Towards a Model on Digital Transformation within the Higher Education Sector – A South African Perspective

Digital transformation is the application of technology to build new business models, processes, software and systems that result in more profitable revenue, greater competitive advantage and higher efficiency. The factors influencing digital transformation in the higher educational sector were examined in this study. Specifically, data was drawn from 400 respondents and the following variables: organizational IT application portfolio, organizational culture, organizational structure, leadership and ethics predict digital transformation in higher educational sector by using regression analysis. The researcher found that the organizational culture contribution was the highest by predicting 78.9% of digital transformation in the higher education sector

Prevent a Vicious Circle! The Role of Organizational IT-Capability in Attracting IT-affine Applicants

Organizational IT-capability is a key to meet the challenges of digital transformation. Its advancement requires the attraction of IT-affine applicants. Their application intentions, however, depend on positive perceptions of an employer\u27s existing IT-capability. Merging findings from Information Systems Research, Human Resource Research, and Psychology, this study conducts an experimental survey to investigate how the perception of organizational IT capability influences job seekers’ application intentions. 228 observations were analyzed using the PLS-SEM method. It provides empirical evidence that (1)the perception of organizational IT-capability influences job seekers’ application intentions and that (2) this influence is of particular strength for IT-affine job seekers. This knowledge is fundamental to understand the outstanding role of organizational IT-capability in the current ‘war for talents’

A Framework for Exploring IT-Led Change in Morphing Organizations

Organizational transformation refers to changes in the way in which an organization operates. Morphing organization is a term used to reflect organizational transformation, recognizing that as an organization changes the outer face the organization displays to the world, changes are also needed to the internal structures and processes within the organization to facilitate and support the external face. IT-led change is a major driver for organizational transformation. The contribution of this chapter is the presentation of an organizational architecture as a framework to structure analysis and evaluation of the aspects of an organization that may be affected by proposed changes to IT systems in an organization. The framework offers a coherent structure in which to consider organizational transformation in response to IT-led change. The framework may also be used retrospectively to analyse how changes in IT have led to organizational transformation. The application of the organization architecture is illustrated through case study examples from UK organizations

Organization Cybernetics for Railway Supplier Selection

The comprehensive stimulation for this research arises from the necessity to continually understand and investigate the Information System (IS) discipline body of knowledge from organizational practice. Specifically, in this study, we focus on comparing a few available excellence frameworks, data analytics, and cybernetics approaches. Such knowledge and skill practice in the IS field is predominant for both IS research and teaching. On the other hand, to propose a relevant performance reporting model using data analytics and cybernetics that entail a body of knowledge and skill is crucial for the development and transformation of organizational excellence. Yet, it helps to design an online real-time organizational dashboard that produces knowledge for its application and decision-making within an organizational practice. IS discipline in an organization is comparatively young and its specification in academia as well as in practice is rapidly changing, we focus on the practical design, and IS structure for organizational excellence through employing information technologies

Towards data-driven culture in a Spanish automobile manufacturer: a case study

Purpose: Data-driven decision-making is a growing trend that lots of companies are nowadays willing to adopt. However, the organizational transformation needed is not always as simple and logical as it could seem and the comfort of the old habits can dim the change effort. The purpose of this study is to identify the potential problems that may arise in a real company’s transformation from a traditional intuition-driven decision-making model to a data-driven model. Design/methodology/approach: In order to reach this goal, a single case study method was used. Initially a literature review was conducted to analyze both the importance of the change to a data-driven culture and the process of organizational change. Thus, a case study method was adopted in a company of the automotive sector that included experimentation in the website design decision-making process. Findings: As a result of the case study, it was found that all the most cited risks for the organizational change process commented in the literature appeared in the project. However, even being warned of potential dangers the specific actions to prevent the damages were not trivial. Originality/value: The study presents in detail, the application of an organizational change model in a company. Important insights can be extracted from the specific case of a digitalization performed inside traditional industrial company.Peer Reviewe

Strategic Development Formulation for Improving Corporate Mobile Application Engagement Rates

