According to literature, digital transformation requires an organization to develop a broad, holistic, and business ecosystem perspective on how digital technologies can be used to rethink and improve business models, products, services, and processes. The objective of this research is to empirically explore the claim that the business ecosystem perspective is one of the dominant views in organizations’ digital transformation initiatives and more specifically in the digital strategy. We studied seven organizations in the Netherlands through semi-structured interviews and digital strategy documents. These organizations are aware of developments in their business ecosystem. However, their plans, as outlined in their digital strategies, mainly focus on improving internal operations. We also found that collaboration enablers are partially present in digital strategies. Digital strategies and subsequent digital transformations are mainly internally focused. We argue that collaborative business models must be developed at the business ecosystem level rather than at the individual organizational level. https://link.springer.com/chapter/10.1007/978-3-031-14844-6_11
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Expectations are high for digital technologies to address sustainability related challenges. While research into such applications and the twin transformation is growing rapidly, insights in the actual daily practices of digital sustainability within organizations is lacking. This is problematic as the contributions of digital tools to sustainability goals gain shape in organizational practices. To bridge this gap, we develop a theoretical perspective on digital sustainability practices based on practice theory, with an emphasis on the concept of sociomateriality. We argue that connecting meanings related to sustainability with digital technologies is essential to establish beneficial practices. Next, we contend that the meaning of sustainability is contextspecific, which calls for a local meaning making process. Based on our theoretical exploration we develop an empirical research agenda.
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Airports have undergone a significant digital evolution over the past decades, enhancing efficiency, effectiveness, and user-friendliness through various technological advancements. Initially, airports deployed basic IT solutions as support tools, but with the increasing integration of digital systems, understanding the detailed digital ecosystem behind airports has become crucial. This research aims to classify technological maturity in airports, using the access control process as an example to demonstrate the benefits of the proposed taxonomy. The study highlights the current digital ecosystem and its future trends and challenges, emphasizing the importance of distinguishing between different levels of technological maturity. The role of biometric technology in security access control is examined, highlighting the importance of proper identification and classification. Future research could explore data collection, privacy, and cybersecurity impacts, particularly regarding biometric technologies in Smart Access Level 4.0. The transition from Smart Access Level 3.0 to 4.0 involves process automation and the introduction of AI, offering opportunities to increase efficiency and improve detection capabilities through advanced data analytics. The study underscores the need for global legislative frameworks to regulate and support these technological advancements.
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The importance of leadership is increasingly recognized in relation to digital transformation. Therefore, middle management and top management must have the competencies required to lead such a transformation. The purpose of this paper is to investigate the relationship between the digital leader competencies as set out by the European e-competence framework (e-CF) and the digital transformation of organizations. Also, the relationship between digital leadership competency (DLC) and IT capability is examined. An empirical investigation is presented based on a sample of 433 respondents, analyzed using PLS-SEM. The results strongly support our hypotheses. DLC has a strong impact on organizational digital transformation. A post-hoc analysis showed this is predominantly the case for the e-CF competencies of business plan development, architecture design, and innovating while business change management and governance do not seem to affect organizational digital transformation. This is the first empirical study to conceptualize, operationalize and validate the concept of DLC, based on the e-competence framework, and its impact on digital transformation. These findings have significant implications for researchers and practitioners working on the transformation toward a digital organization.
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Can you remember the last time the ground gave way beneath you? When you thought the ground was stable, but for some reason it wasn’t? Perhaps you encountered a pothole on the streets of Amsterdam, or you were renovating your house and broke through the floor. Perhaps there was a molehill in a park or garden. You probably had to hold on to something to steady yourself. Perhaps you even slipped or fell. While I sincerely hope that nobody here was hurt in the process, I would like you to keep that feeling in your mind when reading what follows. It is the central theme of the words that will follow. The ground beneath our feet today is not as stable as the streets of Amsterdam, your park around the corner or even a poorly renovated upstairs bedroom. This is because whatever devices we use and whatever pathways we choose, we all live in hybrid physical and digital social spaces (Kitchin and Dodge 2011). Digital social spaces can be social media platforms like Twitter or Facebook, but also chat apps like WhatsApp or Signal. Crucially, social spaces are increasingly hybrid, in which conversations take place across digital spaces (WhatsApp chat group) and physical spaces (meeting friends in a cafe) simultaneously. The ground beneath our feet is not made of concrete or stone or wood but of bits and bytes.
