This research aims to analyze the behavior of members of the Women's Farmers Group (KWT) in agricultural extension activities in the era of digitalization in Banjarabru City. The research was carried ...out in Banjarbaru City with a total of 60 respondents, members of the Women's Farmers Group (KWT). The results obtained from this research show (1) the intensity of internet usage behavior by members of women farmer groups (KWT) in participating in agricultural extension activities during the planting season (business period) is around 4-5 times (54%), 2-3 times (42 %), less than 1 time (4%) and more than 6 times (29%). (2), behavioral intensity of use of special agricultural extension applications for Planting Calendar (KATAM) (100%), Cyber Extension (47%), i-Tani (22%) and MyAgry (11%).
In this qualitative study, we explore how incumbent firms in traditional industries build dynamic capabilities for digital transformation. Digital transformation has been defined as the use of new ...digital technologies, such as mobile, artificial intelligence, cloud, blockchain, and the Internet of things (IoT) technologies, to enable major business improvements to augment customer experience, streamline operations, or create new business models. In making sense of digital transformation, we discovered that leaders in various industry circles use the term inconsistently to describe various strategizing and organizing activities; in addition, the term has gained limited scholarly attention as a context for study of strategic change. Drawing on senior executives' experiences with leading digitalization projects at incumbent firms, we propose a process model comprising of nine microfoundations to reveal the generic contingency factors that trigger, enable, and hinder the building of dynamic capabilities for digital transformation. Our findings reveal that digital transformation is an ongoing process of using new digital technologies in everyday organizational life, which recognizes agility as the core mechanism for the strategic renewal of an organization's (1) business model, (2) collaborative approach, and eventually the (3) culture.
Strategies and means for selecting and implementing digital technologies that realize firms’ goals in digital transformation have been extensively investigated. The recent surge in artificial ...intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. In this article, I present a framework intended to assist efforts to address one of the first of these challenges: assessment of organizational AI readiness—that is, an organization’s ability to deploy AI technologies to enable digital transformation, in four key dimensions: technologies, activities, boundaries, and goals. I show that this framework can facilitate analysis both of an organization’s current sociotechnical AI status and of the prospects for the technology’s fuller value-adding, sociotechnical deployment. The AI readiness framework invites fuller theorizing of the roles that AI can—and will—play in digital transformation.
Digital transformation is one of the key challenges facing contemporary businesses. The need to leverage digital technology to develop and implement new business models forces firms to reevaluate ...existing capabilities, structures, and culture in order to identify what technologies are relevant and how they will be enacted in organizational processes and business offerings. More often than not, these profound changes require firms to revisit old truths as they develop strategies that thread the needle between beneficial innovation and harmful disruption. This article uses the Internet of Things (IoT) as a backdrop to demonstrate the concerns associated with transformative technologies and offers five recommendations as to how firms can develop the strategies needed for digital transformation and become digitally conscious: (1) Start small and build on firsthand benefits; (2) team up and create competitive advantage from brand recognition; (3) engage in standardization efforts; (4) take responsibility for data ownership and ethics; and (5) own the change and ensure organization-wide commitment. As such, this article shows that digital transformation should be a top management priority and a defining trait of corporate business strategy, and that by becoming digitally conscious, firms may get a head start on their transformation journey.
The article is devoted to the analysis of foreign countries’ digital economy programs. The study considers Argentina, Brazil, India and Mexico cases. The authors assess the general state and level of ...digitalization of the economy of these countries and the national programs adopted for the digital economy development. Next, the article examines the first programs aimed at digitalization of the economy in foreign countries. The authors identify the main problems hindering the digitalization of the economy in Argentina, Brazil, India and Mexico, the characteristic features of each program and analyze the measures taken by states to improve their positions in the world in terms of the economy digitalization. As a result of the study, the authors found that the most successful from the economic development point of view are those countries where, firstly, the digitalization of the economy is supported by the current government, and, secondly, where the systems of institutions responsible for digitalization and communications between them are well developed. The article notes that common problems for states at present are the lack of a unified regulatory framework for the digitalization of the economy, as well as differences in regional development, which, of course, slows down the pace of progress in this direction.
Sustainable development policies trigger a shift in the global development paradigm by aligning economic, social, and ecological goals. Concurrently, the rapid surge in digitalization is transforming ...business processes and communications across all sectors and levels. As a result, the integration of e-business and e-governance becomes a critical component in achieving Sustainable Development Goals (SDGs). In this context, the aim of this article is to analyze the effects of digitalization, specifically e-governance and e-business, on the attainment of SDGs in European Union (EU) countries. The method used is a panel of corrected standard errors and feasible generalized least squares models to identify the impact and significance of e-governance and e-business on SDG achievement. The e-governance indicators considered by this study were found to significantly impact SDG achievement. Moreover, e-business indicators were also found to positively impact the attainment of SDGs, with some exceptions. The findings suggest that EU countries should continue to intensify digitalization across all sectors as it enhances the transparency accountability of all business processes and communications and increases trust in government services, which are the core drivers of achieving SDGs.
•Digital technology significantly enhances business transparency and accountability.•Enhanced quality of public institutions leads to progressive SDG achievement.•Industrialization and R&D efforts amplify impacts on SDG success.•Digitalization in enterprises fosters sustainable development pathways.
Digitalization today is one of the most relevant trends on Russian and world retail market that has repeatedly proven its efficiency not only in communications with consumers and store-level ...operations but also in organizational management. The purpose of the study is to conduct a comparative research of Russian and foreign practice of integrating digital technologies in management systems. The analysis has been based on author’s own model – “technology – management area” matrix – developed through a review of normative and scientific literature. It also has been carried out for ten largest retailers in Russia and ten ones in the world. As a result of the study, key current areas of management systems’ digitalization have been identified for both Russian and foreign retailers. Those areas between the ones, in which Russian companies have already reached global benchmarks, and the ones, in which Russian retail still retains potential for future development, have been distinguished. Recommendations for management systems’ digitalization in retail industry formulated by the author following the results of the analysis can be successfully used not only in research and methodological purposes but also in real-life business practice to increase efficiency of the process concerned.
•Novel framework to align activities across information systems and the circular economy.•Digital circular economy research agenda and implications for practitioners.•Guidance for aligning digital ...and sustainable strategies.•Knowledge base of 100 theorized and real-world smart circular strategies.•Digital circular economy as a cornerstone of a sustainable society.
Digital technologies (DTs), such as the Internet of Things (IoT), big data, and data analytics, are considered essential enablers of the circular economy (CE). However, as both CE and DTs are emerging fields, there exists little systematic guidance on how DTs can be applied to capture the full potential of circular strategies for improving resource efficiency and productivity. Furthermore, there is little insight into the supporting business analytics (BA) capabilities required to accomplish this. To address this gap, this paper conducts a theory- and practice-based review, resulting in the Smart CE framework that supports translating the circular strategies central to the goals of manufacturing companies in contributing the United Nation’s (UN) 12th Sustainable Development Goal, that is, “sustainable consumption and production,” into the BA requirements of DTs. Both scholars and practitioners may find the framework useful to (1) create a common language for aligning activities across the boundaries of disciplines such as information systems and the CE body of knowledge, and (2) identify the gap between the current and entailed BA requirements and identify the strategic initiatives needed to close it. Additionally, the framework is used to organize a database of case examples to identify some best practices related to specific smart circular strategies.
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