Abstract

This research project developed a framework for assessing digital transformation (DT) maturity in large government-owned corporations (GOCs), focusing on integrating building information modelling (BIM), digital engineering (DE) practices, value of information, data integration aspects, and critical information management competencies, relating to asset management, asset delivery, and asset performance. Recognising DT’s strategic importance in asset lifecycle management, researchers created a practical DT maturity assessment tool applied to an Australian GOC. The framework and Excel assessment tool outline DT maturity across seven categories and 56 indicators, using the analytical hierarchy process (AHP) to rank indicators based on expert input. The tool enables straightforward data input and DT maturity evaluation, helping organisations understand their current DT status and set improvement targets. Workshops with DT professionals validated the tool’s effectiveness through a case study, offering insights into DT maturity levels and a roadmap for technological integration and data-driven decision-making. The research highlights DT’s role in enhancing efficiency, innovation, and safety, emphasising the need for strategic alignment with organisational objectives.

Introduction

The building and infrastructure industries are gradually transitioning towards building information modelling (BIM) as an object-based digital representation of an asset’s physical and functional characteristics [1], [2] and digital engineering (DE) practices to enable more productive methods of planning, designing, constructing, operating, and maintaining assets, using digital processes [3]. As detailed later in the paper, “digital” encompasses approaches, tools and technologies such as BIM and DE together with data science, the Internet of Things (IoT), and AI solutions integrated to digitise assets throughout the lifecycle. Asset owners recognise the importance of digital transformation (DT) in delivering and managing assets [4], as it offers many benefits throughout the asset lifecycle and can enhance efficiency, value for money, productivity, innovation, and safety.

1.1. DT of large infrastructure asset ownersGovernments and government-owned corporations (GOCs) are typically owners and operators of large assets, such as buildings, infrastructure, and other asset holdings across the spectrum of services. Governments and industries must transition from ‘digital by exception’ towards ‘digital by default’ [5], [6]. The infrastructure sector should adopt an evidence-based approach to infrastructure planning, delivery, and operations, including BIM, DE, embedded sensors, and digital asset management [7]. DT offers significant potential value and benefits to government agencies that manage assets across the whole-of-asset lifecycle. DT can assist in strategic investing and partnering with local governments and industry to deliver more benefits, including [8]:

Conclusion

The dynamic evolution of the building and infrastructure sectors towards digitalised practices underscores the growing importance of asset owners engaging in comprehensive DT. This research project has developed a multifaceted framework for assessing DT maturity tailored to the needs of large GOCs.

The existing assessment tools and methods have been reviewed for suitability in assessing the DT in whole-of-life asset owner organisations. The reviewed tools offer varying assessment scopes, including a capability assessment, maturity assessment, and benchmarking. The need and potential benefit of a new maturity assessment tool that would balance assessment accuracy and completion efficiency were established based on the shortcomings and limitations of existing DT maturity tools and methods. The key contributions of the new DT maturity assessment framework and tool developed by the research team include (i) a holistic view on the assessment of how well organisations use data and digital solutions, focusing on BIM capabilities, the value of information, data integration aspects, components of the smart city concept and critical information management competencies; (ii) an evidence-based scoring approach including assigning weight to various assessment indicators based on their importance to ensure the accuracy of the assessment; (iii) a multiperspective assessment allowing for more accurate organisation-wide analysis; (iv) short-term and long-term recommendations based on the current and target levels gap to facilitate performance improvement while realising the benefits and value of getting to each maturity level.

Abstract

This research contributes to understanding the spillover effect of customer digital transformation along the supply chain. We take a supply chain relationship perspective to explore the influence of customers’ digital transformation on suppliers’ audit fees and find a significant reduction in such fees when customers undergo digital transformation. An economic mechanism analysis reveals that this transformation reduces audit fees by lowering the risks and costs encountered by auditors. This is achieved by mitigating suppliers’ business risks and improving earnings quality. Heterogeneity analysis reveals that the impact of customers’ digital transformation on suppliers’ audit fees is more pronounced when the supply chain is geographically distant, suppliers with more specific investments and with high levels of market competition.

Introduction

Digital transformation involves shifting from a traditional “industrialized” management model to a digital management model ( Verhoef et al., 2021 ). This transition goes beyond simply applying digital technologies to technical aspects of a business and involves a complete restructuring of business models and operational management. Research on the economic consequences of digital transformation emphasizes its potential influence on the quality of corporate disclosures and business risks. For example, digital technologies can improve operational management, promote networked and flattened organizational structures ( Nambisan et al., 2019 ), increase corporate disclosure transparency and the quality of accounting information and enhance communication, production and operational efficiency ( Wu et al., 2021 , Chen et al., 2022a ). By digitally collecting and analyzing data, firms can effectively visualize information, enhance interdepartmental coordination, refine risk control processes, mitigate operational risks and reduce management fraud and decision-making errors that lead to losses, thereby enhancing their market reputation ( Manita et al., 2020 , Zhou and Li, 2023 ). Most studies focus on the direct effects of digital transformation on firms’ risk responses and information transfer capabilities, while its broader effects on the supply chain have not been sufficiently investigated ( Guo et al., 2023 ).

