Digital Transformation Management Research Articles

The management of digital transformation of education in the context of the implementation of constitutional amendments

The amendments to the Constitution of the Russian Federation, which came into force following the results of the all-Russian vote in July 2020, directly affected issues of public administration in education. These constitutional amendments refer to the jurisdiction of the Russian Federation to establish a unified legal framework for the system of education and upbringing, including continuing education. At the same time, the strategic directions for the development of the state outlined by the President of the Russian Federation after the publication of amendments to the Constitutiondetermined the need to achieve digital maturity of key sectors of the economy and the social sphere, including education. The article examines the issues of managing the digital transformation of education based on the constitutional thesis on the continuity of education, as well as taking into account the principle of unity of education and upbringing established at the legislative level, the unity of the educational space on the territory of the Russian Federation.

Sustainable strategic planning and management influence on sustainable performance: findings from halal culinary MSMEs in Southeast Asia

Purpose This study aims to evaluate the impact of sustainable strategic planning and management (SSPM) on sustainable performance (ecological, social and economic) among micro, small and medium enterprises (MSME) in the culinary sector in Southeast Asia (SEA). Design/methodology/approach This study used a quantitative approach surveying 300 halal-certified MSMS culinary businesses in the SEA region. Data were gathered using an online survey platform and analyzed using the partial least squares structural equation modeling technique. Findings Green management (GRM), digital transformation management (DTM) and Halal Business Management (HBM) exert a significant influence on SSPM. Furthermore, SSPM positively influences the sampled halal culinary MSMEs’ ecological, social and economic performances in SEA. The study also reveals that GRM, DTM and HBM positively influence Islamic ethics compliance and good governance. Research limitations/implications This study sheds light on the often-ignored MSME business in the halal culinary sector in SEA. Examining sustainable and strategic planning synergy strengthens the development of a comprehensive framework for SSPM and could encourage more MSMEs to practice sustainable business operations. Moreover, the research also underlines the urgent need to harmonize halal standards in the SEA region. The approach would intensify multilateral support for economic growth and halal trade between SEA countries and beyond. Originality/value This study addresses the research gap in the strategic and sustainable management of halal culinary MSMEs within the developing and vast SEA economic region. This research is among the few, if not the first, that combines the GRM, DTM and HBM influence on SSPM and examines the impact on sustainable, ethical and good governance performances. The insights derived from this study contribute to formulating robust, sustainable policies, fostering avenues for sustainable initiatives and enhancing regional and global cooperation for a sustainable future.

The role of IT capabilities and managerial support in advancing digital transformation and internal audit: a literature review

Abstract This literature review focuses on concepts related to the role of information technology (IT) capabilities and managerial support in the context of advancing digital transformation and improving internal audit in the institutional environment. Through the synthesis of relevant academic sources, it is investigated how IT capacities and strategic management support influence the organizational ability to adapt to digital innovations. Special emphasis is placed on the complex dynamics that shape the interactions between these factors and their impact on institutional responsibility and performance. The results of the literature review illustrate the key mechanisms that support the digital transformation process, including the integration of technological systems, the development of digital competencies, and the role of management in providing resources and support. Further, a deeper understanding of the complexity of these interactions serves as a basis for further research in the field of digital transformation management and internal audit in an institutional context.

Цифровая трансформация в сфере образования: вопросы терминологии и управления

The article deals with the problems of terminology and management of digital transformation of education. It is shown that these processes are connected with the spread and implementation of innovative technologies, including artificial intelligence technology, practices and special software, virtual reality, etc., as well as with the change of requirements to the learning process itself and its results at the present stage of society development. The authors analyze the main terms, ways of digital transformation of education development, investigate the main trends in the e-learning market in Russia and abroad, as well as identify the prospects for its development and the features of digital skills and competencies of its participants.

Regulatory Support as a Tool for the Government Management of Digital Transformation in the Russian Agroindustrial Complex

The article deals with the possible increase of the competitiveness of the domestic agro-industrial complex and its main, strategically important sphere - agriculture - through the large-scale introduction of digital technologies that contribute to the growth of labor productivity, quality and production efficiency and ultimately to the sustainable development of the industry. Ensuring the effectiveness of this direction of development is possible only with appropriate regulatory support which is the main criterion for the quality of agricultural policy.

