PurposeArtificial intelligence (AI) is one of the latest digital transformation (DT) technological trends the university library can use to provide library users with alternative educational ...services. AI can foster intelligent decisions for retrieving and sharing information for learning and research. However, extant literature confirms a low adoption rate by the university libraries in using AI to provide innovative alternative services, as this is missing in their strategic plan. The research develops (AI-LSICF) an artificial intelligence library services innovative conceptual framework to provide new insight into how AI technology can be used to deliver value-added innovative library services to achieve digital transformation. It will also encourage library and information professionals to adopt AI to complement effective service delivery.Design/methodology/approachThis study adopts a qualitative content analysis to investigate extant literature on how AI adoption fosters innovative services in various organisations. The study also used content analysis to generate possible solutions to aid AI service innovation and delivery in university libraries.FindingsThis study uses its findings to develop an Artificial Intelligence Library Services Innovative Conceptual Framework (AI-LSICF) by integrating AI applications and functions into the digital transformation framework elements and discussed using a service innovation framework.Research limitations/implicationsIn research, AI-LSICF helps increase an understanding of AI by presenting new insights into how the university library can leverage technology to actualise innovation in service provision to foster DT. This trail will be valuable to scholars and academics interested in addressing the application pathways of AI library service innovation, which is still under-explored in digital transformation.Practical implicationsIn practice, AI-LSICF could reform the information industry from its traditional brands into a more applied and resolutely customer-driven organisation. This reformation will awaken awareness of how librarians and information professionals can leverage technology to catch up with digital transformation in this age of the fourth industrial revolution.Social implicationsThe enlightenment of AI-LSICF will motivate library professionals to take advantage of AI's potential to enhance their current business model and achieve a unique competitive advantage within their community.Originality/valueAI-LSICF development serves as a revelation, motivating university libraries and information professionals to consider AI in their strategic plan to enable technology to support university education. This act will enable alternative service delivery in the face of unforeseen circumstances like technological disruption and the present global COVID-19 pandemic that requires non-physical interaction.
Digital transformation approaches outside the public sector are changing citizens' expectations of governments' ability to deliver high-value, real-time digital services. In response to the changing ...expectations and triggered by supranational agreements, governments are changing their mode of operation to improve public service delivery, be more efficient and effective in their designs, and achieve objectives such as increased transparency, interoperability, or citizen satisfaction. However, beyond the availability of consultancy reports, there is little systematic insight into the way that public administrators themselves are currently defining digital transformation in their own day-to-day practices, how they are approaching digital transformation projects, and what their expected outcomes are. We provide an empirically-based definition of digital transformation derived from expert interviews and develop a conceptual framework with reasons for, processes to, and expected outcomes of digital transformation in the public sector.
•Empirically grounded definition of digital transformation focuses on holistic process to change products and culture.•Digital transformation goes beyond digitization and digitalization by including the whole organization.•Digital transformation changes bureaucratic and organizational culture and relationships to stakeholders.•Short-term output focus on measurable increases in new digital services.•Long-term impact and outcome focus on increases effectiveness and citizen satisfaction.
Dramatic health, environmental, and social-related challenges put pressure on firms to rethink their strategies and growth paths. Is a digital-enabled transformation able to help firms cope with ...these challenges and drive a competitive renaissance of our economic system? Are extant theories and concepts able to interpret the digital transformation? This management focus section aims to advance a relevant and impactful research agenda in the area of “business strategy and digitalization” through 4 contributions – both conceptual and empirical – that contribute to the understanding of the so-called “digital transformation” and its implications for both scholars and practitioners.
Wie wirkt sich die Digitalisierung auf die Erwachsenen- und Weiterbildung aus? Das Buch zeigt die Bandbreite der Forschungsperspektiven und Anwendungsfelder. Ausgehend von grundlagentheoretischen ...Forschungsansätzen werden spezifische Themenfelder sowie anwendungsbezogene Vorhaben zur Gestaltung mediengestützter Lehr-Lern-Konzepte aufgegriffen. Die Beiträge zeigen dabei die Relevanz bildungswissenschaftlicher Forschung für die Gestaltung der digitalen Transformation. Es werden interdisziplinäre Forschungs- und Anwendungsfelder entworfen, die ohne fundierte erwachsenenpädagogische Perspektiven nicht auskommen. (DIPF/Verlag)
Digital transformation has potential for improving food security through agriculture development. While these transformations are welcomed and while societies are generally moving towards ...modernization and digitalization, farmers in the Global South have not been transitioning into the age of digitalization, and so are unable to take full advantage in ways that can enhance the agro value chain. Considering this, what may account for the sub-optimal take up from digital transformation deployment in agriculture sector in a small island developing state? Has there been any successes to the agriculture value-chain? What are the lessons to be learned? While the systems are available and farmers may have an interest in using them, their lack of ability to maneuver these new technologies leads to non-take up/use of the new beneficial technologies. A general distrust in government further compounded by a general distrust in the use of the internet has polarized farmers from digital technologies. The sluggish operations of governments of the South have inhibited the innovation that is required to enhance take up of digital technologies in agriculture. Privatization of digitalization in agriculture is therefore proffered as an alternative to a state-owned and state-operated digital transformation of agriculture. A policy options framework is proposed as a starting point to mitigating some of the challenges faced and improving digital transformation efforts in agriculture.
