Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-4936-9.CH013
Marcelo Teixeira de Azevedo, Alaíde Barbosa Martins, S. Kofuji
Nowadays, there is a digital transformation in industry, which is being referred to as a new revolution, known as the fourth industrial revolution. Today, we are in the fourth industrial revolution, which strongly supports itself at enabling technologies, such as: Internet of Things (IoT), big data, cyber-physical systems (CPS) and cloud computing. These technologies are working cooperatively to promote a digital transformation in the forms of: Industry 4.0, Industrial Internet Consortium and Advanced Manufacturing. To meet these needs and as a proof of concept, a platform for digital transformation for a water issue is proposed with the objective of achieving an efficient management of resources linked to rational use of water. For the platform definition, a survey was performed of the process of a water treatment plant from the third industrial revolution and improved the process by applying the concepts of digital transformation to improve the new platform.
{"title":"Digital Transformation in the Utilities Industry","authors":"Marcelo Teixeira de Azevedo, Alaíde Barbosa Martins, S. Kofuji","doi":"10.4018/978-1-5225-4936-9.CH013","DOIUrl":"https://doi.org/10.4018/978-1-5225-4936-9.CH013","url":null,"abstract":"Nowadays, there is a digital transformation in industry, which is being referred to as a new revolution, known as the fourth industrial revolution. Today, we are in the fourth industrial revolution, which strongly supports itself at enabling technologies, such as: Internet of Things (IoT), big data, cyber-physical systems (CPS) and cloud computing. These technologies are working cooperatively to promote a digital transformation in the forms of: Industry 4.0, Industrial Internet Consortium and Advanced Manufacturing. To meet these needs and as a proof of concept, a platform for digital transformation for a water issue is proposed with the objective of achieving an efficient management of resources linked to rational use of water. For the platform definition, a survey was performed of the process of a water treatment plant from the third industrial revolution and improved the process by applying the concepts of digital transformation to improve the new platform.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"407 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133275538","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7297-9.ch002
Donna Murdoch, R. Fichter
In this article, it is explored how digital transformation is reshaping existing conceptions of technology adoption in the workplace and, as part of this, why the adoption of enterprise technology often lags behind consumer technology. The effect of business intractability towards technological advancement is examined. Also, the inability to quickly disseminate new information about technological changes puts additional stress on adoption by employees. This article then continues into suggestions to improve adoption of technology based on changes in the workplace in attitude and culture, promoting digital literacy and the establishment of new programs to facilitate them.
{"title":"From Doing Digital to Being Digital","authors":"Donna Murdoch, R. Fichter","doi":"10.4018/978-1-7998-7297-9.ch002","DOIUrl":"https://doi.org/10.4018/978-1-7998-7297-9.ch002","url":null,"abstract":"In this article, it is explored how digital transformation is reshaping existing conceptions of technology adoption in the workplace and, as part of this, why the adoption of enterprise technology often lags behind consumer technology. The effect of business intractability towards technological advancement is examined. Also, the inability to quickly disseminate new information about technological changes puts additional stress on adoption by employees. This article then continues into suggestions to improve adoption of technology based on changes in the workplace in attitude and culture, promoting digital literacy and the establishment of new programs to facilitate them.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"103 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114347395","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7297-9.ch049
Moria Levy
Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.
{"title":"Change Management Serving Knowledge Management and Organizational Development","authors":"Moria Levy","doi":"10.4018/978-1-7998-7297-9.ch049","DOIUrl":"https://doi.org/10.4018/978-1-7998-7297-9.ch049","url":null,"abstract":"Changes are considered a challenge to organizations. Seventy percent of organizational initiatives are not completed. Various Change Management approaches have been developed over the years, yet organizations continue to find changes difficult to implement. This applies to all types of change, but the challenge of change is critical in human resources disciplines, specifically those dealing with Knowledge Management and Organizational Development. This chapter connects changes in these two fields and links them to leadership. It examines theories and implementation models of Change Management, starting with classic approaches, through to new models developed in recent years. Based on this examination, a practical approach drawing on components of the reviewed models is proposed. The suggested approach takes into particular consideration the demands of change in Knowledge Management and Organizational Development.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121765163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-7625-9.CH017
L. Gamidullaeva, N. S. Merkulova, Ludmila I. Kryachkova, Zoya A. Kondratieva, Y. Efimova, Sergey Matukin
The authors believe that the transition to Industry 4.0 will have a strong impact on the level of urbanization in Russia. The level of urbanization is influenced by many factors, which include the level of economic development of the country, migration of the population, natural and climatic conditions. The highest level of urbanization is typical for industrialized regions. This suggests that it is necessary to develop industry and move to Industry 4.0. The purpose of this chapter is to show the relationship between urbanization and Industry 4.0, as well as to increase the level of knowledge about digital production, the internet of things, the Industry 4.0, and urbanization. The chapter explains the role of Industry 4.0 in the current changing environment. The chapter deals with the most important problems and opportunities of the fourth industrial revolution.