ФОРМИРОВАНИЕ И РЕАЛИЗАЦИЯ КОНЦЕПЦИИ УПРАВЛЕНИЯ ЦИФРОВОЙ ТРАНСФОРМАЦИЕЙ ПРЕДПРИЯТИЯ

The article presents the formation and implementation of enterprises digital transformation management concept as one of the important factors in the enterprises innovation. The need for digital transformation of an enterprise in the context of global digitalization makes this study relevant and necessary. Without following modern digital trends, an enterprise cannot be successful in technological, communication and market aspects. A high-quality concept for managing digital transformation can help the development of an enterprise. The study aims to substantiate the need to formalize the concept of managing digital transformation of an enterprise, to determine corporate goals and tasks that are solved by management in the process of managing digital transformation. The study used various general scientific and special methods of cognition: observation, synthesis, method of analogies, abstraction, generalization, construction of hypotheses, concretization, graphic-analytical presentation, formalization etc. This study sets the following tasks: substantiation of the scientific and applied relevance of the topic of digital transformation management; determination of the «concept» definition in the digital transformation context; attribution of goals and main objectives, as part of the formation and implementation of the digital transformation concept. Due to the analysis of theory and practice, the author determined the priority management goals of digital transformation and formed a set of tasks, the solution of which will allow the company's management to improve the digital transformation management.

ПРОГНОЗНЫЕ ПАРАМЕТРЫ РЕЗУЛЬТАТИВНОСТИ УПРАВЛЕНИЯ ЦИФРОВОЙ ТРАНСФОРМАЦИЕЙ ЭКОНОМИЧЕСКИХ БИЗНЕС-СИСТЕМ

The article presents a mathematical apparatus for predicting the effectiveness of managing the digital transformation of economic business systems. The methodological basis of the study is an adapted version of the KNN (k-Nearest Neighbors) method or the random forest method when working with a large amount of data. The proposed approach allows us to determine the type of digitalization of the business ecosystem (strong, medium-strong, etc.). Particular attention is paid to the applicability of the KNN method for predicting digital transformation management parameters. The stages of implementation of the method are presented, starting from collecting initial data and ending with assessing the quality of the model using the RMSE (Root Mean Square Error) or R-square metrics. The possibilities of using the algorithm are described using specific examples, including determining the optimal number of nearest neighbors (k) and choosing a distance metric. The analysis is performed on the basis of a multidimensional feature space in which the distance between objects is measured using the Euclidean metric. The algorithm for dividing data into training and test samples, as well as the computational aspects of applying the method, including program code in Python using the scikit-learn, NumPy and SciPy libraries, are discussed in detail. The study has practical significance for specialists in the field of digital transformation management, providing tools for qualitative and quantitative analysis of management parameters and making informed decisions.

СТРУКТУРИРОВАНИЕ ГРУППЫ ПРОЕКТА ЦИФРОВОЙ ТРАНСФОРМАЦИИ ОРГАНИЗАЦИИ

The article discusses ways of structuring roles and reporting relationships for such key persons in the field of digital transformation management of a company as: project manager, technical director, functional managers, business project managers, solution architects, data flow management manager, change management manager, support project quality and other key roles of the digital business transformation management team that ensure its effectiveness.

Study on the impact of digital transformation on green competitive advantage: The role of green innovation and government regulation.

Digital transformation enables small and medium enterprises (SMEs) to reduce or overcome their reliance on resources and energy, thereby minimizing their environmental impact and providing them with sustainable green competitive advantages. However, the reasons for this phenomenon are not yet clear. To further investigate this issue, we selected 391 Chinese SMEs to examine the relationships among green transformation, green innovation, government regulation, and green competitive advantages. Green innovation includes green product innovation and green process innovation, while government regulation includes incentive regulation, constraint regulation, and guidance regulation. The empirical results show that digital transformation can enhance SMEs' green competitive advantages. Additionally, the hypothesized mediating effect of green product innovation and green process innovation between digital transformation and green competitive advantages is supported, while the moderating effect of incentive regulation, constraint regulation, and guidance regulation on the relationship between digital transformation and green product innovation and green process innovation is also confirmed. The findings of this study may contribute to more effective management of digital transformation and green innovation in SMEs, thereby promoting their development.

