Digital Transformation: New Opportunities and Challenges for Democracy?

Schwanholz, Julia; Graham, Todd

doi:10.1007/978-3-319-61708-4_1

Cited by 6 publications

(6 citation statements)

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“…Transformasi digital ini telah menciptakan tantangan dan peluang baru bagi politisi, jurnalis, institusi politik, dan media untuk menghubungkan kembali dan terlibat dengan warganya. Media sosial menghadirkan struktur peluang politik baru (Schwanholz J. & Graham T, 2018).…”

Section: Pendahuluanunclassified

Komunikasi Politik dan Branding Pemimpin Politik Melalui Media Sosial: A Conceptual Paper

Hidayati

2021

JLMK

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The presence of digital media, such as social media allows us to connect without any limitations of space and time. Consumption of social media brings changes in various aspects of life, including the habits of communicating and interacting in today's network society. In the political field, social media creates opportunities for political leaders to carry out political communication. As a strategic political communication channel, social media plays a role in receiving and responding to public aspirations. In fact, the use of social media for campaigns by political leaders shows a trend of increasing popularity and electability due to the influence of branding on social media. The use of social media by political leaders in building specific branding is at the core of this article. Political leaders optimize their personal social media accounts for political communication. The positive perception of the public allows for an increase in popularity and electability which brings to the national political stage. This article is a conceptual paper that analyzes the concept of branding in politics in the era of digital political communication by utilizing social media. The author uses relevant literature reviews from previous studies. This article reveals that several political leaders that have been studied have optimized social media to carry out political communication to their citizens. They display digital content to gain public support and trust, and display branding as a populist, professional, humanist, and responsible political leader.

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Section: Pendahuluanunclassified

Komunikasi Politik dan Branding Pemimpin Politik Melalui Media Sosial: A Conceptual Paper

Hidayati

2021

JLMK

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“…In that respect, cloud computing offers off-premises applications, and therefore mobility and remote working are becoming standard for many organizations (Ulrich et al, 2013;Ancarani et al, 2018;Am et al, 2020;Kurek, 2021). Various digital tools for work and reporting are available to employees, while managers are given the freedom to seek and recruit employees with adequate qualifications and skills regardless of their place of residence (Schwanholz et al, 2018;Cortellazzo et al, 2019;Sankar et al, 2021). Successful and fluid communication in these working conditions is enabled by various digital tools -social networks, intranets, e-mail and instant messaging applications, forums, VoIP, etc.…”

Section: Hrm Challenges Caused By Digital Transformationmentioning

confidence: 99%

“…The effects of digitalization directly impact all the processes in an organization internally and in relation to external stakeholders (Bajer, 2017;Horváth et al, 2019). In that sense, digitalization is a process of utmost importance for economies and societies which started a long time ago, receiving forceful acceleration by development and adoption of newest technologies such as data mining, Internet of Things, Artificial intelligence, Blockchain technology, Big Data Analytics, etc (Kagermann, 2015;Schwanholz et al, 2018;Rachinger et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Rapid development and adoption of technologies such as Cloud Computing, Edge Computing, Mobile Apps, Social, Big Data Analytics and IoT help organizations to exploit characteristics of such transformative technologies in terms of improving business agility, accelerating innovation and transforming business processes, and introducing new business models (Bajer, 2017;Schwanholz et al, 2018;Rachinger et al, 2019;Zehir et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Digitalization implies a complete transformation of business, revision and upgrading or development of new business models, and continuous revision of business strategy and fundamental innovation of business processes (Kagermann, 2015;Schwanholz et al, 2018;Parida et al, 2019). To achieve and maintain business performance, digitalization requires organizations to change organizational culture, and introduce a new type of leadership such as open leadership and self-leadership (Burchardt et al, 2019;Cortellazzo et al, 2019).…”

Section: Introductionmentioning

confidence: 99%

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Digital Transformation: Challenges for Human Resources Management

Barišić¹,

Barišić²,

Miloloža³

2021

entrenova

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The global economic situation and need to be better prepared for competitive challenges put pressure on modern companies to shift toward automation and digitalization. As a consequence of rapid technological development and the speed of change and therefore forced transformation of business models and work design, organizations are faced with a need for a massive change of features and an extended role of HR management processes. To be able to drive future organizational performance, HR leaders and professionals are required to make changes in the skills and competencies they have and to acquire and possess new ones. The critical components of a digital transformation strategy that can help achieve a competitive advantage are human capital, intellectual capital, and knowledge. The purpose of this paper is to explore and elaborate on the contemporary position and the changing function of HRM in light of digital transformation. In that sense, a comprehensive analysis of available literature has been conducted addressing the domains of HR planning, reward management, performance management, employee engagement, training and development, health and safety, employee relations, as well as their change under the influence of digital transformation. As the main conclusion of this research, it can be stated that although digitalization, i.e., digital transformation, strongly affects HR practices and procedures specifically by using human resources information systems, the role of HR in contributing to the digitization strategy is not sufficiently emphasized. However, it can be argued that the results of this research represent a valuable contribution to future research and can certainly be an important benchmark for organizations when preparing strategies to respond to the challenges of the digital age. This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.

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