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Distribution of changes by domains

Distribution of changes by domains

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For citation: Stoianova O. V., Lezina T. A., Ivanоva V. V. (2020). e framework for assessing company's digital transformation readiness. St Petersburg University Journal of Economic Studies, vol. 36, iss. 2, pp. 243-265. https://doi.org/10.21638/spbu05.2020.204 At present, the focus of discussions on digital transformation has shi ed from issues of...

Contexts in source publication

Context 1
... of management standards related to these elds (standards and bodies of knowledge of IT management [TSO, 2011;ISACA, 2012;e Open Group, 2016], enterprise architecture management [e Open Group, 2018], and data management [Earley, 2017;Gwen, 2006] allowed distinguishing the domains "Using of data" and "Enterprise architecture" from the "Technologies" area. e distribution of changes (analyzed in the case-study) by these domains is shown in Figure 4. ...
Context 2
... results presented in Figure 4allow to conclude that the proposed domain system ensures the fulllment of requirement 2: a balanced distribution of criteria across domains. ...

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... The transformation of real estate brokerage business processes from traditionally offline operations to digital online operations has led to significant improvements in efficiency, accuracy, security, and customer experience [29]. Essentially, as shown in Fig. 3, the management and application of business data, alongside the digital infrastructure that carry this data, are crucial to this transformation [42]. Leveraging digital technology, this shift streamlines property listings, viewings, negotiations, and transactions, ensuring efficiency and compliance with regulatory standards [37,38]. ...
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... An empirically-based digital readiness can be used as a guide to the most appropriate digital technologies, to evaluate antecedents and inputs, how to act, and how to measure DT success (Soomro et al., 2020). Existing standards provide general recommendations for changes and are not focused on the digital nature of transformation (Stoianova et al., 2020). Most reference models, including consulting models, address managing capacity in general without discussing specific digital technology-related capabilities (Wulf et al., 2017). ...
... Most reference models, including consulting models, address managing capacity in general without discussing specific digital technology-related capabilities (Wulf et al., 2017). Thus, existing models still fail to offer a widely accepted methodology to assess DT readiness for organizations (Rajnai and Kocsis, 2018), particularly how to choose a digital transformation strategy and develop digital skills (Stoianova et al., 2020). ...
... Additionally, recommendations on DT management by the academic community and specialized consultancies are chiefly aimed at developed nations that are digital leaders (Joubert et al., 2023), overlooking successful DT practices from companies in developing economies (Stoianova et al., 2020). Stentoft et al. (2020) point out the lack of studies that analyze variations of readiness and practice across industries and nations. ...
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... Digital strategies, where a company's approach to digital technology is integrated into its overall business strategy, are essential for modern businesses (Stoianova et al., 2020). A digital strategy outlines a company's vision in the context of digitization, including the strategic measures needed to achieve this vision. ...
... Organizational barriers such as insufficient structure, lack of technological expertise, cultural divides between management and workers, and psychological factors like resistance to change and fear of transition pose significant challenges. These issues reflect the novelty of digitalization and the difficulties organizations face in moving beyond familiar operating environments (Stoianova et al., 2020). ...
... The findings of this study support Hypothesis 1, demonstrating that a well-defined digital strategy significantly influences the digital transformation of SMEs. This aligns with existing literature, which emphasizes the crucial role of integrating digital technology into an overall business strategy (Stoianova et al., 2020). Additionally, this study reinforces the findings of Stoianova et al. (2021), which highlights the significant challenge posed by the lack of a clear digital strategy, particularly during the early stages of digital transformation. ...
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... Digital transformation is a dynamic process that impacts all aspects of organizations' business, management, and internal and external environments (Stoianova et al. 2020). The context of digital transformation in SMEs can be understood by studying leadership, organization, technology, and process; it includes the industry's environmental aspects (Hausberg et al. 2019;Kwon and Park 2017). ...
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Digital transformation refers to redefining the business process via digital technology. The innovation and digital revolution have remarkable effects on the global economy by affecting organisational relevancy in the marketplace. SMEs are considered as a nation’s growth engine and seriously affected due to tech-adaptation challenges that arise at a fast pace such as COVID-19 outbreaks severely affected the SMEs businesses by the drop in demand and scarcity of resources all across the globe, including ASEAN region such as Malaysia, Indonesia, Singapore, Philippine, Thailand etc. Thus, to begin with digital transformation, enterprises must be aware of the factors influencing it as only few countries are lagging in digital transformation in the ASEAN region. This paper aims to highlight the factors influencing the digital transformation of SMEs focusing on internal and external factors. The Innovation and Technology Adoption Theory was selected as the underpinning theory for this research, along with the holistic Technology-Organisation-Environment (TOE) Model as the chosen framework to reflect technology adoption theory. The present study raises some practical implications for policymakers, government and industries. It will help accelerate the rapid adaptation of digital technology for SMEs and directly affect the growth of SMEs. The present study singled out that organisational, technological and environmental factors provide a widespread view of digital transformation of SMEs.KeywordsDigitalInnovationTechnologyOrganisationEnvironmentSMEsTransformation
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... Moreover, we identified the dependency between digital transformation readiness assessments and such factors as employee engagement, proactivity, management maturity, and a range of others. These findings guided the development of the readiness assessment framework (the DTRA framework) [15], which includes the following domains: Systematic management, Enterprise architecture, Using of data, Maturity of business processes, and Corporate culture. ...
Chapter
The article presents the results of the research on Russian companies’ readiness for digital transformation in 2017–2021. The purpose of the study is to observe how the understanding and the attitude of the representatives of Russian business towards the digital transformation and the self-assessment of company’s readiness for this transformation has changed. The source data are the results of surveys conducted in 2018 and 2021 among representatives of companies in St. Petersburg and the Leningrad region. The paper focuses on establishing in Russian companies the Corporate Culture essential to the success of digital transformation projects. It is shown that large companies have shifted towards greater employee engagement and management support for initiatives. However, in small companies, there is still a lack of employee belief in digital transformation and a top-down implementation of digital transformation.
... The volatility of enterprises in the process of digital transformation requires special approaches to management and specialised analytical techniques (Skripkin, 2019). Information becomes a business asset of any company, entailing a change in requirements for the data management system (Stoianova, Lyozina & Ivanova, 2020). ...
... Table 5), including sectors with significant asset intensity. Note that companies from these sectors are also very active in implementing digital transformation (Stoianova, Lyozina & Ivanova, 2020). ...
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... According to many studies, digital transformation is the ability of an organization to "adapt, respond, and position itself for success in the face of the rapid technology evolution" [14], which is changing the way businesses operate around the world [16]. However, the essence of digital transformation is the creation of a new production method based on technology and digital data and gradually converting to that method. ...
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The study of digital transformation that leads to the implementation of the digital economy is a matter of special concern for businesses around the world. This study systematizes the theoretical basis of digital transformation in manufacturing enterprises and on that basis analyzes the current status and readiness for digital transformation of electrical equipment manufacturers in Hanoi. The analysis results show that electrical equipment manufacturing enterprises in Hanoi are at the beginning of digital transformation. Overall, companies show the highest levels of digital readiness in forward and backward linkages. The study also provides recommendations for businesses in the process of implementing digital transformation and recommendations on the state's macro policies in creating favorable conditions for businesses to successfully implement digital transformation in the future.