The role of leadership in managing digital transformation: A systematic literature review

Digital transformation should not be seen as a time-bound project, but rather as a process that needs to be continuously improved and managed over time. In the absence of leadership, digital transformation will occur spontaneously in an organisation, but it is necessary to monitor and manage the process itself to achieve the goal and establish a digital organisation. A person who leads the digital transformation must possess the appropriate competencies. Leadership competencies, especially the combination of digital and human skills, are crucial to the development and success of the digital transformation process. The authors of this article identify a vaguely described process of digital transformation as the main research problem, highlighting the need for the systematisation of leadership competencies necessary for effective digital transformation management. In this regard, the research objectives are to define and describe the process of digital transformation and identify the leadership competencies necessary for successful management of the digital transformation process. In order to achieve the objectives of the paper, a systematic literature review was conducted for the period 2001–2022 and 90 papers were identified based on the criteria outlined by the Web of Science and Scopus index databases. The identified papers were then analysed from the aspect of defining digital transformation, the activities of the digital transformation process, and the characteristics of digital leadership. Following a thorough analysis of the selected literature, the paper provides a comprehensive definition of digital transformation, proposes a framework for its management, and analyses the key competencies of digital transformation leaders (digital leaders), which together make up the paper’s main contribution. The paper can be used not only as a starting point for future research in this area, but also as initial guidelines for the implementation and management of the digital transformation process. The systematic literature review conducted has certain limitations. Only two, albeit the largest, citation databases were searched, and only papers in English were identified. The established framework should be verified and expanded through empirical research.

Using a Result-Oriented Systems Thinking approach to design and evaluate strategies for the digital transformation management of small and medium-sized enterprises (SMEs)

Digital technologies offer diverse opportunities for small and medium-sized enterprises (SMEs). However, for an effective use of these technologies, a well-defined managerial strategy and implementation roadmap are essential. These elements ensure the efficient application of digital tools, ultimately leading to improved organizational performance. Organizations striving for business excellence aim to establish sustainability, drive transformation, and continuously improve their adaptable, dynamic capabilities. While customer requirements and needs should remain a primary focus, it is equally important to assess potential internal and external incidents through various scenarios.Systems Thinking approaches have been promisingly used in business model research, innovation, and development in helping to understand the complexity inherent in dynamic situations. Despite its potential, there is a scarcity of literature exploring Systems Thinking and associated network analysis specifically addressing digital transformation techniques in SMEs.This research study aims to fill this gap by providing a comprehensive insight into digital transformation strategies for SMEs. Employing a results-oriented, strategic Systems Thinking simulation, the study explores the identification of digital transformation strategies by evaluating the interrelations and performance of various departmental functions. With that best actions for achieving an effective, stable, and enhancing organization could be determined.

Small- and Medium-Sized Companies Tackling the Digital Transformation of Supply Chain Processes: Insights From a Multiple Case Study in the German Manufacturing Industry

Current research lacks in-depth insights into the digital transformation management of supply chain (SC) processes in small- and medium-sized enterprises (SMEs) from an intrafirm level perspective. Therefore, the aim of this article is to investigate how SMEs strategically and organizationally manage the digital transformation of SC processes to ascertain the reasons for the low penetration of digitally transformed SC processes. To address the challenges arising from digital transformation, we conduct a multiple case study with 15 highly knowledgeable stakeholders from seven companies within the German manufacturing industry using semistructured interviews. Our findings are varied and indicate that explicitly formulated digital SC strategies are absent in SMEs, but companies use three different approaches to digitally transform their SC processes. Accordingly, the article reveals how these approaches are organizationally implemented and explains the barriers impeding further digital SC process transformation in SMEs, such as insufficient attention by upper management, uncoordinated initiatives due to uncertainty, and inadequate operational capabilities. In addition, the article confirms the link between the creation of transparency and organizational structure. Consequently, this article is one of the first to enhance the knowledge of digital process transformation by examining the existing core transformation principles of SMEs, developing a bottom-up implementation model, holistically analyzing barriers, and necessary prerequisites to the digital transformation of SC processes, providing in-depth managerial implications, and laying the foundation for further research endeavors.

