical in a competitive real estate market. The capacity to innovate service offerings by tapping into digital platforms and customer relationship management systems also presents a significant opportunity for real estate enterprises to differentiate themselves and capture new market segments. Methods: This study explores the digital transformation of real estate firms in Guangdong, highlighting government support as a critical moderator. Findings show that digital initiatives improve company performance, with government backing amplifying these benefits. Regional disparities in support suggest a need for tailored strategies, indicating the importance of policy in driving digital adoption and innovation in the sector. The study advises firms to leverage local policies and policymakers to address regional imbalances for equitable digital transformation. This study uses a sample of 28 real estate enterprises in Guangdong Province from 2012 to 2022. Panel data analysis with a fixed effects model tests the hypotheses. The study also conducts robustness checks by replacing the key variables. Results: The findings indicate that digital transformation positively impacts the financial performance of real estate firms, as gauged by return on equity (ROE) and return on assets (ROA), albeit marginally. The study also reveals that the relationship between enterprise performance and digital transformation is moderated by government assistance, indicating that solid government backing might amplify the benefits of digital transformation for company success. Conclusion: The present research offers empirical data about the correlation between the financial performance of real estate firms in Guangdong Province, China, and digital transformation. The discussion of these challenges and opportunities is contextualized within the broader economic and technological context of Guangdong Province, reflecting the unique interplay between regional development strategies and the global trend toward digitalization. This nuanced understanding is essential for appreciating the complexities inherent in the digital transformation journey of real estate enterprises. It sets the stage for the relevance and application of our proposed model. The findings suggest that real estate enterprises should consider factors like business size, cash flow, and debt ratios when undergoing digital transformation. Policymakers and industry regulators should also focus on providing appropriate support and guidance to facilitate the long-term development of the real estate industry in the digital era.

This research examines the interrelationship and impact of informatization, digitalization, and digital transformation on the development and implementation of transparency in modern criminal proceedings. The paper explores in detail how these processes are transforming the traditionally closed sphere of criminal proceedings, increasing the level of openness and accessibility of information for legal participants and society. Particular attention is paid to identifying and analyzing systemic contradictions arising between the requirement for transparency and the imperatives of ensuring national security, protecting state and other legally protected secrets, and the individual's right to privacy. The study also examines the place and role of the individual in the transparency-security coordinate system and formulates proposals for improving current criminal procedure legislation. The methodological basis is formed by a combination of general and specific scientific methods, including dialectical, systemic-structural, comparative legal, formal-logical, and sociological methods. The research's novelty lies in its conceptual delineation and clarification of the key categories of "informatization," "digitalization," and "digital transformation" as they apply to criminal proceedings, revealing their specific and multifaceted impact on transparency. The author concludes that these processes, while interrelated, are not identical and contribute differently to openness: informatization creates social demand, digitalization provides tools, and digital transformation fundamentally changes the paradigm of the process. A key finding is the thesis regarding the dialectical contradiction between transparency and security requirements, a conflict that cannot be resolved through restrictions alone, but requires the creation of a system of legal and technological guarantees. As a key solution, it is proposed to enshrine the principle of transparency in criminal proceedings in the Russian Federation Criminal Procedure Code. The author formulates the definition, goals, methods for ensuring transparency, and the limits of its application in criminal proceedings.

The term “digital transformation” has captured the attention of practitioners and academics over the past few years. However, while the term is increasingly being used, conceptual clarity is still needed, especially in the context of government and public organizations. While public and private organizations share several similarities, they also differ in important areas. Public organizations’ goals, values, and strategies are often focused on increasing public good instead of increasing revenue. Therefore, more research is required to understand digital transformation in the context of government and public organizations. In this chapter, we explore digital transformation and, based on a literature review, we conceptualize the terms “digitization”, “digitalization”, and “digital transformation” and discuss how these can be understood in the context of the public sector. Finally, we propose a model of digitization, digitalization, and digital transformation and suggest how these terms are conceptually related.

