Digital Transformation Framework Research Articles

AI led ethical digital transformation: framework, research and managerial implications

PurposeDigital transformation (DT) leverages digital technologies to change current processes and introduce new processes in any organisation’s business model, customer/user experience and operational processes (DT pillars). Artificial intelligence (AI) plays a significant role in achieving DT. As DT is touching each sphere of humanity, AI led DT is raising many fundamental questions. These questions raise concerns for the systems deployed, how they should behave, what risks they carry, the monitoring and evaluation control we have in hand, etc. These issues call for the need to integrate ethics in AI led DT. The purpose of this study is to develop an “AI led ethical digital transformation framework”.Design/methodology/approachBased on the literature survey, various existing business ethics decision-making models were synthesised. The authors mapped essential characteristics such as intensity and the individual, organisational and opportunity factors of ethics models with the proposed AI led ethical DT. The DT framework is evaluated using a thematic analysis of 23 expert interviews with relevant AI ethics personas from industry and society. The qualitative data of the interviews and opinion data has been analysed using MAXQDA software.FindingsThe authors have explored how AI can drive the ethical DT framework and have identified the core constituents of developing an AI led ethical DT framework. Backed by established ethical theories, the paper presents how DT pillars are related and sequenced to ethical factors. This research provides the potential to examine theoretically sequenced ethical factors with practical DT pillars.Originality/valueThe study establishes deduced and induced ethical value codes based on thematic analysis to develop guidelines for the pursuit of ethical DT. The authors identify four unique induced themes, namely, corporate social responsibility, perceived value, standard benchmarking and learning willingness. The comprehensive findings of this research, supported by a robust theoretical background, have substantial implications for academic research and corporate applicability. The proposed AI led ethical DT framework is unique and can be used for integrated social, technological and economic ethical research.

Constructing a Sustainable and Dynamic Promotion Model for Fresh Foods Based on a Digital Transformation Framework

The emergence of digital technology has compelled the retail industry to develop innovative and sustainable business models to predict and respond to consumer behavior. However, most enterprises are crippled with doubt, lacking frameworks and methods for moving forward. This study establishes a five-step decision-making framework for digital transformation in the retail industry and verifies it using real data from convenience stores in Taiwan. Data from residential type and cultural and educational type convenience stores, which together account for 75% of all stores, underwent a one-year simulation analysis according to the following three decision models for promotions: the shelf-life extended scrap model (SES), the fixed remaining duration model (FRD), and the dynamic promotion decision model (DPD). The results indicated that the DPD model reduced scrap in residential type stores by 12.88% and increased profit by 15.43%. In cultural and educational stores, the DPD model reduced scrap by 10.78% and increased profit by 7.63%. The implementation of the DPD model in convenience stores can bring additional revenue to operators, and at the same time address the problem of food waste. With the full use of resources, sustainable operation can be turned into a concrete and feasible management decision-making plan.

Eight Building Blocks for Managing Digital Transformation

Organizations across all sectors and industries are facing the need for structural change towards a digital future. Rapid developments in digital technologies and their easy accessibility are changing organizations’ competitive environment and require the design and implementation of a sustainable digital transformation. To master this organizational task in a targeted manner and align it strategically, organizations must carry out a comprehensive analysis of the digital transformation fields of action. The developed integrated framework for digital transformation is structured into eight building blocks and associated action items, and includes a systematic literature analysis. It serves as a valuable framework and guideline on digital change for organizations.

Determinants of Digital Transformation in the Post-Covid-19 Business World

Digital technologies are playing a major role in overcoming the impact of the Covid-19 pandemic in business and society. In other words, the pandemic also brings a significant opportunity for digital technologies. Organizations are focusing on managing and adopting strategies for business resiliency and recovery in the post-Covid-19 situation through digital transformation. Business resilience needs processes and people to maintain unremitting business operations. Digital transformation ensures business continuity and helps in running core business operations with resiliency and disaster recovery. This study develops a conceptual framework to understand the determinants of digital transformation in the post-Covid-19 business world. The determinants are categorized based on human, organizational and technology-related factors. These are employee health and safety, virtual collaboration, remote working, business resilience and recovery, business process automation, technology readiness and, cybersecurity risks. This study contributes to applying a conceptual framework of digital transformation in the business during the post-Covid-19 period based on the inclusion of human, organizational and technological factors.