•Sluggish bureaucracies moderate the effectiveness of digital technologies in agricultural settings.•Privatization of digital transformation in agriculture has potential to yield equity and efficiency benefits.•Competent DT agents are reliable synapse between digital technologies and those on the periphery of digital transformation efforts.•Mandating some digital processes may be an appropriate and effective nudge for farmers to embrace the digital space.•Farmers' distrust in government disrupts their digital acceptance continuum.
Firms are increasingly transforming themselves into agile enterprise by integrating and exploiting digital technologies. Prior research has suggested organization mindfulness would help proactively ...manage digital technologies and reduce the possibility of rigidity resulting from digital technologies. Although the key role of organizational mindfulness has been increasingly recognized, the impact of organizational mindfulness towards digital transformation on developing digital technology enabled information processing capacity (IPC) has not been empirically examined. In this study, we conceptualize digital technology enabled IPC based on the information processing view (IPV) and examine the relationships among organizational mindfulness, IPC, and market agility. Empirical findings from our survey of 102 managers of US companies indicates that digital transformation-mindful organizations are more likely to effectively establish a digital technology infrastructure; digital technology-enabled external and internal relationships and digital technology-business strategic alignment which, in turn, enhances their ability to respond to environmental turbulence in the markets promptly.
During the recovery from the COVID-19 pandemic, stakeholders in higher education institutions have been encouraged to adapt to the changes caused by digital transformation. This study employs a case ...study approach to investigate the barriers and readiness of students, educators, and higher education institutions for digital transformation. Data were collected through questionnaires and interviews with stakeholders in a higher education institution in Indonesia. The data from the questionnaire were analysed using qualitative descriptive analysis, while the transcripts of the interview data were run into the ATLAS.ti Qualitative Data Analysis application and analysed thematically. Codes developed from digital transformation barriers were suggested by Volgesang and later interpolated during data analysis into readiness and strategy codes. The emerging themes related to students and lecturers, and universities obstacles, readiness and strategies in dealing with digital transformation could then be identified. The findings are crucial for higher education institutions to thrive in the digitally evolving environment. Understanding how the university's stakeholders perceive the transformation would help anticipate a more knowledgeable and organized method to handle the intricacies and difficulties associated with such a profound change.
Digital transformation has become a global trend that affects all aspects of human life. In Indonesia, digital transformation can accelerate economic growth, especially in the creative economy ...sector. One of them is efficiency in the use of technology, investment in digital infrastructure and increasing financial access. The aim of this research is to analyze the opportunities and challenges related to the policy of accelerating digital transformation in the development of the creative economy in Indonesia. The research found that there are various opportunities that can be exploited in developing the creative economy in Indonesia through accelerated digital transformation policies, challenges that must be overcome, such as low technological accessibility and inadequate infrastructure. Research shows that accelerated digital transformation policies can be a driver of creative economic growth in Indonesia which must be adapted to local conditions and accompanied by efforts to increase technological accessibility and adequate infrastructure. This article was prepared based on the results of a literature study to answer the main research questions about transformation. digital and how to implement strategies in various business and government sectors
•Updates market share–profitability relationship to the digital age.•Develops and validates dictionary to measure firms’ digital transformation.•Shows digital transformation weakens the market ...share–profitability relationship.•Mitigated by external digital transformation and consumer-oriented platforms.•Amplified in B2B industries and by a strategic emphasis on value appropriation.
Extensive research has examined the effect of market share on profitability and, in general, has found a significantly positive relationship between the two metrics. However, this article demonstrates that the digital transformation of companies has substantially altered this relationship and its underlying mechanisms. The authors first theoretically develop the different influences of digital transformation on the traditional market share–profitability framework. Subsequently, they estimate a firm–profitability model based on a sample of 6,389 observations from 824 U.S. firms over 25 years that accounts for companies’ degree of digital transformation by text mining their financial statements using a self-developed and validated dictionary. The authors find a significantly negative interaction between the degree of digital transformation of a company and the impact of market share on profitability. However, they also show that this effect is moderated by i) a firm’s digital transformation emphasis (i.e., digital transformation of internal vs. external processes; digital transformation through platformization), ii) a firm’s general strategic emphasis (value appropriation relative to value creation), and iii) a firm’s general market environment (B2C versus B2B). The findings suggest that managers and investors of digital companies should exercise caution when relying on market share as a metric for performance.
•The digital transformation of enterprises can reduce stock price crash risk.•There is heterogeneity in the impact of enterprise digital transformation on stock price crash risk.•Digital ...transformation reduces the information asymmetry between the internal and external firm.•The results are robust to several tests that address endogeneity concerns.
This study investigates the effect of enterprise digital transformation on stock price crash risk using a sample of Chinese listed companies during the period 2007–2020. We find that the digital transformation of enterprises can significantly reduce stock price crash risk, and shows a certain structural heterogeneity. The above conclusions still hold after a series of robustness tests. Further, we identify that the relationship is more pronounced in high-tech enterprises and economically developed regions. Overall, the paper can provide empirical evidence for understanding how to reduce stock price crash risk in the capital market, and provide relevant implications for better driving the digital transformation of enterprises.
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