PurposeIn the context of promoting sustainable development in SMEs, the present study aims to investigate the relationship among solution dimensions based on the Industry 4.0 (I4.0) concept.Design/methodology/approachThe study employs a comprehensive methodology that includes a systematic literature review, workshop, grounded theory and interpretive structural modeling. Various dimensions concerning I4.0 sustainability are tested and evaluated using a questionnaire design followed by hypothesis formulation. Further, grounded theory is used to extract the key solution dimensions that capture the essence of I4.0 implementation in SMEs. Finally, the solution dimensions for I4.0 sustainability are modeled using the ISM approach to understand the structural interdependencies among them, and Matrice d'Impacts Croisés Multiplication Applied to a Classification (MICMAC) analysis is done to understand the driving and dependence power among these dimensions.FindingsThe study identified 14 solution dimensions for the implementation of I4.0 in SMEs for sustainable development. Out of the 14 solution dimensions, human resource training programs (D4) appear at level 11, followed by top management commitment (D1), strategic collaborations (D3) and coordination among key stakeholders (D5) at level 2 in the hierarchical interpretive structural modeling (ISM) model. Also, these dimensions have an effect size of more than 0.50 which indicates a substantial correlation between the sustainability dimensions and Industry 4.0 implementation in SMEs.Originality/valueThe study contributes to the overall goal of fostering sustainability within the SME sector, which can pave the way for various stakeholders for the successful implementation of I4.0 sustainable solution dimensions.

The purpose of this paper is to quantify quality culture model in a construction company using the structural equation modeling (SEM) technique. Quality culture is a multi-dimensional concept and cannot be directly measured but is measurable through connection with other variables. Five major variables of quality culture are quality plans and measurement, top management commitment, people management, training and effective communication. These variables are also defined based on some factors. The study population is one of the general contractor companies in construction industry. This sector, due to complicated nature of operation, long life-time of product, and consisting of big and separate parts, has not been successful in implementing quality management systems. Results show that there are significant relationship between these five variables and quality culture.

The focal pillars of digital transformation and sustainability have spurred the implementation of various strategies through policy interventions in production, distribution, and consumption processes. As societies grapple with the intricacies of this paradigm shift, comprehension of how public administration shapes the delivery of public services to meet sustainability imperatives assumes paramount importance, yielding public value in the process. In the current era, the delineation of public value arises from the nuanced interplay of socio-political dynamics, advancements in information and communication technology (ICT), and an unwavering commitment to the pillars of sustainable development within the public sector. Scholarly discourse accentuates the imperative for a multidisciplinary approach to effectively address these multifaceted challenges. The analysis was conducted using the case study method to trace public value creation through digital and sustainable transformation in NODES’ Research and Innovation program financed by the National Recovery and Resilience Plan (NRRP or PNRR) that is part of the Next Generation EU (NGEU). NODES’ Research and Innovation program is articulated in specific programs for each Spoke, with the aim to promote and support applied research on topics consistent with the Intelligent Specialization Strategy, with regional operational plans and regional and national research and innovation priorities. Although NODES’ Spokes are concentrated on different themes, the article examines all the 7 Spokes. In particular, Spoke 2 entitled “Green Technologies and Sustainable Industry” carries out systemic solutions at local scale with a strong emphasis on the key elements of sustainable development: economic prosperity, environmental protection and social equity, balancing these three dimensions in order to benefit current and future generations. The nexus among sustainability, digital transformation, and the interrelation of social, economic, and environmental values constitutes the crux of this endeavour. These factors are the fundament of Spoke 3 titled “Tourism and Culture Industry” that aims at developing an open infrastructure for immersive virtual reality systems for research and educational purposes. The project is based on the architecture of a collaboration platform able to integrate advanced technologies and human expertise. By illuminating the interconnectedness between financial management, imperatives of sustainability, and societal well-being, the findings will be developed to obtain new jobs in the short/medium term, thanks to improved policy support from governing bodies and creating new business solutions. In doing so, they not only foster enduring public value but also fortify societal resilience in the face of evolving challenges.