Actionable strategy framework for digital transformation in AECO industry

PurposeThe Fourth Industrial Revolution (4IR) holds the potential to improve capabilities- and technology-based innovation, which will enable breakout for architectural, engineering, construction and operation and maintenance (AECO) companies, for international competitiveness. Though the top management of such companies is convinced on the utility of the applications, they are unsure on the strategy of implementing the same. The objective of this research is to suggest a strategy framework for digital transformation of the AECO value chain.Design/methodology/approachThe nascent level of research on 4IR in construction necessitated the adoption of the integrative review methodology for the study. Extensive literature review of research on strategy and 4IR has been utilized to establish the validity of the first two pillars, namely “a strategy of simple rules in a complex environment; and deployment of dynamic capabilities.” The validation of a construct for the third pillar of “confluence of change and continuity forces” has been achieved via hypothesis testing of data obtained through a questionnaire survey.FindingsThe present study has integrated three diverse ideas of strategy, named as the pillars, to facilitate sustainable digital transformation. Within the third pillar, top three continuity forces which offer resistance to change are organization culture, existing delivery processes and networks, and existing standard operating procedures. On the other hand, the leading drivers of change are needs of competitiveness; global industry trends and the advent of new technologies/innovations.Research limitations/implicationsThis provides a practical approach to operationalize digital transformation of the AECO at an organization level. The validation relied on opinion and perspectives of a sample frame in the Indian context, which was its limitation.Originality/valueThis paper suggests a strategy framework of three pillars to help address specific strategy dilemmas during implementation of digital transformation of particular organizations in AECO. The study contributes to both theory and practice by helping leaders of AECO companies, associations, policymakers and the academia to strategize transformations successfully.

A Conceptualized Model of Digital Transformation for Sport Organization in Thailand

Digital transformation becomes a significant driver for numerous industries such as sports, food services, automobiles, and clothing. Firms are obliged to understand how to develop digital capabilities to avoid an inevitable technological disruption and transform their business model successfully. The notion of digital transformation for Sports Organizations in Thailand is a novel idea in academia. This research aims to explore an insight of Sport Organization in Thailand. It focuses on what dimensions should be considered and incorporated while implementing any digital transformation. This research inductively builds a digital transformation framework for sports organizations in Thailand via reviews and in-depth interviews of 28 experts with a digital and sporting background.This research agenda proposes a framework driven by–1) reviewing digital transformation literature and the work on digital maturity concepts on a theoretical basis, 2) proposing and refining a conceptual model from the experts’ critical insights. Furthermore, research findings indicate that digital transformation for Sports Organizations in Thailand should incorporate six capability dimensions composing of strategy, agility(organization and culture), operations(including sports sponsors and sporting agencies), people (employees), technology, and sports fans/consumers when considering such an implementation. Such capabilities should be viewed as an important basis for a research initiative in digital transformation in Thailand’s sports organizations. Practitioners can modify or adapt the proposed conceptualization model and the defined six capability dimensions as guidance for the current state and progress of their digital transformation efforts