Abstract. In the digital transformation era, one company shifts from manual to digital reporting through a corporate mobile application called JSMART (Jababeka System Management for Advance Report) to serve those living in Kota Jababeka city. JSMART is a corporate application that can be utilized by the community who resides in Jababeka. JSMART was launched in 2017, though unfortunately, based on survey, only 17% of employees are actively using it. The aims of this research are to investigate the root cause of this employee reluctance to adopt the technology and the proposed corporate strategy. The Technology Acceptance Model (TAM) is used in quantitative approach to determine the influence of perceived usefulness, perceived ease of use, and attitudes towards using JSMART amongst employees. Based on path analysis results, these three factors significantly influence one another, and the total mean is calculated as 2.70, which suggests that JSMART is not considered good enough from the perspective of the employees. In addition, interviews were conducted as part of a qualitative approach to investigate further. The root cause mainly arises from organizational factors such as a lack of socialization and training, and unclear rules for utilizing JSMART. Therefore, this study proposes a strategic development formulation that prioritizes organizational development while rejecting a proposed in-app suggestion feature for future development. Keywords:  Corporate mobile application, digital transformation, technology acceptance, engagement rate, strategy

Guiding manufacturing companies towards digitalization a methodology for supporting manufacturing companies in defining their digitalization roadmap

open4noWithin the era of Industry 4.0, digital technologies are seen as the main drivers for manufacturing industry transformation. In fact, many sustain that manufacturing companies will be able to obtain many benefits and opportunities from the digital transformation. If on one hand manufacturing companies have to be able to “ride” this wave of transformation in order to remain competitive, on the other hand, before investing in digital technologies, they have to understand what their current situation is and what their needs are with respect to both digital technologies and organizational processes in different functions. Indeed, the success of the transformation process mainly depends on the company ability to be ready to apply the technological change that some of these digital technologies envision. From these considerations, after having figured out their current readiness level for starting the digital transformation fostered by the Industry 4.0, it is possible to state that the next step manufacturing companies have to undertake is to define their transformation roadmap. With the aim to guide them towards this transformation process, a maturity model, called DREAMY (Digital REadiness Assessment MaturitY model) and based on the inspiring principles of the CMMI (Capability Maturity Model Integration) framework, has been developed and utilized. The objectives of this model are twofold. Firstly, it allows the assessment of the current digital readiness of manufacturing companies and the identification of their strengths and weaknesses with respect to implemented technologies and organizational processes. Secondly, it enables the identification of a set of opportunities offered to companies by the digital transformation, considering their strengths and aiming to overcome their weaknesses. Through the application of this methodology into case studies, it has been possible to reach two main results. On one hand, the analyzed manufacturing companies have been aware of their digital readiness level, of their strengths and weaknesses and of the main opportunities they can exploit from the digitalization process starting from their current situation. On the other hand, empirical evidences were gathered on the current level of manufacturing companies’ digital readiness and on the possible common traits among the identified opportunities.openDe Carolis A.; MacChi M.; Negri E.; Terzi S.De Carolis, A.; Macchi, M.; Negri, E.; Terzi, S

