abstractNote={<p>Digitalization has been identified as one of the major trends changing society and business. Digitalization causes changes for companies due to the adoption of digital technologies in the organization or in the operation environment. This paper discusses digitalization from the viewpoint of diverse case studies carried out to collect data from several companies, and a literature study to complement the data. This paper describes the first version of the digital transformation model, derived from synthesis of these industrial cases, explaining a starting point for a systematic approach to tackle digital transformation. The model is aimed to help companies systematically handle the changes associated with digitalization. The model consists of four main steps, starting with positioning the company in digitalization and defining goals for the company, and then analyzing the company’s current state with respect to digitalization goals. Next, a roadmap for reaching the goals is defined and implemented in the company. These steps are iterative and can be repeated several times. Although company situations vary, these steps will help to systematically approach digitalization and to take the steps necessary to benefit from it.</p>},
number={1},
journal={International Journal of Information Systems and Project Management},
author={Parviainen, Päivi and Tihinen, Maarit and Kääriäinen, Jukka and Teppola, Susanna},
year={2022},
month={Feb.},
pages={63–77}
}
@book{bib:abraham2005sustainability,
title={Sustainability Science and Engineering: Defining Principles},
author = {Peter C. Verhoef and Thijs Broekhuizen and Yakov Bart and Abhi Bhattacharya and John {Qi Dong} and Nicolai Fabian and Michael Haenlein},
keywords = {Digital business, Business models, Business strategy},
abstract = {Digital transformation and resultant business model innovation have fundamentally altered consumers’ expectations and behaviors, putting immense pressure on traditional firms, and disrupting numerous markets. Drawing on extant literature, we identify three stages of digital transformation: digitization, digitalization, and digital transformation. We identify and delineate growth strategies for digital firms as well as the assets and capabilities required in order to successfully transform digitally. We posit that digital transformation requires specific organizational structures and bears consequences for the metrics used to calibrate performance. Finally, we provide a research agenda to stimulate and guide future research on digital transformation.}
}
@article{bib:dougherty,
author = {Dougherty, Deborah and Dunne, Danielle D.},
title = {Digital Science and Knowledge Boundaries in Complex Innovation},
abstract = { Drug discovery is a complex innovation process in which scientists need to make sense of ambiguous findings and grapple with numerous unpredictable interdependencies over many years of product development. Digitalization has combined with expanding science to address this complexity, creating new ways to measure, analyze, and model chemical compounds, diseases, and human biology. We interviewed 85 scientists and managers working on drug discovery to understand how they deal with complexity. We find a major knowledge fault line between digital scientists, who use computers as laboratories and manipulate signs, and therapy scientists, who use conventional laboratories and manipulate physical material. We build on research on epistemic cultures and knowing in practice to develop empirically grounded theory for the role of digital science in complex innovation. We propose that digitalization creates a new form of knowledge that provides essential complementary insights for complex innovation that cannot exist otherwise. However, digitalization also creates new knowledge boundaries that concern central activities of innovation. These boundaries highlight challenges of complex innovation that digital sciences can help address, but only if the innovation activities are transformed so that digital and therapy sciences can integrate their complementary knowledge. }
}
@article{bib:loebbecke,
title = {Reflections on societal and business model transformation arising from digitization and big data analytics: A research agenda},
journal = {The Journal of Strategic Information Systems},
volume = {24},
number = {3},
pages = {149-157},
year = {2015},
issn = {0963-8687},
doi = {https://doi.org/10.1016/j.jsis.2015.08.002},
keywords = {Digitization, Big data analytics, Business transformation, Societal transformation, Information society},
abstract = {In the era of accelerating digitization and advanced big data analytics, harnessing quality data for designing and delivering state-of-the-art services will enable innovative business models and management approaches (Boyd and Crawford, 2012; Brynjolfsson and McAfee, 2014) and yield an array of consequences. Among other consequences, digitization and big data analytics reshape business models and impact employment amongst knowledge workers – just as automation did for manufacturing workers. This Viewpoint paper considers the mechanisms underlying how digitization and big data analytics drive the transformation of business and society and outlines the potential effects of digitization and big data analytics on employment – especially in the context of cognitive tasks. Its aim is to outline a critical research agenda to explore and conceptualize evident changes in business models and society arising from these technological advances.}
}
@article{bib:fengli,
author = {Feng Li and Alberto Nucciarelli and Sinead Roden and Gary Graham},
title = {How smart cities transform operations models: a new research agenda for operations management in the digital economy},
keywords = {B2B, Digitalization, Actors/resources/activities model, Business network},
abstract = {This paper examines the impact of digitalization - the adoption of Internet-connected digital technologies and applications by companies - on B2B exchanges. While B2C exchanges are the subject of numerous studies on the transformations brought by the digital technologies, B2B exchanges are far less analyzed. Building on a conceptualization of exchanges between companies as made of activity links, resource ties, and actor bonds, this paper offers to identify three types of “digitalization” according to the nature of the most deeply impacted link. Five cases of digitization in different industrial sectors and five companies providing digital solutions for businesses illustrate these three types. This typology provides an alternative to analyses based on the nature of digital systems used by B2B companies.}
title = {EKSPANPIXEL BLADSY STRANICA: Performance Efficiency Improvement of Making Front-End Website Using Computer Aided Software Engineering Tool},
journal = {Procedia Computer Science},
volume = {135},
pages = {292-301},
year = {2018},
note = {The 3rd International Conference on Computer Science and Computational Intelligence (ICCSCI 2018) : Empowering Smart Technology in Digital Era for a Better Life},
issn = {1877-0509},
doi = {https://doi.org/10.1016/j.procs.2018.08.177},
abstract = {The purpose of this research is to create a front-end website engine to improve the efficiency of front-end website creation called Expanpixel Bladsy Stranica (EBS). The method of making front-end website engine adopts computer aided software engineering (CASE) tool model, then to make it easier to access anywhere, it is made online (website-based), and evaluated by way of manual creation of front-end website and using EBS. After that the data obtained were analyzed using statistical formula. Results of increasing efficiency of front-end website creation performance that occurred on average by 83.60% of the overall developer.}