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Websites placing cookies on your computer to track your browsing behavior. TikTok stores your personal data in China. Are you aware of what products, services, and organisations do with your personal data? It is often not obvious. Our digital lives are becoming more and more prominent. We are now meeting each other virtually for work and leisure, and are spotted and traced without our knowledge, both in physical places (public areas and streets) and in virtual spaces. Technology is developing rapidly and policy makers are not able to keep up, resulting in unknown threats for citizens in modern society. Moreover, technology can lead to inequality and exclusion, as demonstrated in the Dutch childcare benefits scandal. The aim of the Inholland Digital Rights Research Team, co-founded by Professors Wina Smeenk, Ander de Keijzer and Ben Wagner, is to focus their work on the social, economic, cultural, communication, design and technological elements that can lead to a digitally responsible society. This means that we want to be part of the debate and research on how technology in our digital age can contribute to the quality of peoples’ lives: how can people benefit from the digital society and how are they hindered, or even worse, excluded from partaking in our digital society. We do this in our research lines, as well as in the sustainable media lab courses and the data-driven minor.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research.
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The recent bank collapses and bailouts highlight the fragility of the banking system and our bank deposits. The digital euro is an opportunity to reconfigure our monetary system to serve the interests of people and society, by making money safer and more inclusive. However, the European Central Bank’s (ECB) current proposal for a digital euro falls short of this potential. The current plan relies heavily on private financial intermediaries and envisions putting important limitations on the use of digital euros, thereby impacting its capacity to be a universally accessible public good and risking undermining the uptake of the digital euro. By heeding to the bank lobby and baking their interests into the design of the digital euro, the ECB is missing an opportunity to develop an appealing and public digital alternative to private bank deposits. The digital euro must be developed with the aim of benefiting people and society over private interests, and these considerations should guide its design. In the short term, the digital euro should: 1. Be universally accessible. People should be able to access digital euros through a diverse range of intermediaries, which include non-profit and public entities. Implementing a tiered identification system for account-based digital euros, and introducing a value-based option, would ensure the availability of digital euros to the most vulnerable segments of society. 2. Be free of cost for users. Any future legislative framework on the digital euro should include a list of basic services that should be provided for free to users, such as opening and managing an account and the provision of a payment instrument (e.g. a card). 3. Offer a high level of privacy and data protection. Cash, which is fully anonymous, should be used as the baseline when developing the digital euro. A value-based option should be introduced alongside an account-based one, and it should be designed to be fully anonymous. For the account-based option, a ‘privacy threshold’ can ensure that users’ data for small transactions is protected. 4. Have a clear European Central Bank branding. Clear branding will help to differentiate public digital euros from private bank deposits. 5. Bring resilience to the payment system. By providing an offline value-based option, and by ensuring that the digital euro’s legal and technical core infrastructure is public and works independently of any private system, we can offer an alternative to existing payment rails and increase resiliency in case of outages. The digital euro is also an opportunity to improve financial stability by transforming the banking system, and helping central banks to more effectively carry out their monetary policy. The design of the digital euro should be flexible enough to allow for the achievement of these longterm goals, and more research should be conducted to explore how different features could help achieve them. For instance, a digital euro without any holding limit could reduce moral hazard in the banking sector, and the adjustment of interest rates on digital euro deposits and direct monetary transfers could improve the transmission of monetary policy.
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The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research
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In the Ems-Dollart-region in the North of the Netherlands and North-West Germany, startups are contributing to the region’s economy. In principal, well-developed startup and entrepreneurship ecosystems are an important factor for prosperity. Such ecosystems consist of companies, regional policy institutions, universities and other private or public organisations. In a functioning entrepreneurship ecosystem, these players optimally interact with each other. In January 2019, the project “Startup Perspectives” (Bakker et al., 2019) explored the opportunities and possibilities that a cross-border startup scene would bring to the Ems-Dollart-region. Based on this research, the Startup Ems-Dollart-region project emerged. Within the Interreg V A scheme, the project is funded by Interreg/EDR and runs from June 1st 2019-June 30th 2022. The aim of the Startup Ems-Dollart-region project is to facilitate a cross-border startup ecosystem between the three provinces of Drenthe, Friesland and Groningen on the Dutch side and the WeserEms region in Germany. This will entail the formation of a (digital) network for the startup scene, tailored mentoring programs for young entrepreneurs and the development of entrepreneurship education programs with a cross-border focus. Overall, a sustainable and long-lasting entrepreneurship ecosystem shall facilitate cross-border activities among young entrepreneurs and startups.To gain an understanding of the current entrepreneurship environment in all the regions, a mapping of the relevant stakeholders took place at the beginning of the project. This report will summarize the key findings of this mapping exercise.
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