The production operations of suppliers and their financial decisions are influenced and informed by their customers, who therefore play a vital role in the supply chain ( Ak and Patatoukas, 2016 ). Investing in supply chain relationships promotes the economic interdependence of suppliers and customers. The value of such investment depends on customers’ growth prospects, and ensuring the stability of their businesses can lead to higher expected returns from supply chain collaboration. Conversely, if customers face business challenges or go bankrupt, they can jeopardize the value of the assets allocated by suppliers ( Raman and Shahrur, 2008 ). This increases suppliers’ cash flow and operational risk ( Itzkowitz, 2013 ). Thus, suppliers are highly sensitive to the operations and activities of their customers. The risks and information associated with customers can generate a spillover effect in the supply chain, which can then trigger cascading changes in suppliers’ operational risks and influence their investments and financial decisions ( Hertzel et al., 2008 , Jacobson and von Schedvin, 2015 , Chiu et al., 2019 ). By gaining access to more transparent customer information, suppliers can better forecast customer demand, reduce transaction costs, alleviate shortages and losses and enhance production efficiency and inventory management ( Yang et al., 2020 ). Digital transformation can have positive effects on business risks and disclosure quality, in addition to the supply chain, but does the digital transformation of customer businesses also lead to additional spillover effects on suppliers?

Conclusion and discussion

Amid increased economic uncertainty, businesses are increasingly turning to digital transformation to enhance their resilience and optimize their resource allocation. The supply chain is a critical component of business operations that integrates logistics, information flow and capital flow. Microenterprises aiming to gain a competitive advantage can enhance their collaborations within supply chains. We investigated the spillover effect of customer digital transformation on suppliers through assessing its impact on audit fees. This extends research on the economic consequences of digital transformation beyond the boundaries of supply chain relationships. Our empirical findings indicate that customers’ digital transformation can reduce suppliers’ audit fees. Our heterogeneity analysis shows that this effect is more evident when there is a greater geographic distance between suppliers and customers, higher levels of dedicated investment and increased competitiveness in the supplier market. Through the economic mechanism of mitigating supply chain risk and facilitating collaboration and information transfer in supply chains, customers’ digital transformation reduces suppliers’ audit risks and costs, thus leading to lower audit fees.

Based on previous research findings, we offer the following conclusions. First, the implementation of digital transformation by suppliers’ customers can potentially cause a spillover effect across the supply chain, thereby affecting the economic interests and decisions of suppliers. Consequently, when faced with fierce market competition, firms should fully realize the beneficial effects of digital transformation on information transfer efficiency and collaboration within the supply chain. Such transformation should therefore be actively promoted, because through it firms can facilitate a seamless connection of resources, information and knowledge within the supply chain, thus fostering sustainable economic growth through enhanced coordination and cooperation.

Abstract

The digital transformation of enterprises is the key to conforming to the trends of the times and realizing reform and innovation. Digital transformation will change the enterprise risk and information environment, and also bring challenges to the audit business. This study takes China’s Shanghai and Shenzhen A-share listed companies from 2011 to 2021 as a sample, starting from the perspective of audit delay, and empirically tests the impact of enterprise digital transformation on audit efficiency. The results of the study found that the higher the degree of enterprise digital transformation, the more serious the audit delay and the lower the audit efficiency. Further research found that in non-high-tech enterprises and when audited by non-international “Big 4” and accounting firms without digital expertise, the effect of enterprise digital transformation on reducing audit efficiency is more obvious. This study expands the research field of enterprise digital transformation and auditing and provides empirical evidence for improving auditing efficiency.