Analysis of the impact of digital economy on the reconfiguration of manufacturing supply chain

With the rapid development of science, and technology, the transformation and upgrading of the manufacturing supply chain in the era of the digital economy promotes the rapid development of the manufacturing industry., China's transformation is still in the embryonic stage so far. The transformation of the enterprise awareness is weak and lacking motivation. The digital core technology still needs to be researched and developed, so the digital transformation management mode still needs to be explored. However, the research of manufacturing supply chain reconstruction under the background of digital economy is of great practical significance. This paper first introduces the basic concepts and core definitions of global manufacturing supply chain reconstruction and digital transformation. The digital economy leads to the importance and inevitability of manufacturing supply chain transformation. After that, putting forward the risks and opportunities faced by the transformation for the general environment. Finally, this paper provides some suggestions for the restructuring of the manufacturing industry in the digital economy.

Digital Transformation Management of Supply Chain Firms Based on Big Data from DeFi Social Media Profiles

Emerging technologies in the digital context can favor industrial sector firms in their aim to improve their performance. Digitalization is mainly expressed through the utilization of big data that originate from various sources. Blockchain technology has led to the extended adoption of capitalization of Decentralized Finance (DeFi) services, such as cryptocurrency trade platforms. Supply chain firms, in their quest to exploit any means and collaborations available to promote their services, could place advertisements on DeFi’s social media profiles to boost their financial performance. Social media analytics, as a part of the big data family, are an emerging tool for promoting a firm’s digital transformation, based on the plethora of customer behavioral data they provide. This study aims to examine whether the social media analytics of DeFi platforms are capable of affecting their website visibility, as well as the financial performance of supply chain firms. To do so, the authors collected data from the social media profiles of the most-known DeFi platforms and web analytics from the most significant supply chain firms’ websites. For this purpose, proper statistical analysis, Fuzzy Cognitive Mapping, Hybrid Modeling, and Cognitive Neuromarketing models were adopted. Throughout the present research, it has been discerned that from an increase in the social media analytics of DeFi platforms, their website visibility increases, while the organic and paid traffic costs of supply chain firms decrease. Supply chain firms’ website customers tend to increase at the same time.

Стратегическое управление трансформацией торговых интернет-платформ: проблемы и решения

The article is devoted to the consideration of strategic management of digital transformation of online trading platforms, as well as the identification of the basic principles and challenges associated with this process. The article substantiates the importance of digital transformation for online trading platforms and makes judgments that this strategy becomes a necessity in the conditions of rapid development of digital technologies and changes in consumer behavior. Today, digital technologies are not only means of additional expansion of resources and tools available to the enterprise, but also produce a deep revision of the essence of the interaction that develops between organizations and their customers. As a result of the evolution of the Internet, mobile devices and social media, modern consumers have become more informed, mobile and demanding, where they insist on personalized services, prompt responses and a high level of convenience at every stage of making a purchase. In the conditions of modern metamorphoses, Internet trading platforms are forced not only to adapt to new conditions, but also to implement digital strategies with an active approach to maintain their competitiveness, which indicates that digital transformation is no longer only part of the innovation plan, but represents a vital strategic task to ensure the survival and sustainable growth of the enterprise. The author draws attention to the key principles of strategic management of digital transformation, such as the development of a digital strategy, ensuring the integration of technologies, the development of digital competencies of employees and the creation of an innovative culture. It is noted that Internet trading platforms face a number of challenges in implementing digital transformation, including changing business models, increased competition and data security. The article also offers recommendations on overcoming these challenges and the successful implementation of strategic management of digital transformation of online trading platforms at the present stage of their functioning.

