Development Of Digital Strategies Research Articles

The Survey of Digital Transformation in Education: A Systematic Review

This study addresses a gap in the literature regarding the implementation of digital strategies in educational institutions, particularly universities. Despite significant advancements in the development of digital strategies, there remains a lack of commitment and vision for their effective implementation. This study systematically reviewed the literature to evaluate digital transformation in education across three dimensions: campus environment, teaching methods, and learning experiences. Employing the Preferred Reporting Items for Systematic Reviews and Meta-analysis guidelines, this study identified ten pertinent articles for thematic analysis. These findings highlight the critical role of digital transformation in various aspects such as data collection, management, academic advising, and personalized learning, revealing a trend towards improved educational outcomes through blended learning, video conferencing, AR/VR, and adaptive learning technologies. This research underscores the transformative impact of digital strategies on education, suggesting a paradigm shift in teaching/learning methods, emphasizing the need for educational institutions to embrace these changes proactively.

InDICEs: a MOOC on Developing Digital Transition Strategies for Cultural Heritage Institutions

In the Horizon 2020 project inDICEs, a consortium of 14 interdisciplinary partners from research and industry set out to develop an approach on how to understand and measure the impact of digital cultural heritage. Synthesising the results of three years of research, the consortium produced a MOOC on the KULeuvenX edX platform, focused on the development of digital transition strategies for both non-profit business models in heritage institutions as well as broader cultural and creative industries. Built on KU Leuven’s experience in developing MOOCs derived from Horizon research, this particular online course is part of a specific segment of the university’s MOOC offerings targeting primarily a professional audience. It is the third MOOC in a series intended for current and future professionals in the GLAM sector. In this paper, we discuss the choices behind the development of such a MOOC, and the strategic role such MOOCs play in the business model of the university, particularly with regards to micro-credentials. It also highlights the opportunities that networking with industry stakeholders opens for higher education and research organisations, as a not-for-profit valorisation effort. The MOOC brings insights on data monitoring and trend watching, copyright and digital asset management and development of digital strategies. Most importantly, it positions these topics within the context of new digital value chains for heritage institutions fostered by open access and participatory engagement models. As such, this paper will be of interest both to communities of MOOC developers - to understand how stakeholder communities and professional networks can steer choices, formats and approaches - as well as university MOOC business plan developers. Furthermore, as this MOOC embodies the growing interest of teachers and scholars in digital collections, it will also provide insights into opportunities such formats provided to the education and research sectors. Finally, it will speak to anyone working on MOOCs on the topic of cultural production and heritage.

Analisis Dampak Pandemi COVID-19 terhadap UMKM Jasa di Kota Pekanbaru (Studi Kasus UMKM Jasa Penjahit)

The position of micro, small and medium enterprises (MSMEs) has very important function for a region, especially as one of the pioneers of regional economic growth. The activities of micro, small and medium enterprises (MSMEs) are one way for regional creative products to be recognized and provide business opportunities for business actors in the region. MSMEs 4.0 are starting to recognize advances in computerization, artificial intelligence, robotics, and materials science that can accelerate the shift towards more environmentally friendly products of all types. This study aims to see the impact of the Covid 19 Pandemic on the condition of MSMEs during the COVID-19 pandemic in Pekanbaru City. Practically, the results of this study obtained information about the condition of MSMEs and as a reference for comparison. The research was carried out for 1 month from December 2021. The research method used was descriptive quantitative using snowball sampling technique with information sources in the form of questionnaire interviews with the number of samples found 42 MSME Tailor Services. . The results of research on operating profits obtained by tailoring SMEs in Pekanbaru City during the COVID-19 pandemic showed a decrease in turnover. The data illustrates that there are still many tailoring service businesses that do not know the potential of their business so they cannot read market opportunities. The PSBB (Large-Scale Social Restrictions) policy implemented by the government which closed school and office children was the main cause of the decline in the income of service business owners. The step that must be taken by business owners to deal with the impact of the Covid19 pandemic is to develop social and digital strategies to respond to changes that occur in the market by implementing social and digital strategies to respond to changes in the market market by implementing social and digital strategy development.

Dynamic capabilities for digital transformation

PurposeThe purpose of this paper is to identify sensing, seizing and reconfiguring routines of dynamic capabilities that enable digital transformation in firms.Design/methodology/approachA qualitative approach is used. Representatives from a firm going through digital transformations are interviewed, and focus groups have been carried out with a consultancy firm experienced in giving advice to firms going through digital transformation.FindingsSix routines identified as relevant specifically for digital transformation are identified. These are cross-industrial digital sensing, inside-out digital infrastructure sensing, digital strategy development, determination of enterprise boundaries, decomposition of digital transformation into specified projects and creation of a unified digital infrastructure.Practical implicationsThe authors provide direction for managers on how to approach digital transformation. In relation to previous research, the authors provide more specific guidance regarding how to reconfigure the organization in digital transformation.Originality/valueThe paper uses a novel context for digital transformation and complements the very few studies available using dynamic capabilities to understand digital transformation.