Introduction

In recent years, the digital economy has developed rapidly and continuously integrated with the real economy, becoming a new driving force for global economic growth. International Data Corporation (IDC) predicts that global investment in digital transformation will grow at a compound rate of 17.1 % per year, with investments expected to reach $2.3 trillion in 2023. According to the survey, as of the end of 2022, the scale of China’s digital economy has reached RMB 50.2 trillion, a nominal increase of 11.3 % year-on-year, accounting for 41.5 % of the total GDP.1 Under the wave of the digital economy, most companies choose to actively influx, and some companies say they “will not transfer”, “don’t want to transfer” or “don’t dare to transfer” because of their weak capabilities, high transformation costs, and long “painful period” of transformation (Liu et al., 2021). Accenture pointed out in the “2022 China Enterprise Digital Transformation Index” that only 17 % of Chinese enterprises have achieved significant results in digital transformation.2 This indicates that most Chinese enterprises are still in the early stages of digital transformation, and the value brought by the transformation has not yet been fully reflected. Scholars at home and abroad have also done a lot of research on the impact of enterprise digital transformation, but the current research has not reached a consistent conclusion about whether digital transformation brings more positive or negative impacts to enterprises. Some scholars believe that digital transformation improves the accuracy and accessibility of enterprise financial data (Warren Jr et al., 2015), and enhances enterprise performance and value; Some scholars also believe that digital transformation makes enterprise business more complex, increases the uncertainty of enterprise recognition, measurement and reporting (Appelbaum et al., 2017), and brings more risks and challenges. Therefore, exploring how digital transformation will affect enterprises and their stakeholders is crucial to promoting the sustainable and healthy development of the digital economy.

Conclusions

This study takes audit delay as a measurement variable of audit efficiency and takes A-share listed companies in Shanghai and Shenzhen from 2011 to 2021 as samples to study the impact of enterprise digital transformation on audit efficiency. The results show that enterprise digital transformation will aggravate audit delay and reduce audit efficiency. On the one hand, it may be that most enterprises in China are still in the primary stage of digital transformation, and the challenges they meet in the process of transformation have not been overcome promptly. On the other hand, the digital competence of accounting firms may not be enough. Faced with the challenges of new technology and data complexity brought by the digital transformation of enterprises, auditors cannot complete the audit work efficiently and orderly. This study also further analyzes the moderating effect of accounting firm competence and high-tech enterprises in the study of digital transformation on audit efficiency. The research results show that when the transformation enterprises are non-high-tech enterprises and the audit units are “non-Big 4” and “accounting firms without digital expertise”, the effect of enterprise digital transformation on reducing audit efficiency is more obvious. This also shows that the mature degree of digital transformation of enterprises and the high competence of accounting firms can alleviate the negative effects of digital transformation of enterprises on audit efficiency.

Abstract

     The purpose of this study is to explore how human resource management can be digitally transformed in the context of the digital economy. The drivers, directions, and impacts of human resource management digital transformation constitute the major study content. The study proposes that five factors—internal customer digital needs, industry digital innovation, competitor challenges, digital innovation governance, and digital era needs—drive human resource management digital transformation. It analyzes the essence of the human resource management digital transformation, such as digital workplace, digital human resource management processes, and digital employee services. Particularly, the study points out that digital human resource management processes refer to the implementation of selection, training and development, and assessment functions leveraging state-of-the-art digital technologies. It is emphasized that although digital transformation brings benefits for business development, its potential impacts cannot be ignored, including how the old and new human resource management systems are converted and the negative effects of the new system.

Introduction

     The current period is known as the “digital age,” and digital transformation has become a global consensus among enterprises. 5G, cloud computing, big data, artificial intelligence, IoT, blockchain, and other technologies have become the driving and enabling forces of work (Yu & JInajun, 2020). Enterprises need to change their business models to harness the exponential changes brought about by the full arrival of the digital era so that they can act faster and adapt more quickly to the rapidly changing environment.

     Digital transformation has forced us to change the way organizations operate, to the extent that becoming a fundamental part of corporate strategy (Heavin & Power, 2018). The impact of digital transformation can be found to lead to changes in consumer behavior, evaluation of services and products, and expectations (Mosca, 2020). To cope with the change in market behavior, many enterprises realize the need to transform business models to gain a sustainable competitive advantage and maintain pace with the digital evolution of their industries.

     Before and after the COVID-19 outbreak, there were changes in business claims or leader claims regarding digital transformation. Before the outbreak, it may have been more of a rush or a desire to grow quickly. But the outbreak made it clear that this digitalization or online and offline integration has become a necessary point for survival. If enterprises fail to do this, they may not survive (Yu & JInajun, 2020).