Digital transformation of the company: classification of approaches to definition and specifics of management

The paper analyses approaches to defining a company digital transformation. Its common and distinctive characteristics have been identified and classification of approaches to the definition proposed. The author’s view of digital transformation as a permanent process that requires a complete revision of company policy and aims at digital changes in existing production processes, business models, information and communication channels, and corporate culture have been formulated. It also involves the creation of new digital productions, relationships, products and services to meet the growing needs of consumers and expand the user base. The positive experience of the Crimean digital transformation leaders has been presented. The current features of company digital transformation management have been highlighted depending on the discrete elements and systems of the company, their digital transformation management, and management specific characteristics. As the main specific characteristics of digital transformation management, the following are noted: permanence and unpredictability of management, acceleration of management processes, and ensuring cybersecurity. Additionally, specificity of starting to manage digital transformation before the decision is made to implement it in the company has been noted.

The Role of Leadership in Digital Transformation Management in Organisations

In the ongoing era of digital transformation, organisations around the world are faced with rapid and complex changes in technology, business processes and work culture. To meet these challenges, it is important for organisations to have effective and proactive leadership in managing digital transformation. The purpose of this study is to examine in more depth the role of leadership in managing digital transformation, including how different leadership styles can impact digital transformation outcomes. The current research type is qualitative. Data collection techniques include listening and recording important information to conduct data analysis through data reduction, data display, and conclusion drawing. The study results arrive at a statement that the role of leadership in digital transformation management in organisations is crucial. Effective leadership will ensure the success and effectiveness of the change.

Digital Management Methods and Case Studies of Enterprises Based on Emerging Information Technology

Emerging information technologies include artificial intelligence, big data, blockchain, Internet of Things, BI, etc. The gathering of emerging information technology has brought an excellent opportunity for managing enterprise digital transformation. The essence of enterprise digital transformation is to use the advantages of digital technology in data collection, network transmission and analysis and calculation to complete the optimization and upgrading of enterprise business model, management model and business model. The fundamental goal of enterprise digital management is to maximise the benefits of the enterprise. This paper examines the problems and challenges encountered by traditional enterprise management models in the digital era. It analyses classic cases of digital transformation management in pillar industries of the national economy based on emerging IT technologies. It is concluded that through the use of modern digital information technology and digital management mode, enterprises can gradually create a supervisory mechanism with fast communication, clear division of labour, responsibility, quick response, timely solution and efficient operation, and comprehensively improve their operation level to achieve the goal of digital, standardised and refined enterprise management.

A Systematic Review of the Enterprise Digital Transformation Literature and Future Outlook

This paper aims to explore the impact of digital transformation on enterprises and society, focusing on the main research directions, research achievements, best practices, and future research directions. A comprehensive literature review was conducted, synthesizing research findings on digital transformation management best practices and future trends in the field. Digital transformation profoundly affects enterprises and society by enabling innovation, enhancing competitiveness, promoting efficiency, and facilitating economic growth opportunities. This study presents a comprehensive analysis of digital transformation, integrating findings from various sources to provide valuable insights for businesses, policymakers, and researchers. Challenges in acquiring and ensuring data quality, as well as the lack of long-term tracking and evaluation, pose limitations in assessing the full impact of digital transformation. The findings emphasize the importance of embracing digital transformation strategies, fostering interdisciplinary research, and addressing limitations to shape a more innovative, efficient, and prosperous future.

Research on Enterprise Digital-Level Classification Based on XGBoost Model

Digital knowledge and information have become significant production variables that have permeated all aspects of life and play a leading and supporting role in the growth of the real economy as the digital economy has developed. Through field research and web research, this study identifies digital-economy-related enterprises as the survey object; summarizes the fundamental information for these enterprises, their level of digitization, and the dilemma and demands of digital-level advancement; and generates survey data for 1936 enterprises. On the basis of these data, this study extracts the elements that influence the improvement of the enterprises’ digital level, applies statistical knowledge and machine learning techniques, and derives an enterprise digitization level index system and associated index score for enterprise digitization level. The experimental results indicate that the region, the time of establishment, the nature of ownership, the number of employees, R&D investment, being a national high-tech enterprise, and the establishment of digital transformation management departments have major effects. The AUC value of the XGBoost model modeled using all feature variables has achieved certain results, and the five assessment indices of the model have been enhanced to varying degrees, with the AUC being 0.9263.