Digitalisation of state companies

The article analyzes the legal acts that regulate public relations regarding the digital transformation of tate corporations and companies with state participation. The economic and managerial directions of reform of the highest priority are established. The article describes the goals of the digital transformation of a state-owned company, including: creating a target business model, a system of goals and key performance indicators of digital transformation, and determining a digital transformation strategy. Special attention is paid to the development and implementation of initiatives for the implementation of digital infrastructure; the development of digital solutions providers; organizational activities within the framework of digital transformation; measures for programmed import substitution; and measures to ensure information security within the framework of digital transformation. Considering independent directions the digital transformation of state-owned companies can take, one such is the improvement of the “quality” of the staff and the formation of a culture of digital transformation. The article highlights such areas of work as: the creation of a model of digital competencies and the staffing of digital transformation within a state company; an assessment of the need for employees with special competence; teaching digital skills; the development of employees’ digital competencies within a state company; digital workforce management; and planning and holding an event to develop digital culture and the information security culture of a state company. In conclusion, it is determined that the proposed areas of the digitalization of state-owned companies are universal. It is suggested that these recommendations be used in relation to other organizations (primarily private).

Adaptive Enterprise Architecture Process for Global Companies in a Digital IT Era

Enterprise architecture (EA) is useful for promoting digital transformation in global companies and information societies. In this paper, the authors investigated and analyzed the process for digital transformation in global companies, together with related work in using and applying an enterprise architecture framework for the digital era named the adaptive integrated digital architecture framework (AIDAF). Moreover, they position the AIDAF framework for processing digital transformation in global companies. Based on this analysis, the authors propose and describe a new enterprise architecture process for promoting digital transformation in global companies. Furthermore, the authors propose an adaptive EA cycle-based architecture board framework on digital platforms, while verifying them with case studies in global companies. Finally, the authors clarify the challenges and critical success factors of the process and framework for digital transformation with architecture board reviews in the adaptive EA cycle to assist EA practitioners with its implementation.

Integrated Geo Cloud Solution for Seismic Data Processing

Oil industries generate an enormous volume of digitized data (e.g., seismic data) as a part of their seismic study and move it to the cloud for downstream applications. Moving massive data into the cloud can pose many challenges, especially to Commercial-off-the-shelf geoscience applications as they require very high compute and disk throughput. This paper proposes a digital transformation framework for efficient seismic data processing and storage comprising of: (a) Novel Data storage options, (b) Cloud-based HPC framework for efficient seismic data processing, and (c) MD5 hash calculation using the MapReduce pattern with Hadoop clusters. Azure cloud platform is used to validate the proposed framework and compare it with the existing process. Experimental results show a significant improvement in execution time, throughput, efficiency, and cost. The proposed framework can be used in any domain which deals with extensive data requiring high compute and throughput.

Exploring the Readiness for Digital Transformation in a Higher Education Institution towards Industrial Revolution 4.0

Assessing the impact of digital transformation in the fundamental areas of higher education at a specific university, i.e., Hanoi University of Science and Technology (HUST) will show us the readiness for the digital university. Therefore, in this paper, we deeply analyze the characteristics of the typical model of the digital university (University 4.0) to identify the criteria to be surveyed for the assessment of the availability of HUST in digital transformation process. The analysis of survey results, thereby, discloses the effects achieved by practical implementation of digital transformation solutions at HUST. The results of this study allow us to introduce a readiness framework for digital transformation as a reference for the other higher education institutions. In addition, we can partly confirm that the trend of digital transformation is indispensable for universities in Vietnam, contributing to the improvement of higher education quality and international integration in the context of industrial revolution 4.0.

Digital transformation and the COVID-19 crisis continuity planning

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

Classification of parameters of innovative projects in the framework of digital transformation programs for sustainable development of industrial enterprises

The task of determining the parameters of an innovative project, their composition and structure is a crucial stage in the design and development of an innovative project within the framework of digital transformation. A refined classification of the parameters of an innovative project, considering the specifics of projects aimed at digital transformation of the enterprises, operating in the manufacturing sector, is proposed. The classification separates the parameters of innovative projects into 2 key categories: target parameters and controlled or limiting parameters. When applied to innovative project parameters in digital transformation, target parameters are further divided into gradual and optional types; controlled or limiting parameters constitute basic structure of innovative projects and include road-map and time allocation, costs, market parameters, human resources, technological readiness, regulatory norms. The presented approach leaves room for further research based on additional real case data and risk evaluation, standard and accepted deviations of the project results analysis.