Contributions and Conclusions

     This research provides the following recommendations for HRM practitioners as well as theoretical researchers. (1) The study analyzes the drivers of HRM digital transformation for organizational managers and HRM practitioners and helps them to understand the underlying reasons for HRM digital transformation. As a result, people need to reconsider the possibility or the urgency of HRM digital transformation in the context of the internal and external organizational environment. As a business partner, HRM needs to face internal customer requirements (e.g., to deliver digital HRM processes) as well as external factors such as competition, industry developments, and government regulation. In order to meet these internal and external demands, there is a need to carry out HRM digital transformation and upgrades, without which it cannot face competitive pressures and gain a business advantage. (2) In addition to the drivers for transformation, HRM needs to consider the direction of transformation, that is, what HRM business area to transform in. This helps to direct attention to the key of digital HRM transformation so as not to stray from the core digital HRM business area. The study analyzes the elements of digital HRM transformation from the HRM perspective, including shaping the digital workplace, providing internal digital services and digital HRM business processes (e.g., selection, training, and assessment). (3) Our study also considers some of the consequences of the digital transformation of HRM. Managers need to consider and assess these consequences in advance. Possible implications include how to transition between the two HRM systems, the negative impact of the new digital HRM system, the impact of digital HRM on work outcomes, and digital ethics. The study reminds managers of the need to consider the possible implications of the new digital system. After assessing these impacts, organizations need to decide whether to adopt minor digital HRM changes to transition or a large-scale approach.

Abstract

     This paper empirically examines the effect of inefficient corporate investment on digital transformation, using Chinese listed companies from 2007 to 2019 as a sample, and finds that inefficient investment is not conducive to improving digitalization. We find that the greater the financing pressure on a company, the worse the digital transformation, and financing constraints exacerbate this negative effect. Among state-owned, private and highly digitalized companies, the negative impact of inefficient investment on digital transformation intensifies as the pressure of financing constraints increase. To combat inefficient investment, enterprises should optimize their investment structure, reduce their financing constraints, and improve their risk prevention mechanisms.

Introduction

     The global economy and society are in a critical stage of digital transformation, and the supporting and leading role of the digital economy for industrial development is becoming increasingly important (Wen and Zhong, 2020). As we enter a “new normal” period, where growth rates gradually decrease, the development of the digital economy becomes an important tool for China on its journey to being a high quality, innovative country. With the in-depth implementation of China’s manufacturing sector, network infrastructure and big data strategy, the development of the digital economy has gained momentum, with the overall scale expanding from 18.6 trillion yuan in 2015 to 39.2 trillion yuan in 2022, and the proportion of GDP attributed to the digital economy increasing from 27% to 38.6%, thereby becoming a key driver of stable economic growth. However, these impressive achievements have also raised some concerns. Corporate digital transformation requires investment and high technical standards, leaving some who refuse to transform, as well as those who are ready (Liu et al., 2021). Therefore, understanding the potential value of digital transformation is an issue of great concern to both academia research and policy makers.

Conclusions and recommendations

     This paper takes Chinese listed companies from 2007 to 2019 as a research sample, and empirically tests the impact of investment efficiency on corporate digital development, and the mediating effect of financing constraints, and the conclusions obtained are as follows:

1 The results show that inefficient investment is detrimental to digitalization; there is a positive relationship between investment efficiency and digitalization, and the higher the financing pressure on a company, the more unfavorable the digital transformation, and financing constraints exacerbates this negative effect.

2 The financing constraint has a more significantly negative moderating effect on the relationship between inefficient investment and digitization levels for state-owned firms, private firms, and firms with higher digitization levels.

3 Companies can alleviate financing pressure to a certain extent through inefficient investment, but it is still fundamentally detrimental to their digital transformation.

Abstract

     The digital transformation is forcing manufacturing firms to innovate beyond new products and services and to develop their digital business model innovation (BMI) processes in order to stay competitive. This study explores how the innovation processes of manufacturing firms can be designed in order to develop novel business models to address the challenges of digitalization. The study uses a multiple-case study approach, where data on BMI processes was collected in six manufacturing firms. The results show that the design of BMI processes in the digital age differs conceptually between B2C and B2B manufacturing firms. While BMI processes in B2C firms follow a semi-structured approach that considers experimentation, process models in B2B firms show similarities with a new product development (NPD) hybrid model comprising stage-gate methods and agility. This new typology aims to structure the heterogeneity of BMI process models described in the literature. Finally, this study proposes two archetype process models for digital BMI for B2C and B2B firms with specific digital process characteristics that manufacturing firms could consider when designing a BMI process in the context of digital transformation without reinventing the wheel over and over again.

