A research agenda on Czech attitudinal perspectives in an era of digital transformation

Abstract

This discussion centres on the growing impact of the transformation to digitalisation in various industry sectors. Enterprises seek to engage individuals who possess an appropriate profile to fulfil vacancies or new positions to assist in the transformation endeavour. Traditional job descriptions are replaced by the need for agile technical skills, project management competencies, and critical thinking. Challenges increase proportionally to the local employment rate. To evaluate such an impact, a project has been established to determine the reaction of employers once confronted with the lack of same-culture candidates. This manuscript represents the first phase of the project wherein the status quo is documented through an analysis of the extant literature. The findings of this exercise then serve as a benchmark from which survey results are monitored. Although the literature review does not dispel all Czech stereotypes, it does provide a more realistic image of Czech cultural traits and characteristics.

The impacts of organizational culture on the organizational commitment: A case study of Vinaphone’s business centers in Southwest Vietnam

“…Pettigrew (1979) stated the level of the impact of organizational culture is decided by beliefs, values, protocols, and company records. As such, organizational culture includes ethical standards, systems of values, beliefs, and the atmosphere at the workplace of any company (Luthans, Wahl, & Steinhaus, 1992;Brunet-Thornton, Cramer & Jirsák, 2019). Recardo and Jolly (1997) believe that organizational culture is the system of values and beliefs understood and shared by members within an organization.…”

The «Five-Helix» Model as an effective way to develop business in Industry 4.0 of selected countries

“…Technological development occurs due to the interaction of participants in the innovation system: business, government, universities, and research organizations (Brunet-Thornton, Cramer & Jirsák, 2019). The transition from one technological mode to another provocates decreasing productivity growth potential, which changes the interaction model between the participants in the innovation system (state, business, science, and education), and is described as a spiral (De la Vega, Puente & Sanchez, 2019).…”

“…The steady decline in productivity forms the risk of a decrease in demand for products of the innovation and technology sector and indicates the inefficiency of traditional technologies (Xu, Xiong & Li, 2018;Megits, Neskorodieva & Schuster, 2020;Vasiljeva et al, 2020). In addition, non-industrial sectors such as agriculture, social services, health care, and education are also approaching productivity limits (Brunet-Thornton, Cramer & Jirsák, 2019). Therefore, the main priority of developed countries today is implementing an effective industrial and technological policy for stimulating the transition to Industry 4.0.…”

A model for assessing the digital transformation readiness for Vietnamese SMEs

“…Scientists have developed an empirical scale of qualitative and quantitative parameters for assessing an organization's readiness to implement digital technologies. A comprehensive system of criteria for evaluating readiness has been developed, for example, customer, operation, culture, innovation, performance, and resources (Jung et al, 2016;Schuh et al, 2020;Brunet-Thornton et al, 2019). Maturity parameters for organizations are highly differentiated.…”