Digital Transformation: Digital Maturity Applied to Study Brazilian Perspective for Industry 4.0

Tadeu, Hugo Ferreira Braga; Duarte, André Luís de Castro Moura; Taurion, Cezar; Jamil, George Leal

doi:10.1007/978-3-319-99190-0_1

Cited by 12 publications

(3 citation statements)

References 18 publications

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“…Alongside these digitalization aspects, Chanias and Hess (2016) brings the discussion to digital maturity which can be considered as what the company achieved through its digital activities and the status of its digital transformation. Tadeu et al (2019) carried out a survey on digital maturity among 246 executives from Brazil and evaluated 10 perspectives: digital strategy, digital technologies, analytical and predictive skills, customer relationship, network relationship, organizational structure and digital processes, people and culture, risks and investments, legal and ethical aspects, new digital business models. The executives' and companies' engagement in relation to digitalization was high, however there are several challenges to it concerning the availability of resources, regulations, culture.…”

Section: Digital Business Modelmentioning

confidence: 99%

Creating Shared Value in a Digitalized Business Model From the Sharing Economy

BARB

2024

Proceedings of the International Management Conference

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This paper presents the importance of creating shared value and presenting methods of this concept in a digitalized business model adopted by companies in the sharing economy. Clients and other stakeholders should benefit from the products and services shared with them and companies need to focus on the social outcomes of their activities, not only on obtaining profit and have competitive advantage on the market. Sustainability is one of the main objectives on the UN 2030 Agenda as such, organizations’ efforts are directed into accomplish it. Digitalization has become a priority for most companies on the market in order for them to provide innovative solutions for the consumers and continuously adapt to the new challenges faced in the business environment and to the changing needs of their clients. By using different digital tools in the organizations’ communication with their clients, firms will be informed rapidly of the new advancements, and they will change their strategies in a short time. A great example in this direction is Airbnb, a shared accommodation company which work towards providing shared value for their clients focusing on the sustainability and corporate social responsibility aspects.

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Section: Digital Business Modelmentioning

confidence: 99%

Creating Shared Value in a Digitalized Business Model From the Sharing Economy

BARB

2024

Proceedings of the International Management Conference

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“…Dalam penelitian ini, teori-teori ini digunakan untuk merangkul pemahaman tentang bagaimana transformasi digital dapat mempengaruhi partisipasi masyarakat dalam organisasi publik. Konsep "Teori Teknologi dan Determinisme Sosial" membantu kita memahami bagaimana teknologi digital, sebagai aspek sentral dari transformasi digital, tidak hanya berperan sebagai alat, tetapi juga membentuk budaya, norma, dan interaksi di masyarakat (Braga Tadeu et al, 2019;Galindo-Martín et al, 2019;Lin et al, 2022;Liu et al, 2011;Pham et al, 2020). Dengan demikian, teknologi digital tidak hanya memfasilitasi partisipasi, tetapi juga membentuk kerangka nilai dan norma yang mengatur interaksi dalam ekosistem digital.…”

Section: Tinjauan Pustakaunclassified

Transformasi Digital Dan Partisipasi Masyarakat: Mewujudkan Keterlibatan Publik Yang Lebih Aktif

Jumalia Mannayong,

Muh. Rizal S, Herling,

Muhammad Faisal

2024

j. Administrasi Publik

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Artikel ini mengeksplorasi hubungan dinamis antara transformasi digital dan partisipasi masyarakat dalam konteks keterlibatan publik. Dengan semakin terintegrasinya teknologi digital di berbagai sektor, terdapat kebutuhan yang semakin besar untuk memahami bagaimana kemajuan teknologi ini dapat meningkatkan keterlibatan masyarakat. Tujuan utama dari penelitian ini adalah untuk menyelidiki bagaimana inisiatif transformasi digital dapat menghasilkan keterlibatan publik yang lebih aktif dan praktik partisipatif di Indonesia. Studi ini menggunakan pendekatan penelitian kualitatif melalui studi kasus dari berbagai organisasi publik dan survei yang mengukur pemanfaatan alat digital dan tingkat keterlibatan masyarakat. Temuan penelitian ini menyoroti peran penting platform digital, seperti media sosial, forum online, dan aplikasi seluler, dalam mendorong interaksi langsung antara badan pemerintah dan masyarakat. Selain itu, penelitian ini mengungkapkan bahwa transformasi digital yang efektif tidak hanya memperluas jangkauan inisiatif publik namun juga memberdayakan masyarakat untuk menyuarakan pendapatnya, menyumbangkan ide, dan berkolaborasi secara lebih aktif dalam proses pengambilan kebijakan. Penelitian ini berkontribusi pada pemahaman yang lebih mendalam mengenai potensi transformasi digital untuk membentuk kembali lanskap keterlibatan publik, yang pada akhirnya mendorong masyarakat demokratis yang lebih partisipatif dan inklusif.

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“…A digital business strategy is defined as a pattern of deliberate competitive actions undertaken Woodard et al (2013) by a firm as it competes by offering digitally enabled products or services (Woodard et al, 2013). A digital strategy is a wide plan, encompassing organizational characteristics, issues Braga Tadeu et al (2018) and specific digital technology-based goals (Braga Tadeu et al, 2018). A digital business strategy is simply that of the organizational strategy formulated Bharadwaj et al (2013) and executed by leveraging digital resources to create differential value (Bharadwaj et al, 2013).…”

Section: Digital Transformation Strategy Definitionmentioning

confidence: 99%

General Approach for Formulating a Digital Transformation Strategy

Korachi¹,

Bounabat²

2020

Journal of Computer Science

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To take advantage of information technologies, organizations need to define a clear strategy. Numerous works have provided definitions and phases of digital strategies. Some of these strategies are context-specific, while others deal with the common elements of digital strategies regardless of the digital transformation context. However, these works do not address a holistic approach. This raises ambiguity regarding digital strategy definitions and approaches. To eliminate this ambiguity, the current research tries to take advantage of existing digital strategies to propose a general digital strategy definition and build a general digital transformation approach. This work analyses various digital transformation strategies, to extract and classify their common elements in order to build a general approach that frame and drive the formulation of digital transformation strategies. To define such a general approach, the current paper analyses the effects of IT Governance and Management Strategy on the Digital Transformation Maturity. This analysis identified how IT Governance and Management Strategy can contribute to formulating a digital transformation strategy. Partial Least Square (PLS) was adopted in this research to develop an empirical evaluation for the case of 30 digital strategies and frameworks. Based on this empirical study several results have been presented in this work, namely: determination of a digital strategy definition and identification of a digital strategy approach.

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Digital Transformation: Digital Maturity Applied to Study Brazilian Perspective for Industry 4.0

Cited by 12 publications

References 18 publications

Creating Shared Value in a Digitalized Business Model From the Sharing Economy

Creating Shared Value in a Digitalized Business Model From the Sharing Economy

Transformasi Digital Dan Partisipasi Masyarakat: Mewujudkan Keterlibatan Publik Yang Lebih Aktif

General Approach for Formulating a Digital Transformation Strategy

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