Introduction

     Manufacturing firms in the digital age operate in an environment marked by the emergence of digital technologies and blurred industry boundaries (Porter and Heppelmann, 2014). Startups and high-tech firms such as Uber or Google are threatening existing industry structures (Kagermann, 2015), and established firms are seeing their traditional business models challenged and at risk (Bharadwaj et al., 2013; Christensen et al., 2016). Business Model Innovation (BMI) has been identified as a promising approach to provide firms with a sustainable competitive advantage, particularly in times of high environmental volatility (Wirtz et al., 2016). Research shows that although manufacturing firms have a lot of experience in exploring technologies and products, ‘they often have little if any ability to innovate the business models […]’ (Chesbrough, 2010, p. 354). This explains why BMI is often viewed as the task of start-ups, ‘who are less constrained by path dependencies and inertia than more established firms’ (Zott and Amit, 2007, p. 182). Unsurprisingly, the same applies for digital business models, which are mainly associated with successful former startups such as Airbnb (Sorescu, 2017; Tesch and Brillinger, 2017). However, innovating digital business models is not only the task of startups, but of incumbent firms as well (Burmeister et al., 2016), although these firms often struggle to apply the new logic of innovation that may deviate from existing knowledge (Remane et al., 2017). Hence, aside from new technologies and product innovations (Tesch and Brillinger, 2017), manufacturing firms encounter significant challenges when developing new business models (Koen et al., 2011).

Conclusion

     This paper investigated how BMI processes in the context of the digital transformation of manufacturing firms are organized, what digital process characteristics need to be considered when designing a BMI process, and how the BMI process could be influenced by NPD-related path dependency and process characteristics. Relying on a multiple case study approach, we propose that the design of BMI processes in the digital age differs conceptually between B2C- and B2B-manufacturing firms. Consistent with Cooper (2016), the process models of B2B firms can be characterized as ‘hybrid models’ combining stage-gate structure and agility. Such an approach is consistent with the concern raised by Burmeister et al. (2016), who state that manufacturing firms might miss central opportunities if digital BMI is only regarded as an extension of NPD. In B2C firms, however, BMI processes seem to follow a semi-structured approach that considers agility and trial and error across the phases. BMI processes in B2C firms do not indicate NPD-related path dependency and organizational structures to such a degree. B2C firms receive feedback from their customers much quicker. As a result, agile methods can result more quickly in an entire solution than in B2B firms. In contrast, a more traditional stage-gate process may persist longer in B2B firms due to the lower degree of customer dynamics. In addition, B2C firms are characterized by a stronger service orientation than B2B firms. Hence, the findings are consistent with previous findings in literature that indicate that firms with a stronger service focus are less likely to adopt formalized stage-gate processes (Schultz et al., 2019). Similar to the BMI models in B2B firms, the processes of B2C firms show one gate between the front-end and back-end part. However, unlike in B2B firms, management decides if a spinoff, the setup of a partnership, or a hand-over to the line management will take place dependent on the necessary environmental setting enabling successful scaling.

Abstract

Introduction

Literature Review

ECO-Innovation Management Information System (EiMIS)

Results

Discussion

Conclusion

References

Abstract

     It is vital for firms to measure, and, report on, the impact of eco-innovation towards their environmental performance. Additive Manufacturing is an eco-innovation that contributes towards reducing the environmental impact of manufacturing. However, there is a lack of practical tools for management to monitor and report on firms’ eco-innovation implementation and performance. This paper presents a prototype Eco-innovation Management Information System (EiMIS), developed to enable a firm’s management to systematically manage and report on eco-innovation performance. Using a top-down approach, the EiMIS is developed through utilizing the C# and SQL programming languages for the Graphical User Interface (GUI), Database Management System (DBMS) and other technologies to collect, store (into a relational database) and manage eco-innovation performance data. A 4-tier architecture enables the EiMIS to: store, view and retrieve or generate eco-innovation performance reports; and generally, manage firms’ eco-innovation performance data. This developed prototype could, help introduce information system platforms that: assist firms to collect data that can model their additive manufacturing; ease firms’ eco-innovation performance reporting; improve environmental data management capabilities; and complement firms’ digital transformation strategy.

Introduction

     Eco-innovation encompasses any innovation that, upon implementation, aims to minimize negative impacts to the natural environment whilst, maximizing economic gains from the onset [1]. As a result of eco-innovation’s ability to simultaneously reduce harm to the natural environment whilst generating positive economic returns, eco-innovation has been credited with providing firms an avenue to engage in value creation activities in an environmentally and economically sustainable manner [2], [3]. Specifically, eco-innovation enables firms to lower the greenhouse gas (GHG) emissions their value creation efforts generate (e.g., lowering the Carbon Dioxide (CO2) footprint of their value creation activities), in an economically cost effective and efficient manner [4]. This then, enables firms to buttress the notion of sustainable development viz the firms’ value creation [5]. However, to enable firms and their stakeholders the ability to monitor and/or gauge the impact eco-innovation has towards their value creation efforts, it is imperative for firms to report on the impact of their eco-innovation implementation in a transparent and proactive manner [6]. Additive manufacturing (AM) is a prominent eco-innovation implementation, which aids firms to create value in an economically and environmentally sustainable manner i.e., by reducing the negative environmental impacts and economic costs of manufacturing [7]. Increasing availability of data and information concerning the value creation impact of eco-innovations like AM would facilitate standard reference points for industries and firms to base comparisons on [8], vis-à-vis their environmental performance.

