Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies

Jabłoński, Marek; Jabłoński, Adam

doi:10.3390/su11123367

Cited by 13 publications

(14 citation statements)

References 48 publications

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“…With these abilities at hand, the inevitable organizational change by digital technologies and digital business models might lead to an improved business result [46]. The digital transformation does not stop at the often-referenced process level [47]: It bears profound implications for all business aspects, like business models, services, products, etc., and involves the actions of all participants, like customers [20,48]. Consequently, Kaltum et al [49] argue that " .…”

Section: Introductionmentioning

confidence: 99%

Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

2020

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Digitalization plays a major role in contributing towards the United Nations Sustainable Development Goals. Without transformation of existing businesses, both economic and environmental challenges of the future cannot be solved sustainably. However, there is much confusion on interrelationships and terms dealing with digitization or digitalization: Digital business model, digital transformation, digital entrepreneurship. How do these terms interrelate with and to digitalization, and how do they support firms to grow sustainably? To answer this question, we identified seven core digital-related terms based on a structured literature search within the management and economics domain, namely: Digital, Business Model, Digital Business Model, Digital Technology, Digital Innovation, Digital Transformation, and Digital Entrepreneurship. Thereafter, we analyzed prior literature for deriving a common understanding and definition as a basis for interrelations within a conceptual framework. Definitions were presented in a case study setup with twelve innovation and research and development (R&D) managers from various business units of a German high-tech company. Based on these insights, we propose a conceptual framework on how Digital Readiness, Digital Technology, and Digital Business Models might sustainably relate to Innovation, moderated by a Digital Transformation Process. With this approach, we aim to equip practitioners and researchers alike in handling and addressing change through digitalization sustainably.

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Section: Introductionmentioning

confidence: 99%

Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

2020

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“…However, the research conducted so far has mostly focused on aspects of social entrepreneurship [14,[54][55][56]. The aim of the article was to demonstrate the social impact of digital business models as a social value [4,57]. Digital business models mainly used as web applications allow for the fulfilment of social demands through their built-in functionalities.…”

Section: Discussionmentioning

confidence: 99%

Impact Investing in Digital Business Models

Jabłoński

2021

Energies

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In recent years, the role of digital enterprises in the global economy has been growing. The issue of assessing their impact on social aspects is noticeable. The aim of the article is to show social impact as a key factor in the development of digital business models. The Analytic Hierarchy Process (AHP) method used and the criteria for social impact assessments based on heuristic methods allowed for the components of business models that relate to social impact to be ranked, and subsequently for socially oriented enterprises functioning in the digital economy to be ranked. The companies selected for the research are understood by the authors as digital business models, the concept of which is embedded in a pro-social management intention. Purposive sampling, which in this situation was considered to be the most effective in terms of the objective of the paper, was applied. The literature review, analyses and heuristic research have demonstrated that the social factor in modern applications is a driver of value creation and is conducive to social profit. The ranking of the criteria responsible for shaping the social impact of digital business models showed that the most important ones are value proposition (pro-social), social profit and economic profit. This means a strong relationship between social and economic aspects.

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“…Digitalization in the railway industry is a key factor providing opportunities for growth of social aspects that influence the quality of services and operational safety, as well as improving business efficiency and providing a greater competitive and strategic advantage for the modal given the positioning of the sector in the economy digital. The use of technology allows the transformation of resources into economic results and activation of the market and new customers [8].…”

Section: Railway Digital Transformationmentioning

confidence: 99%

“…Traditional sectors of the economy are also looking for new challenges and opportunities related to digital transformation. Railway companies fall into this type of sector and digitalization is a key point for improving the operational efficiency of rail transport and represent a significant challenge in terms of the theoretical and practical development of solutions for operating conditions and operating specificities of the rail market [8]. In [8], the authors also point out that in the construction of the configuration of influencing factors in the process of digitalization the business models of railway companies, one of the relevant aspects is that the companies strategies presuppose the digitalization of key areas in the coming years and conclude the study indicating the need to expand research related to digital transformation in the railroad to clarify various topics related to the subject, given the inherent complexity of the sector and the dynamics of developing solutions for the digital economy.…”

Section: Introductionmentioning

confidence: 99%

Towards an Integrated MCDM and BSC Method to Support the Digital Transformation Strategy in Railway Companies

Zanon¹,

Szejka²,

Loures³

2021

Advances in Transdisciplinary Engineering

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Digital transformation is now widely discussed and applied in different enterprises and under various organizational aspects. Traditional industries recognize the need to innovate and digitalize their business processes and models. Among these industries, the railway sector presents a vast space for digital transformation. The railway has several operational, regulatory, regional and technological specificities that must be taken into account in the digitalization processes. Given the multiple aspects involved and the transdisciplinarity, the digital transformation strategy and roadmap of companies must be defined in a way that fits it to the corporate strategy, allowing digital transformation program to be implemented effectively, prioritizing internal sectors with the greatest strategic impact, generating greater productivity, business models improvement, security and, above all, competitiveness for the sector. This research aims to propose a model for the definition of the digital transformation strategy in the railway companies using the Balanced Scorecard (BSC) as a tool for strategic organizational analysis and multi-criteria decision-making (MCDM) to define the drivers for digital transformation in the railway. Finally, to demonstrate the proposal, a case study will be carried out at a Brazilian railway company.

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Social Factors as a Basic Driver of the Digitalization of the Business Models of Railway Companies

Cited by 13 publications

References 48 publications

Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

Impact Investing in Digital Business Models

Towards an Integrated MCDM and BSC Method to Support the Digital Transformation Strategy in Railway Companies

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