Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.
Celem artykułu jest wskazanie na potrzebę dopasowywania metod i technik analizy strategicznej do określonego i dominującego w danym miejscu i czasie podejścia do strategii rozumianego jako układ kryteriów i warunków osiągania sukcesu przez organizację, mierzonego rodzajem osiąganej renty ekonomicznej. Utylitarnym celem artykułu jest wskazanie skutecznych procedur analizy strategicznej dopasowanych do warunków działania organizacji.Artykuł jest efektem długoletnich obserwacji procesów projektowania strategii organizacji, w których uczestniczyli autorzy artykułów i które analizowali z perspektywy procedur analizy strategicznej i różnych faz projektowania strategii. Artykuł rozwija warstwę instrumentarium analizy strategicznej skomunikowaną z podejściami do strategii. Wskazuje przy tym na szczególne etapy takiej analizy i szczególne, charakterystyczne dla określonej logiki strategii, metody i narzędzia analizy strategicznej. W opinii autorów wiedza ta powinna poszerzyć obszar epistemologii i metodologii zarządzania strategicznego.
The aim of the research, the results of which are used in this publication, was to identify the motives for mergers and acquisitions in the energy sector after the introduction of green economy elements in Western Europe. The mentioned region is the group of countries where changes related to the move to green energy are most visible (in addition to some countries from other regions, such as Singapore, New Zealand, or countries of the Arabian Peninsula). The research assumed the hypothesis that over the years since the Paris Conference the themes of mergers and acquisitions have changed from motives close to the views related to energy generation in traditional systems (black energy in large, monopolistic systems) to motives close to green energy (the research hypothesis). This was confirmed in the research, as business risk diversification (defined as diversification of the power sources from black to green) was the most popular M&A motive. In addition to emphasizing the direction of changes in the M&A motives, the authors of this study decided to check whether since 2015 (when the Paris Conference was organized) the motives behind the M&A transactions conducted by companies operating in the electrical energy generation sector have changed, making their motives close to the green energy dominant in Western Europe. Apart from verification of the abovementioned hypothesis, the aim of the research was to check whether there are any characteristic directions of changes in M&A motives across companies from particular Western European countries. The motives are changing from positional approaches to motives closer to resource approaches (green economy). The research used a critical analysis of the literature on the subject, a study that used desk research based on openly available sources and our own analytical tool developed for the needs of this analysis, which is the transformation of the concept of analysis of the M&A motives proposed in K. Borowski’s research: “The strategic development of the technology companies. The mergers and acquisitions perspective”.
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