CoPs-Centered Knowledge Management

Rajiv Khosla is an Associate Professor at School of Business, La Trobe University. He is the director of externally funded Business Intelligence Institute-Business Systems and Knowledge Modelling research laboratory. Rajiv has a multi-disciplinary background in management, engineering and computer science. He has published over 120 refereed journal and conference papers. He has also authored four books (research monographs) in the area of Emotional Intelligence, Human-Centred e-Business, Multimedia based Socio-technical Information systems, Intelligent Hybrid Multi-agent Systems. Rajiv is the Associate editor of the International Journal of Pattern Recognition, Regional editor of Journal of Intelligent Manufacturing (Springer-verlag), and Action Editor of Journal of Cognitive Systems Research. He has been a project leader of over a dozen industry projects and has commercialised four IT products in Australia. Associate Professor Rajiv Khosla Business Intelligence Institute and Business Systems Knowledge Modeling Laboratory (http://www.latrobe.edu.au/bskm) School of Business, La Trobe University, Melbourne, Victoria – 3086, Australia E-Mail: [email protected] of the primary reasons identified for the failure of existing knowledge management solutions has been that knowledge management tools and research have primarily been designed around technology push-models as against strategy pull-models. In an era where organizations are undergoing rapid and discontinuous change it is imperative that knowledge management systems and organizational entities like CoPs that facilitate knowledge management and organizational transformation are more closely aligned with business strategies and goals of an organization. This would enable organizations to respond more quickly to changing business environments and corresponding change in their knowledge management needs from time to time. This seminar presents a strategy-pull approach for Modeling and Design of CoPs-centered Knowledge Management Systems to facilitate organizational transformation. Among other aspects the seminar will focus on definition of dimensions and criteria for defining CoPs in an organization, application of fuzzy integral techniques to rank 16 criteria employed by CoPs to engage in knowledge management. From a knowledge management and organizational transformation perspective this approach will enable a more direct relationship between business strategy, CoPs and Knowledge Management solutions.published_or_final_versionCentre for Information Technology in Education, University of Hong Kon

Implementasi Manajemen Organisasi di Stais Al-Ishlahiyah Binjai

Every college has a goal. To achieve this goal, higher education institutions need a good organizational structure, namely a healthy and efficient organizational structure. organizational structure is the result of the management process, in this case as the output of the organizing process. In the process of establishing the organizational structure, the Team must pay attention to and apply various organizational principles, namely the formulation of clear goals, departmentalization, division of labor, delegation of authority, span of control, organizational levels, and unity of command. The application of these principles in the organizational process can produce a sound and efficient organizational structure. Quality tertiary education plays an important role in nation-building, it is a means to give birth to educated-intellectuals. The number of educated people produced by universities has accelerated the improvement of the quality of people's lives in this country. Universities are obliged to provide a quality educational process. From that, thinkers, initiators and implementers will be born in various fields of community life. This research uses a qualitative approach with a case study type with a multi-case design. Collecting data through observation, interviews and documentation. Data analysis using the Miles and Huberman data analysis model which includes four components, namely data collection, data reduction, data presentation and drawing conclusions. Checking the wetness of the data using triangulation. Now, educational institutions are focused on the era a very big and undeniable transformation that universities must accept if they want to survive, struggle, and develop. Solving the problem, many ideas are explored, such as the concept of economy and decentralization

The Strategy of Innovative Development of Economy of Ukraine till 2030

The Strategy of the development of the innovative activity sphere for the period up to 2030 approved by the Government of Ukraine has been analyzed in the article. It was determined that the innovative activity sphere has several disadvantages. The following issues have not been considered: application of tax privileges for the activation of innovative activity of domestic enterprises; implementation of the list of specific innovative projects, which are fully or partially financed from the state budget; direct connection of the state with business and society; mechanism of interaction between universities and domestic enterprises; people responsible for the implementation of the Country Innovation Strategy at the state and local levels have not been assigned; the priority of public procurement of high-tech products from domestic manufacturers has not been established; mechanisms of annual monitoring and control of the stages of strategy implementation have not been defined.The ways of overcoming these issues have been provided in the article. An algorithm of the implementation of the Innovative Development Strategy of Ukraine until 2030 has been developed and suggested, which will make the state policy in the sphere of innovation activity more systematic and advanced. The suggested algorithm of strategy implementation consists of five main stages: preparatory, computational, organizational, practical implementation and result from analysis. At each of these stages, the functions and responsibilities of each participant in the innovation process are defined: the state, research institutions, local governments, and business structures. The deadlines for the implementation of necessary transformations and practical mechanisms for their realization have been determined. The role of state bodies as the main organizational element of the Strategy development is highlighted.The algorithm of the realization of the Strategy of Innovative Development of the Ukrainian Economy suggested by the author will ensure the consistent and gradual implementation of the structural elements of the national innovation system, its effective transformation, and further development, since each step of the Strategy is a logical stage of implementing a comprehensive program to ensure the development of innovative relations in the state’s economy