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E-raamat: Managing the Digital Transformation: Aligning Technologies, Business Models, and Operations [Taylor & Francis e-raamat]

, (Paulista University - UNIP)
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Managing the Digital Transformation: Aligning Technologies, Business Models, and OperationsSuurem pilt
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Taylor & Francis e-raamatudRohkem infot Taylor & Francis e-raamatute kohta
Raamatu kodulehekülg: https://www.taylorfrancis.com/books/9781003226468
This book provides the key technologies involved in an organizations 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 workers 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.
Preface ix
Acknowledgments xi
About the Authors xiii
1 Foundations of the Digital Transformation
1(5)
1.1 Introduction: The Role of Digital Transformation
1(2)
1.2 Technologies, Organizations, and People: The Essential View of the Digital Transformation
3(1)
1.3 Short Case Study: Starting the Digital Transformation with TOP Framework
4(2)
References
5(1)
2 Key Technologies for Digital Transformation
6(9)
2.1 Industry 4.0 as a Trigger to Digital Transformation
6(1)
2.2 A Brief Description of the Most Common Digital Transformation Technologies
7(1)
2.3 Benefits Enabled by the Technologies of the Digital Transformation
7(4)
2.4 Short Case Study: Why Should Companies Invest in Key Technologies to Leverage their Digital Transformation Strategy?
11(4)
References
11(4)
3 Organizational Capabilities and Workers' Digital Skills
15(8)
3.1 The Role of Resources and Capabilities for Digital Transformation
15(2)
3.2 Digital Resources and Capabilities of Organizations
17(2)
3.3 Digital Resources and Capabilities of Workers
19(1)
3.4 Short Case Study: How Do Organizations Create Business Value with Resources and Capabilities in the Digital Transformation Era?
20(3)
References
21(2)
4 Barriers, Enablers, and the Digital Culture of the Organization
23(8)
4.1 The Most Common Barriers to Digital Transformation
23(2)
4.2 Enablers of Digital Transformation Initiatives
25(2)
4.3 Culture as a Secret Ingredient in Digital Transformation
27(1)
4.4 Short Case Study: How Can Culture Overcome Barriers in Digital Transformation Strategies?
28(3)
References
29(2)
5 The Role of the Digital Supply Chain
31(8)
5.1 Basic Aspects of the Supply Chain
31(1)
5.2 Fundamentals of the Digital Supply Chain
32(4)
5.2.1 Digital Supply Chain: The Integration Dimension
33(1)
5.2.2 Digital Supply Chain: The Relationship and Cooperation Dimension
34(1)
5.2.3 Digital Supply Chain: The Value Creation Dimension
35(1)
5.2.4 Digital Supply Chain: The Ethical Values Dimension
35(1)
5.3 A Framework for the Digital Supply Chain
36(1)
5.4 Short Case Study: The Digital Supply Chain and the Last Frontier of Added Value
37(2)
References
37(2)
6 Digital Supply Chain Capabilities
39(8)
6.1 Digital Supply Chain Resources
39(2)
6.1.1 Basic Resources of the Digital Supply Chain
40(1)
6.2 Capabilities of the Digital Supply Chain
41(3)
6.2.1 Workers' Digital Skills Capabilities
41(1)
6.2.2 Smart Production Capabilities
42(1)
6.2.3 Digital Warehousing Capabilities
42(1)
6.2.4 Smart Transportation Capabilities
42(1)
6.2.5 Supplier Integration Capabilities
43(1)
6.2.6 Customer Collaboration Capabilities
43(1)
6.3 Summarizing the Digital Supply Chain Capability
44(1)
6.4 Short Case Study: Digital Supply Chain Capability
45(2)
References
45(2)
7 Digital Supply Structure and Configuration
47(9)
7.1 Dimensions of the Digital Supply Chain Implementation
47(1)
7.2 The Role of the Digital Supply Chain Structure and Configuration
48(3)
7.2.1 Technology Implementation
50(1)
7.3 Assessment of Digital Supply Chain Performance
51(3)
7.4 Short Case Study: Implementation of a Digital Supply Chain Project
54(2)
References
54(2)
8 Operations Management, Process, and Business Model Reconfiguration
56(7)
8.1 Operations Management in the Digital Era
56(1)
8.2 Operations Management 4.0
57(2)
8.3 Process and Business Model Reconfiguration
59(1)
8.4 Short Case Study: Operations Management 4.0 to Reconfigure Critical Processes
60(3)
References
61(2)
9 Digital Transformation and Operations Research Models
63(9)
9.1 Operations Research: A Basic Approach
63(2)
9.2 Operations Research 4.0
65(1)
9.3 Some Considerations on Artificial Intelligence Technologies
65(2)
9.4 Operations Research Models in the Age of Digital Transformation
67(2)
9.5 Short Case Study: Managing and Optimizing the HTAA Hospital's Operations
69(3)
References
69(3)
10 Uncertainty and Improving Operations Management in the Age of Digital Transformation
72(5)
10.1 Uncertainty and Environmental Complexities
73(1)
10.2 A Digital Transformation Framework to Overcome Environmental Uncertainties and Disruptions
73(3)
10.2.1 Simultaneous and Intertwined Challenges
74(1)
10.2.2 Negative Effects
75(1)
10.2.3 The Role of the TOP Framework
75(1)
10.2.4 Benefits to Operations and Supply Chains
75(1)
10.2.5 General Benefits
76(1)
10.3 Short Case Study: Minimizing the Negative Effects of an Agriculture Supply Chain Exporter
76(1)
References 77
Dr Maciel M. Queiroz is a Professor and Researcher of Operations and Supply Chain Management at Fundação Getulio Vargas EAESP, Brazil. He earned his PhD in Naval Architecture and Ocean Engineering at the University of Sao Paulo, Brazil. Currently, Maciel is Associate Editor in the International Journal of Logistics Management, RAUSP Management Journal and Editorial Review Board of the International Journal of Information Management. His current research focuses on digital transformation, including Digital supply chain capabilities, Industry 4.0, AI, Blockchain, Big data, and IoT. He has published papers in top-tier international journals and conferences. Besides, Dr Maciel has been serving as a Guest Editor for leading journals, including the International Journal of Operations & Production Management, Journal of Business Logistics, International Journal of Production Research, Production Planning and Control, Annals of Operations Research, International Journal of Information Management, Journal of Enterprise Information Management, Industrial Management and Data Systems etc.

Dr Samuel Fosso Wamba is the Associated Dean of Research at TBS Education, France. He is also a Distinguished Visiting Professor at The University of Johannesburg, South Africa, and at the UCSI Graduate Business School, UCSI University, Malaysia. He earned his PhD in industrial engineering at the Polytechnic School of Montreal, Canada. His current research focuses on the business value of information technology, inter-organizational systems adoption, use and impacts, supply chain management, electronic commerce, blockchain, artificial intelligence for business, social media, business analytics, big data, and open data. He leads the Center of Excellence in Artificial Intelligence & Business Analytics at TBS Education. He is among the 2% of the most influential scholars globally based on the Mendeley database that includes 100,000 top scientists for 2020 and 2021. He ranks in ClarivateTMs 1% most cited scholars in the world for 2020 2021 and in CDO Magazine's Leading Academic Data Leaders 2021. Based on the Research.com 2021 ranking, he is France's 3rd top business and management scientist.
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