Возможности обеспечения устойчивого экономического развития приморских территорий региона Балтийского моря в условиях цифровой трансформации

The article explores opportunities for the sustainable economic development of coastal territories in the Baltic Sea region (BSR) arising in blue economy sectors in the framework of digital transformation. The study argues that more active commercialisation of territorial resources can facilitate the sustainable economic development of the BSR coastal territories, following digitally-driven innovations. The paper provides an overview of methodological approaches to territorial sustainability. It also assesses the 2009—2018 level of the socio-economic development of the BSR coastal territories, underpins the importance of the blue economy and highlights the role of digital transformation in reaching the UN Sustainable Development Goals (SDGs) in the BSR through digitally-driven innovations. A comparative and problem-targeted statistics analyses show significant differences in the dynamics of socio-economic development in the BSR coastal territories with their GRP per capita being generally lower than the national or macroregional average. A review of literature on sustainable development in the BSR has shown that a more active use of the unique resources of coastal territories along with a technology-driven growth of the blue economy sectors can counterbalance the negative impact of the uneven development of these territories on the progress towards the SDGs in the BSR. Increasing the competitiveness of the BSR coastal territories requires investment in digital solutions in the blue economy sectors and building communication infrastructure. The review of key innovations in the blue economy sectors shows that their implementation gives impetus to other industries by reducing costs, creating new jobs, and improving the quality of products and services.

D-Cycle as a core element of a digital transformation framework

A digital transformation process as an emerging management practice requires a clear, well-described and detailed toolset, that will be handful and easy to apply in practical everyday tasks in a digital transformation change process. In this research, the essential tool of a digital transformation process created by authors is described. Created by research’s authors as D-Cycle, this tool allows to run a digital transformation of organisation, process, or it’s segment from any transforming object’s digital maturity level. D-Cycle will be useful as a key digital transformation tool in digital transformation programmes and day-to-day digital managers’ activities. This tool is also suitable for creating more complicated digital transformation frameworks, those suit for tasks of large enterprises or massive social institutes. D-Cycle does not focus on any certain industry or social field, hence it’s rather universal for solving digital transformation problems. Its practical concise content allows it to be used almost without any special competencies in digital transformation and makes it ready to be applied widely.

Impact of Digital Transformation on Accounting Information Systems – Evidence from Algerian Firms

Abstract The study aims to demonstrate the conceptual and practical framework of digital transformation and its impact on accounting information systems by focusing on the requirements of digital transformation, such as the digital strategy, the necessary knowledge of the human element, and the effects and obstacles facing the digitization of accounting information systems. The study attempts to answer the following question: What is the impact of digital transformation on accounting information systems in business organisations? The study uses deductive reasoning, based on many previous studies, by applying it to a sample of 237 individuals active in about 120 firms operating in the Algerian environment through a questionnaire distributed in 2021. The study has found a weak degree of awareness of the importance of digital transformation, and a low effort to develop accounting information systems in line with the requirements of digital transformation, all due to the presence of several high-impact challenges.

Digital transformation of the energy sector: a case of Russia

The article outlines the main stages of the digital transformation of the energy sector of Russia since 2014. The methodological framework of the summary is composed of the key federal laws and industrial regulations that formed the foundation of the digitalization of the Russian energy sector. The study revealed two focus segments for Russian energy transformation. The first one deals with the development of the methodological framework for digital transformation (departmental project “Digital Energy”). The second one works towards the development of new technical solutions, their active field testing and elimination of emerging administrative barriers (EnergyNet road map, “Unified Technical Policy - Power Supply Reliability” project). It has been established that technological development trends in the Russian energy sector generally match those in the rest of the world (smart energy, distributed generation, renewable energy, consumer services etc.). Private projects that are being implemented as part of these initiatives prove highly efficient technically and economically and are attracting wide attention in the global energy market.