Results

     To process information, the proposed EiMIS provides an avenue for the firm’s accountable managers to input the firm’s eco-innovation data and subsequently store this data into a database. The EiMIS begins on the home page where users are presented with choices regarding their next course of action. First time users of EiMIS have the option to register their firm’s details. Users wishing to register and utilize the EiMIS will be directed to the registration page. Users are prompted to enter the details of their respective firm, such as the firm’s trading name, registration number, address and contact information. These details relating to the firm can be inserted by the respective user. This data helps in creating the profile for the firm and storing the information securely in the user database. Also required will be the user’s chosen password so that users are able to securely sign-in or securely key-in data. Most of this required can utilize the text data type with character masking utilized for the password. Other options include creating eco-innovation report, viewing previous eco-innovation report, and viewing eco-innovation performance information.

Abstract

     Digital and Information and Communication Technologies (ICTs) and, consequently, remote working have increased since the start of the COVID-19 pandemic. However, workers’ economic–financial perception of remote working conditions, such as digital technology and its implementation, has scarcely been researched. Therefore, this study aims to investigate the economic–financial impacts of remote working on labourers. Using a mixed-methods sequential exploratory design, a sample of 976 workers is investigated. This study highlights that the majority of workers experience a negative economic–financial impact due to the additional costs incurred for digital technology and platforms and for utilities as well as the non-payment of overtime and meal vouchers, which are higher than the savings in commuting costs and out-of-pocket expenses. Furthermore, this research emphasizes that psychological–behavioural variables, specifically job satisfaction and technostress, are essential in the choice to continue working remotely after the COVID-19 pandemic. Finally, our results have important theoretical implications related to the existing literature both on the managerial issues connected to digital transformation, with interdisciplinary elements linked to psychological aspects, and on corporate finance topics associated to the economic–financial impacts of remote working.

Introduction

     Digital and information and communication technologies (ICTs) have been increasingly used as a consequence of the spread of the SARS-CoV-2 virus, which caused the COVID-19 pandemic. This pandemic caught the world by surprise, posing a serious threat to people’s life (e.g., Donthu and Gustafsson, 2020, Ghobadian et al., 2022, Khanra et al., 2021, Laato et al., 2020, Talwar et al., 2021). To mitigate the spread of COVID-19, most countries have implemented many measures (Anderson, Heesterbeek, Klinkenberg, & Hollingsworth, 2020) that have also had significant impacts on how and where employees work. In particular, businesses around the world, which have been badly affected by the COVID-19 pandemic, have taken various actions, many imposed by governments, to try to reduce contact between people (Hadjielias, Christofi, & Tarba, 2022). Among these actions, including governments’ encouragement to work from home, remote working (also termed teleworking and home working) has grown as a new mode of work (Wang, Liu, Qian, & Parker, 2021).

Conclusions

     The research focused on Italy as an interesting case study to understand the potential impact on the labour market of the financial implications for workers and the need to upgrade their technological skills to meet the challenge of digital transformation arising from such a structural change. Italy was one of the countries most affected by the COVID-19 pandemic, and at least 3 million workers (i.e., about 13% of the total workforce) started working remotely (Barbieri et al., 2022, Bonacini et al., 2021, Bonacini et al., 2021). Before the COVID-19 crisis, Italy was the European country with the lowest share of telework (Eurofound, 2017), and it faced a massive increase in this new form of work over a very short period of time, without precise legislation and adequate policies. Our findings, although based on Italian data, can be useful for policy makers in other industrialized countries to rethink production processes with a more intensive and stable use of remote work.

Abstract

Introduction

Literature Review

Case Review of Retail Sector in UAE

Conclusion

References

Abstract

     Despite research on big data analytics being conducted in past, there are no studies focused on the opportunities i.e., growth prospects and its associated challenges in specific industries in UAE. In this study, big data analytics were used in SMEs retail sector in UAE region to assess the use of these technologies. Companies can use these to gain new understandings from their customers and suppliers perspective utilizing big data analytics techniques to take informative decisions on pricing, inventory management, payment solutions and marketing decisions. Big data can be used to help SMEs foresee the needs and preferences of their target audiences. The focus of this study is on SMEs since these are the pillar of every economy and can make quick adjustments to productivity changes. It aims to analyze and identify major chances and threats of Big Data and propose the best ways for SMEs to utilize it for improving their efficiency and business practices.