{"title":"Emerging Trends and Opportunities for Industry Development at the Sub-National Level in Russia","authors":"L. Gamidullaeva, N. S. Merkulova, Ludmila I. Kryachkova, Zoya A. Kondratieva, Y. Efimova, Sergey Matukin","doi":"10.4018/978-1-5225-7625-9.CH017","DOIUrl":"https://doi.org/10.4018/978-1-5225-7625-9.CH017","url":null,"abstract":"The authors believe that the transition to Industry 4.0 will have a strong impact on the level of urbanization in Russia. The level of urbanization is influenced by many factors, which include the level of economic development of the country, migration of the population, natural and climatic conditions. The highest level of urbanization is typical for industrialized regions. This suggests that it is necessary to develop industry and move to Industry 4.0. The purpose of this chapter is to show the relationship between urbanization and Industry 4.0, as well as to increase the level of knowledge about digital production, the internet of things, the Industry 4.0, and urbanization. The chapter explains the role of Industry 4.0 in the current changing environment. The chapter deals with the most important problems and opportunities of the fourth industrial revolution.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"16 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121083368","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7297-9.ch073
A. Naniopoulos, Panagiotis Tsalis
The accessibility of monuments and archaeological sites by disabled persons and persons with restricted mobility in general, constitutes a social, financial and political demand. The project “PROSPELASIS” attempted to counter this problem by focusing on creating a methodology for facing monuments' accessibility and perceptibility problems for people with disabilities and testing its application at Byzantine monuments of Thessaloniki. In six major monuments included in UNESCO's World Heritage List, significant accessibility improvements were realized. Α Wi-Fi information system was installed in all of them via which an audio and visual information system was created with audio information in three languages, description of visual information, text information, information in Greek and International Sign Language. Additionally, in Rotunda and Heptapyrgion monuments three dimensional models were developed. The successful validation of the proposed methodology constitute the results of this project not only pertinent to Thessaloniki or Greece, but worthy of a wider application.
{"title":"Accessibility Improvement Interventions at Byzantine Monuments","authors":"A. Naniopoulos, Panagiotis Tsalis","doi":"10.4018/978-1-7998-7297-9.ch073","DOIUrl":"https://doi.org/10.4018/978-1-7998-7297-9.ch073","url":null,"abstract":"The accessibility of monuments and archaeological sites by disabled persons and persons with restricted mobility in general, constitutes a social, financial and political demand. The project “PROSPELASIS” attempted to counter this problem by focusing on creating a methodology for facing monuments' accessibility and perceptibility problems for people with disabilities and testing its application at Byzantine monuments of Thessaloniki. In six major monuments included in UNESCO's World Heritage List, significant accessibility improvements were realized. Α Wi-Fi information system was installed in all of them via which an audio and visual information system was created with audio information in three languages, description of visual information, text information, information in Greek and International Sign Language. Additionally, in Rotunda and Heptapyrgion monuments three dimensional models were developed. The successful validation of the proposed methodology constitute the results of this project not only pertinent to Thessaloniki or Greece, but worthy of a wider application.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"22 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125968374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-6261-0.CH001
Ana Lima, J. Pacheco
Digital transformation is leading companies to change their business and adjust the strategies to the new market reality – an era of constant customer connectivity focus on transforming the customer value and the use of digital technologies for greater customer interaction and collaboration. This is putting the customer first in many organizations' strategies to leverage the customer journey and experience with brands. Digital transformation is the combined effect of the main digital innovations responsible for changing structures, practices, and values within companies. In terms of customer, it means changing the way business interaction occur during the customer journey. The digital era faces a tremendous growth of customer empowerment, so companies need to structure news ways to be innovative in terms of customer support, anytime, anywhere, and with the proper device – text, video, instant messages, and unexpected ways. The authors strongly recommend any company or organization to bring the customer experience to the early stages of the implementation of a new tool.
{"title":"New Trends and Tools for Customer Relationship","authors":"Ana Lima, J. Pacheco","doi":"10.4018/978-1-5225-6261-0.CH001","DOIUrl":"https://doi.org/10.4018/978-1-5225-6261-0.CH001","url":null,"abstract":"Digital transformation is leading companies to change their business and adjust the strategies to the new market reality – an era of constant customer connectivity focus on transforming the customer value and the use of digital technologies for greater customer interaction and collaboration. This is putting the customer first in many organizations' strategies to leverage the customer journey and experience with brands. Digital transformation is the combined effect of the main digital innovations responsible for changing structures, practices, and values within companies. In terms of customer, it means changing the way business interaction occur during the customer journey. The digital era faces a tremendous growth of customer empowerment, so companies need to structure news ways to be innovative in terms of customer support, anytime, anywhere, and with the proper device – text, video, instant messages, and unexpected ways. The authors strongly recommend any company or organization to bring the customer experience to the early stages of the implementation of a new tool.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"126857876","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7297-9.ch089
R. Hamlin
This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” research.