IMPACT OF DIGITAL MARKETING CAPABILITIES ON MARKET PERFORMANCE OF SMALL TO MEDIUM ENTERPRISE AGRO-PROCESSORS IN HARARE, ZIMBABWE

The importance of marketing capabilities continues to grow yet research remains concentrated in developed markets. Although several researchers provide evidence of the influence of marketing capabilities on market performance, very little of similar evidence exists in the digital marketing domain. Empirical evidence of the impact of digital marketing capabilities on market performance of small to medium enterprise (SME) agro-processors particularly from developing countries remains scarce. The purpose of this paper was to investigate the impact of digital marketing capabilities on SME agro-processors’ both intermediate and final market performance outcomes. To achieve this, we conducted a survey of 298 SME agro-processors’ managers and owners in Harare, Zimbabwe. A mixed sampling approach consisting of quota and stratified sampling approaches was adopted. We distributed a closed-ended questionnaire through the drop-off & pick-up and interviewer-based methods. The data was analysed statistically using STATA version 15. Multiple logistic regression was conducted to determine impact of digital marketing capabilities on market performance. Our findings indicate that digital strategy development & execution, digital market innovation, e-market sensing and leadership capabilities positively influence intermediate market outcomes of customer awareness, customer attitudes, availability, and brand associations. However only digital strategy development & execution capability was positively associated with final market performance outcomes of sales growth, market share and profitability. These results imply that agro-processors must develop digital marketing capabilities that enable them to move beyond intermediate market outcomes to attain the primary business objectives of profitability, sales growth and market share. Attaining intermediate market outcomes only is not enough for business sustainability. The study contributes to literature by extending the marketing capabilities discussion to the digital marketing environment in a developing country context. This was important because marketing knowledge is contextual, as such cannot easily be transferred from one market to the other.

Logics Hindering Digital Transformation in Cultural Heritage Strategic Management: An Exploratory Case Study

Museums play an important role in tourist flows, especially in cities that are famous for their cultural heritage. To valorize their role, these cultural institutions should open themselves to visitors as vectors of social, educational, and entertainment values. In particular, museums need to reinvent how they transmit information about their collections and how they engage visitors, keeping in mind the opportunities triggered by digitalization. Digital technologies could in fact be a powerful tool to assist in adopting a visitor-oriented approach and to stimulate a two-way communication. This article aims to analyze the extent of digitalization that should be integrated in museums' communication strategies, and to recognize the logics hindering digital transformation in cultural heritage strategic management. We developed an exploratory case study, focused on museums in Turin, Italy, gathering online data through institutional reports, museum websites, and social media, as well as onsite data mainly from semistructured interviews with museum managers. The research shows that most of the interviewees understand the strategic role of digitalization for museum development; however, the level of digital readiness remains low. Alongside the well-known systemic financial deficit of cultural institutions, there are other critical factors that hinder the integration of digitalization processes in the cultural heritage management. Common barriers include the presence of institutional pressures, and the lack of organizational and managerial coordination between different departments and functions that should be involved in the development of digital strategies and their integration in the strategic planning systems of museums. This research offers insights to tackle these challenges, allowing museums to compete in the international context of the cultural and heritage tourism.

Strategies of Digitized Learning.

The development of digital strategies in teaching is based on the technological progress of the last decades, but also on the strong motivation to focus a didactic concept on the learning individuals. The available data of German medical faculties indicate that digital teaching concepts currently play a subordinate role in medicine in general and specifically in otorhinolaryngology. By assessing data of our own institution, we could demonstrate that the majority of medical students refer mainly to material handed out by the lecturers as single source of information for learning Otorhinolaryngology. Therefore, the application of sound digital teaching strategies provides special chances, in particular in otorhinolaryngology to cope with the excessive amount of online information from partly unclear sources.Currently, the possible degree of digital teaching reaches from digital service supply via punctual provision of classic teaching concepts and blended learning up to completely digital curricula. The attractiveness of curricular integration of digital teaching strategies is less based on the utilization of merely technological progress, but rather on the variety of applying innovative curricula and new didactic concepts. Depending on the intended teaching purpose, the flipped classroom and the virtual reality seem to have a particularly high potential, while mobile learning is already established in individual practice. Testing and evaluating digital teaching innovations for concrete scenarios currently belongs to the most important scientific challenges of digital teaching concepts.Today, the nationwide implementation of digital teaching in Germany is less impeded by technical conditions, but by missing financing because sponsoring is currently mainly performed with reference to concrete projects; in the context of permanent implementation, however, regular costs arise. To support these promising teaching concepts, the sponsoring of institutions for digital teaching with provision of hard- and software solutions at universities could contribute significantly. Establishing cooperation to use such digital platforms might lead to a high efficiency regarding the distribution with simultaneously profiting of savings potential.

Destination management organizations (DMOs) and Digital Natives: the neglected “informal expertise” in web 2.0 implementation and social media presence. Insights from the Italian Friuli Venezia Giulia DMO

The present paper wishes to investigate the perspective of Digital Natives (DNs), described in literature as “informal experts”, in respect of digital strategies’ implementation of destination management organizations (DMOs). In particular, focus groups of students and workers in the tourism field were asked to browse and discuss the website and social media presence of an Italian regional DMO (i.e. PromoTurismoFVG). Comments were collected and analyzed with the GABEK/Winrelan method for qualitative analysis. Results confirmed the DMO’s adoption of a digital format but with limited social and consumer-generated-contents (CGC). DNs recognized the implementation of a Web 2.0 destination site in a rather traditional marketing mix strategy. Furthermore DMO websites and social media (SM) (i.e., Facebook, Instagram, Twitter and YouTube) content analysis showed that the DMO lacks products and offers for the young market segment. The combination of limited social content and the weak attention to youth market makes the current digital DMO not attractive enough to the digital natives. The work highlights the importance on focusing on DN “informal expertise” in the planning and development of digital strategies, DMO websites and SM presence. Their proved social media knowledge and digital competences have to be considered as a key opportunity for DMOs and for the improvement of the destination marketing strategies. This research contributes to the academic discussion on SM/Web 2.0 implementation in destination management, by presenting an exploratory study on DNs’ informal expert perspective supported by the use of GABEK/Winrelan as an innovative method.