ENGLISH

Managing the Digital Transformation: Aligning Technologies, Business Models, and Operations

By Maciel M. Queiroz , Samuel Fosso Wamba

Book information

Publisher
CRC Press/Chapman & Hall
Year
2022
ISBN
9781032128504, 9781032128528, 9781003226468
Language
english
Format
PDF
Filesize
5 MB (4865897 bytes)
Series
Emerging Operations Research Methodologies and Applications
Pages
91\92
Topic
Business Management
Time added
2022-09-15 10:15:48

Description

This book provides the key technologies involved in an organization’s digital transformation. It offers a deep understanding of the key technologies (Blockchain, AI, Big Data, IoT, etc.) involved and details the impact, the decision-making process, and the interplay between technologies, business models, and operations. Managing the Digital Transformation: Aligning Technologies, Business Models, and Operations provides frameworks and models to support digital transformation projects. The book presents the importance of digital transformation as a resilience approach to the operations processes and business models. It covers the essential elements integrating the technology, the organizations, the operations, and supply chain management used to move toward digital transformation. Concepts and mini-case studies are included to provide a deeper understanding of digital transformation projects with a holistic view. The book also examines the role that digital transformation plays with consideration of inter-organizational and intra-organizational capabilities, along with the role of digital culture, the worker’s skills, business models, reconfiguration, as well as an operations optimization angle. Practitioners, consultants, governments, managers, scholars, and anyone interested in digital transformation will find the contents of this book very useful. Cover Half Title Series Page Title Page Copyright Page Table of Contents Preface Acknowledgments About the Authors 1 Foundations of the Digital Transformation 1.1 Introduction: The Role of Digital Transformation 1.2 Technologies, Organizations, and People: The Essential View of the Digital Transformation 1.3 Short Case Study: Starting the Digital Transformation with TOP Framework References 2 Key Technologies for Digital Transformation 2.1 Industry 4.0 as a Trigger to Digital Transformation 2.2 A Brief Description of the Most Common Digital Transformation Technologies 2.3 Benefits Enabled by the Technologies of the Digital Transformation 2.4 Short Case Study: Why Should Companies Invest in Key Technologies to Leverage their Digital Transformation Strategy? References 3 Organizational Capabilities and Workers’ Digital Skills 3.1 The Role of Resources and Capabilities for Digital Transformation 3.2 Digital Resources and Capabilities of Organizations 3.3 Digital Resources and Capabilities of Workers 3.4 Short Case Study: How Do Organizations Create Business Value with Resources and Capabilities in the Digital Transformation Era? References 4 Barriers, Enablers, and the Digital Culture of the Organization 4.1 The Most Common Barriers to Digital Transformation 4.2 Enablers of Digital Transformation Initiatives 4.3 Culture as a Secret Ingredient in Digital Transformation 4.4 Short Case Study: How Can Culture Overcome Barriers in Digital Transformation Strategies? References 5 The Role of the Digital Supply Chain 5.1 Basic Aspects of the Supply Chain 5.2 Fundamentals of the Digital Supply Chain 5.2.1 Digital Supply Chain: The Integration Dimension 5.2.2 Digital Supply Chain: The Relationship and Cooperation Dimension 5.2.3 Digital Supply Chain: The Value Creation Dimension 5.2.4 Digital Supply Chain: The Ethical Values Dimension 5.3 A Framework for the Digital Supply Chain 5.4 Short Case Study: The Digital Supply Chain and the Last Frontier of Added Value References 6 Digital Supply Chain Capabilities 6.1 Digital Supply Chain Resources 6.1.1 Basic Resources of the Digital Supply Chain 6.2 Capabilities of the Digital Supply Chain 6.2.1 Workers’ Digital Skills Capabilities 6.2.2 Smart Production Capabilities 6.2.3 Digital Warehousing Capabilities 6.2.4 Smart Transportation Capabilities 6.2.5 Supplier Integration Capabilities 6.2.6 Customer Collaboration Capabilities 6.3 Summarizing the Digital Supply Chain Capability 6.4 Short Case Study: Digital Supply Chain Capability References 7 Digital Supply Structure and Configuration 7.1 Dimensions of the Digital Supply Chain Implementation 7.2 The Role of the Digital Supply Chain Structure and Configuration 7.2.1 Technology Implementation 7.3 Assessment of Digital Supply Chain Performance 7.4 Short Case Study: Implementation of a Digital Supply Chain Project References 8 Operations Management, Process, and Business Model Reconfiguration 8.1 Operations Management in the Digital Era 8.2 Operations Management 4.0 8.3 Process and Business Model Reconfiguration 8.4 Short Case Study: Operations Management 4.0 to Reconfigure Critical Processes References 9 Digital Transformation and Operations Research Models 9.1 Operations Research: A Basic Approach 9.2 Operations Research 4.0 9.3 Some Considerations on Artificial Intelligence Technologies 9.4 Operations Research Models in the Age of Digital Transformation 9.5 Short Case Study: Managing and Optimizing the HTAA Hospital’s Operations References 10 Uncertainty and Improving Operations Management in the Age of Digital Transformation 10.1 Uncertainty and Environmental Complexities 10.2 A Digital Transformation Framework to Overcome Environmental Uncertainties and Disruptions 10.2.1 Simultaneous and Intertwined Challenges 10.2.2 Negative Effects 10.2.3 The Role of the TOP Framework 10.2.4 Benefits to Operations and Supply Chains 10.2.5 General Benefits 10.3 Short Case Study: Minimizing the Negative Effects of an Agriculture Supply Chain Exporter References

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