Introduction

     The COVID-19 viral pandemic has had a significant impact on corporate growth across several industries. Small and midsized enterprises (SMEs) are among the most economically disadvantaged, a fact that has prompted governments of all views to enact unprecedented measures to help small businesses – such as tax holidays, soft loans, and implementation of digital technology to increase operational efficiency and ultimately revenue generation. On a regional level, several regulators and authorities have taken proactive measures to mitigate the impact on small enterprises. The ability of a small business to pivot and adapt to a new reality reflects its financial vulnerability, and it has been seen that businesses are innovating in the face of adversity – whether it’s changing existing services, catering to the requirements of newly housebound consumers, or adjusting product offerings to support government efforts to combat the coronavirus [1]. Most bigger firms are undergoing much-needed digital transformations on a small or large scale in order to stay competitive and be very customer-centric. Economic growth is bolstered by a growing SME sector, which decreases unemployment and poverty as well as encourages entrepreneurial activity and thus making it important for any country [1]. The Emirate is working to transition from an oil and gas dependent GDP to a free – market economy focused on trade, services, and manufacturing [2]. The contemporary market economy, on the other hand, relies heavily on SMEs, which account for over 40% of Dubai’s GDP [3].

Conclusion

     There has been a dramatic increase in the amount of data generated by both real and virtual worlds in the last few decades. Companies of allsizes use big data toolsto manage vast amounts of data and obtain comprehensive information that advances their business intelligence and allows them to make smart decisions. The retail business is one of the most diverse businesses, and some retailers are among the UAE’s top corporations. Simultaneously, the retail industry has many tiny “mom-and-pop” establishments, making it vital to many families’ livelihoods. Big Data Analytics has the potential to help these people. By analyzing data and creating correlations between diverse things, Big Data Analytics can enable these stores to discover new changes in their units. Finally, Big Data Analytics must be recognized as a crucial aspect in making the SMEs retail sector’s business a success story, considering all the facts, figures, and prospects covered in the article. If SMEs want to take advantage of Big Data’s capabilities, they must first undergo a cultural transformation. This necessitates them investigating data-handling tools and procedures outside of their smaller organizations, as well as being prepared to actively use Big Data in their decision-making processes. They must be prepared to dive in and explore the ever-expanding ocean of data that awaits them out there. Sayings alone, however, will not be enough to get SMEs on the path to data analytics. All shareholders, including domestic and worldwide regulators, the IT diaspora, the industry group, and the digital transformation community, face a difficult dilemma as a result of the previously identified issues. Further investigation and research can be done by doing empirical study and collecting raw data from various SMEs in retail sector in U.A.E. And then meaningful information can be extracted for further analysis to demonstrate the feasibility and reliability of the model mentioned in the paper

Highlights

Abstract

Keywords

1. Introduction

2. Background

3. Research methods

4. Findings

4.1. Descriptive analysis

4.2. Performance analysis

4.2.1. Documents

4.2.2. Sources

4.3. Science mapping

4.3.1. Network analysis

4.3.2. Overlay analysis

4.3.3. Density analysis

5. Discussions

5.1. What are the main research clusters about digital transformation in internal auditing?

5.2. What are the future research topics about digital transformation in internal auditing?

6. Conclusion

6.1. Lessons learned

6.2. Main contributions, limitations, and future research

Declaration of competing interest

References

Abstract

During the last years, the impacts caused by digital transformation on companies have been disruptive. Contrarily to prior technological revolutions, the current scenario is characterized by the rapid growth of innovation that has impacted organizations differently. In particular, an increasing number of organizations revised their management control systems to adequate their business models to the external pressures made by competitors and regulators. The research aims consist of a bibliometric analysis about the impacts caused by digital transformation on managerial auditing. The research reveals the existence of four independent research area: continuous auditing (Green Cluster), fraud detection (Blue Cluster), data analytics (Yellow Cluster) and technological innovation (Red Cluster). Finally, we developed a research agenda in order to address future research.

1. Introduction

The last years have been interested in the rapid growth of technological innovations that have impacted organizations in a disruptive way [1,2]. In particular, contrarily to the past, digital transformation impacted innovative and traditional sectors [3]. Furthermore, digital transformation also impacted sectors by a high degree of orientation toward technological innovation such as media and financial [4,5]. In this sense, policymakers and academics agreed about the existence of the new industrial revolution defined as Industry 4.0.