Digital Transformation in the Mining Sector: Exploring Global Technology Trends and Managerial Issues

Across the industries, management faces increasing pressure to make digital transformation a strategic priority and embrace the opportunities offered by digitalization, and the mining sector is not an exception in this regard. Whereas it is recognized that within the mining industry digitalization will be a driving force that has a great potential to transform the nature of companies and their interaction with stakeholders at every stage of the value chain, there seems to be a lack of an understanding as to what should be investigated from a managerial perspective for the successful undertaking of the digital transformation initiatives. The paper aims to provide a descriptive overview of the global industry trends with regard to digital technologies in the mining sector, as well as develop a conceptual digital transformation framework that is intended to improve business’ digitization processes for the mining companies by identifying the core managerial areas on which attention should be focused in order to ensure effective implementation of the digital transformation strategy. These main action fields, along with optional additional dimensions could be further elaborated depending on the organizational context and industry environment, and should be taken into consideration when planning and organizing activities directed at delivering effective digital transformations.

A framework for digital transformation and business model innovation

With the advent of the Fourth Industrial Revolution, businesses are adapting to the use of digitalisation which requires the digital transformation of their existing business models. However, there is limited empirical research on this phenomenon. The purpose of this study is twofold: (i) to develop a framework for businesses to digitally transform their business models and (ii) to examine literature in order to identify and analyse the constructs underlying the three concepts of Digitalisation, Digital Transformation and Business Model Innovation. The study is qualitative in nature and is based on a narrative review. Relevant articles were identified by using international bibliographic databases and scrutinised using thematic analysis. The findings reveal that the first two constructs require digital capabilities and a digital strategy. The third construct requires digital transformation in the realm of customer-centricity, resources, processes and profit. A set of propositions was formulated and the commonalities were mapped. Based upon this map, a conceptual framework was developed. The findings will assist in the development of future instruments that can guide businesses to digitally transform existing business model elements. This study aims to fill the gap on how business model innovation should be pursued through digital transformation by developing a conceptual framework.

НЕОБХОДИМОСТЬ ТРАНСФОРМАЦИИ СИСТЕМЫ ВЫСШЕГО ОБРАЗОВАНИЯ В КОНТЕКСТЕ ФОРМИРОВАНИЯ ЦИФРОВОЙ ЭКОНОМИКИ

The goal of the paper is to explore the main preconditions for the formation of digital economy and the trends in demand for labor force in the framework of digital transformation of economy. Statistical analysis of the indicators of digital readiness and labor market in the member countries of the Eurasian Economic Union reveals the discrepancy between demand and supply of labor force. The discrepancy indicates that there is a need to transform both the content and the format of the higher education system in place.

Use of the LMS Moodle for an Effective Implementation of an Innovative Policy in Higher Educational Institutions

This article considers the opportunities of using Moodle LMS (learning management system) tools to ensure the effective implementation of an innovative policy of the higher educational institution. In the framework of digital transformation of social space an important and relevant topic for higher educational institutions is the creation of high-quality information and communication environment, which shall correspond to the contemporary state of science and technology development, global educational standards and information society needs. The advantages of the Moodle system are studied. Moodle system provides for a comprehensive educational process through its extensive educational content, a system for control, monitoring and evaluating the knowledge quality. The authors compare the four-phased model of knowledge management with the capacities of LMS Moodle educational environment. The latter is capable of simulating professional actions in a virtual educational space that allows the university to train advanced specialists and ensure a high level of their professional skills based on hard and soft skills. The perceptive and cognitive attitude of university students and teachers towards the implementation of the LMS Moodle educational platform was researched. The research has brought out the subjective assessment model of the innovative process with clear meaningful factors of changes’ perception. Such a model allows understanding the collective attitude to the university’s policy and highlighting mental settings necessary for working with human resources within the social adaptation and diffusion of innovation. The synergy of technological and managerial innovations has been updated to ensure completeness and efficiency in presenting a professional educational product based on the LMS Moodle platform.