{"title":"Organizational Change and Development","authors":"R. Hamlin","doi":"10.4018/978-1-7998-7297-9.ch089","DOIUrl":"https://doi.org/10.4018/978-1-7998-7297-9.ch089","url":null,"abstract":"This chapter first discusses the complexities of change in organizations and why so many OCD programs fail and makes the case for change agents to become evidence-based in their change agency practice. The author then offers a definition of evidence-based organizational change and development (EBOCD) and outlines the types of “best evidence” that can be used to inform and shape the formulation and implementation of OCD strategies and to critically evaluate the associated processes and change agency practices. Various distinctive evidence-based initiatives for OCD are discussed and several case examples from the United Kingdom are presented. The chapter closes with a discussion of the specific merits of “design science,” “professional partnership” research, and “replication” research.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131020418","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-5225-6155-2.CH035
L. N. Quast, Jane M. Kuhn
This reflective case history explores a large-scale organizational culture change in a private, global organization based in the United States. The organizational culture concept first emerged in the 1970s and is an influential and controversial concept in research and practice. The success rate of change initiatives is only about 30%, while success for culture-change drops to 10%. Because culture change is not easy, this case history highlights evidence-based practices, supportive factors, barriers, and recommendations for culture change.
{"title":"Organization-Wide Culture Change in a Large Healthcare Organization","authors":"L. N. Quast, Jane M. Kuhn","doi":"10.4018/978-1-5225-6155-2.CH035","DOIUrl":"https://doi.org/10.4018/978-1-5225-6155-2.CH035","url":null,"abstract":"This reflective case history explores a large-scale organizational culture change in a private, global organization based in the United States. The organizational culture concept first emerged in the 1970s and is an influential and controversial concept in research and practice. The success rate of change initiatives is only about 30%, while success for culture-change drops to 10%. Because culture change is not easy, this case history highlights evidence-based practices, supportive factors, barriers, and recommendations for culture change.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"8 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134534170","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-1238-8.ch010
Christelle Lison, Constance Denis
Do digital and collaborative work go hand in hand? This chapter combines the practical experience of two university teachers and literature to answer this question. Basic notions are revisited: Collaborative work, Distance learning, Social constructivism, Authentic learning to establish the winning conditions. Collaborative work implies three types of action, i.e. communicating, coordinating, and producing. Digital technology finds its place in each of these, given the great diversity of tools available. To promote collaborative work with digital, the authors propose to clarify teaching objectives, to vary digital and pedagogical tools, and to develop the evaluation of collaborative work. The practical experience helps to clarify the main constraints of remote collaborative work and to identify some key elements to be aware of. Several concrete examples illustrate the problems and possible solutions.
{"title":"Digital and Collaborative Work","authors":"Christelle Lison, Constance Denis","doi":"10.4018/978-1-7998-1238-8.ch010","DOIUrl":"https://doi.org/10.4018/978-1-7998-1238-8.ch010","url":null,"abstract":"Do digital and collaborative work go hand in hand? This chapter combines the practical experience of two university teachers and literature to answer this question. Basic notions are revisited: Collaborative work, Distance learning, Social constructivism, Authentic learning to establish the winning conditions. Collaborative work implies three types of action, i.e. communicating, coordinating, and producing. Digital technology finds its place in each of these, given the great diversity of tools available. To promote collaborative work with digital, the authors propose to clarify teaching objectives, to vary digital and pedagogical tools, and to develop the evaluation of collaborative work. The practical experience helps to clarify the main constraints of remote collaborative work and to identify some key elements to be aware of. Several concrete examples illustrate the problems and possible solutions.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129006518","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1900-01-01DOI: 10.4018/978-1-7998-7297-9.ch083
B. Galli
Recently, changes within the business industry have led to human resource management (HRM) positions and structures being reconsidered. Human resources (HR) used to be centralized, but the constant changes to organizational culture has caused HR to become decentralized. The HR operations have been incorporated into other departments, as well. Now, HRM is essential to business processes that mirror other departments, such as accounting and finance, but HR is still centralized in specialized areas, such as recruitment and compensation. Examining Goldratt & Cox's “The Goal” reveals its involvement with HRM. This study evaluates the implication of HRM on a business, its relationship to the Theory of Constraints (TOC), and the ways in which these concepts can aid a business in reaching its main objective.
{"title":"Critical Thinking of Human Resources in the Goal","authors":"B. Galli","doi":"10.4018/978-1-7998-7297-9.ch083","DOIUrl":"https://doi.org/10.4018/978-1-7998-7297-9.ch083","url":null,"abstract":"Recently, changes within the business industry have led to human resource management (HRM) positions and structures being reconsidered. Human resources (HR) used to be centralized, but the constant changes to organizational culture has caused HR to become decentralized. The HR operations have been incorporated into other departments, as well. Now, HRM is essential to business processes that mirror other departments, such as accounting and finance, but HR is still centralized in specialized areas, such as recruitment and compensation. Examining Goldratt & Cox's “The Goal” reveals its involvement with HRM. This study evaluates the implication of HRM on a business, its relationship to the Theory of Constraints (TOC), and the ways in which these concepts can aid a business in reaching its main objective.","PeriodicalId":325408,"journal":{"name":"Research Anthology on Digital Transformation, Organizational Change, and the Impact of Remote Work","volume":"31 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"128771954","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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