The digitalization of accounting and auditing practices represents one of the main paradigm shifts that have characterized the last years [6, 7]. This evidence was underlined by several position papers published by standard setters and practitioners. According to the IFAC, next years will be characterized by the exigence to rethink accounting professions because “Strong finance and accounting background is no longer sufficient to become a value-add business partner over the long term” [8]. In particular, the reports underlined the exigence for auditors to revise their paradigms to adequate their know-how toward the new challenges. Furthermore, KPMG highlights that digital transformation cannot be considered a voluntary choice for auditors due to its disruptive impact on organizations [9]. In this sense, auditing evolved from a bureaucratic to a strategic approach to operate more effectively within a complex and dynamic scenario.

Abstract

Keywords

1. Introduction

2. Theoretical Background

3. Materials and Methods

4. Results

5. Discussion and Conclusions

6. Limitations and suggestions for future research

CRediT authorship contribution statement

Appendix A. Semi-structured interview guide (Ang et al., 2000; Baytiyeh, 2018; Kennett-Hensel et al., 2012; Priporas et al., 2017)

Appendix B

Appendix C

Appendix D

Appendix E

References

Vitae

Abstract

This study seeks to unravel the factors that have triggered changes in individuals’ engagement with online consumption during the COVID-19 crisis and investigate the influence of digital technologies on the retail ecosystem during the lockdowns, as seen through the eyes of consumers. In doing so, a qualitative empirical research approach was adopted, and data was collected via in-depth interviews with 35 respondents during the COVID-19 lockdown in China. The study has delineated a systematic mapping of the retail ecosystem’s reactions to the COVID-19 shock. Three overarching dimensions related to consumers’ online purchasing behaviors during the COVID-19 pandemic were identified: triggers of enhanced digital engagement, transformative capacity of digital technologies, and socio-economic adaptability during crises. The relevant themes underlying each aggregate dimension were further elaborated with evidence from the interviews. The study findings advance the extant literature on purchasing behavior and online retailing in times of crisis and offer important practical implications on improving crisis management capabilities of the retail ecosystem via digital technologies. As a final output, four propositions were extracted to serve for further research.

1. Introduction

In the last three decades, the technological developments of Web 2.0 and Web 3.0 have largely served as the driving forces for the Marketing 3.0 era of customization, and the digitalization age of Marketing 4.0, respectively (Erragcha & Romdhane, 2014; Shan et al., 2020). Information and communication technologies (ICTs), online marketing platforms and sophisticated digital devices have advanced exponentially, supporting the growth of various economic sectors (Zhu, 2021). Specifically, in the retail sector, various digital technologies support multichannel strategies or even an omni-channel approach, which offer consumers a range of alternatives in purchasing goods and services (Jin & Shin, 2020). Mobile devices, mobile apps, augmented reality and virtual reality applications, and various types of bots have already been in service instead of or combined with traditional human-to-human interactions – in either physical, online or hybrid offline/online settings – to serve customers’ needs and retailers’ goals (Hu & Tracogna, 2020; Verhoef et al., 2015).

The digital transformation of the retail sector has emerged through the natural evolution of digital technologies’ implementation, so retail organizations and individuals would facilitate their access to world markets, offering improved serviceability, and building competitive advantages (Altintas¸ et al., 2020). This set of retail actors comprise a generic retail ecosystem, who interchange goods and services for money and data, contributing to economic value streams. These actors can be branch retailers, online retailers, multi-channel retailers, IT-solution providers, service providers, store equipment providers, producers, data suppliers, logistics firms, and consumers (Bottcher et al., 2021 ¨ ).

1- Approaching digital transformation

2- Understanding the relationship between BPM and digital transformation

3- Methodology and case companies

4- Successful digital transformation with BPM

5- Recommendations for the design of digital transformation projects using BPM

6- Strategy archetypes for digital transformation meta objectives using BPM

7- Concluding remarks

References

Abstract

Digital transformation dominates the practical and scientific discourse. Still, many companies do not have a clear plan on how to approach it. Particularly, small- and medium-sized enterprises struggle to initiate their digital journey as they lack resources and expertise. In response, we examine how five companies use business process management (BPM) to implement digital transformation. We perform a qualitative interview study, and analyze the capabilities of BPM based on six requirements of digital transformation. Thereby, we carve out 17 recommendations, which must be adapted according to companies’ meta objectives. We derive three strategy archetypes to serve as implementation blueprints.

Approaching Digital Transformation

Digital transformation changes societies and industries, and is fueled by the convergence of social, mobile, cloud, and smart technologies as well as the growing need for automation and integration [1, 2]. Despite new opportunities for product and service innovation, it is frequently perceived as a threat to traditional business models, current organizational structures, and well-established business operations [3-5]. As more and more companies encounter corresponding challenges, they have put digital transformation to the top of their priority lists [6].