درخت حوزه‌های تخصصی

This paper is aimed at evaluating critical success factors in Business Intelligence (BI) implementation in an Enterprise Resource Planning (ERP) environment. The data analysis method used in this paper is the Decision Making Trial and Evaluation Laboratory Model (DEMATEL). The study has been conducted on a cement manufacturing strategic holding company that has implemented ERP since 2010. This research is done through literature review and interviews with the head of the BI development team as the expert for this research, before distributing questionnaires to Information and Communication Technologies (ICT) Team and BI stakeholders. The questionnaire has been addressed to 18 respondents consisting of the BI development team and stakeholders, which include the Strategic Planning Division, Business Development Division, Transformation Management Division, and Accounting Division. There are 13 factors evaluated, consisting of 4 factors related to the organization, four factors related to the development process, three factors related to the technology, and two factors associated with the external environment. The most critical factor for organizational criteria is Top management support. The most important factor for process criteria is Effective project management. The most important factor for technology criteria is System reliability, flexibility, and scalability. The most important factor for environment criteria is the selection of a vendor.

Organizations face many challenges in the current unpredictable and changing business in which superiority in competition is one of their main goals. In this trend, the field of production has moved towards a paradigm called "Agile Production". If an organization wants to be agile, it must shorten the workflow of the process and provide the conditions for saving time. If a hospital is agile, it can respond when faced with internal and external changes and compete with other hospitals and provide appropriate and fast services to patients. Today, hospitals are currently trying to continuously evaluate their performance due to the increasing advancement of technology. A method in evaluating the performance of the organization is the Balanced Score Card (BSC) approach. In this, indicators measure the desired goals in the organization in four aspects of Internal process, Growth and Learning, Financial and Customer. In this approach, important aspects of sustainable development are ignored , therefore, the new method of Sustainable Balanced Score Card (SBSC) is used to evaluate the performance, which takes into account the environmental index. This study aimed to determine the factors that can be important for evaluating agility in the hospital and then classify them based on the perspectives of SBSC. In the next step, using a questionnaire and statistical hypothesis test, the effectiveness of these factors was confirmed. Then, the importance of each perspective in the field of agility was determined by hierarchical analysis, and this model was presented using the scoring method. Accordingly, the "Economic" index had the highest priority and the "Environmental" index had the lowest priority. Due to the high importance of the Economic index, suggestions were made, the most important of which is the use of long-term loans for the promotion and development of hospitals, effective cooperation, and the use of various insurance services of insurance organizations, considering inventory and tools. , Equipment, essential devices in the warehouse for greater efficiency. Regarding the innovation of this research, we can refer to the evaluation of agility from the perspective of the scorecard by considering the criterion of stability in the hospital.

Purpose: The Purpose of this paper is to explain the nature and process of digital transformation.Methodology: Its methodology is based on a structured literature review (SLR) and searching scientific sites and specialized resources. One roadmap model, six maturity assessment models, three digital business model transformation approaches and eight digital transformation frameworks are explained interpretively.Findings: Digital transformation is  a strategy and an operating model change, in which technological advancements are leveraged to improve human experiences and operating efficiencies and to evolve the products and services to which customers will remain loyal. A review of research in this field shows that the nature of digital transformation depends on knowledge and knowledge is formed as a valuable asset in people's minds. Therefore, the role of human resources in creating and achieving the transformation is important and fundamental. Findings show that no digital transformation is only technological, it is organizational and requires its own planning, resources and rules. It is clear that we need a model in this kind of transformation journey. Staff capital and its empowerment by knowledge and fundamental requirements are important for success in the digital transformation program. Transformation in culture, in structure, in processes and methods, along with the benefits of the frontier technologies, will lead to a dramatic transformation in the field of business. The environment of organizations is changing faster and has become more volatile, uncertain and complex than in the past. Rapid changes in competition, demand, technology and regulations make it more important than ever for organizations to be able to respond and adapt to their environment. In this context, the pressure on firms to align their business strategy with the technological changes in the environment has significantly increased with the emergence and growing importance of new digital technologies, such as Social Media, Cloud Computing, Big Data and Analytics, Embedded Devices, 3D-Printing, the Internet of Things and Artificial Intelligence. They are profoundly transforming the strategic context of organizations: changing the structure of competition, the behavior and expectations of customers, the way business is conducted, the way products are manufactured and services are delivered, the way of working and, ultimately, entire industries. The growth of technology, in addition to transforming organizational boundaries, has also improved knowledge sharing. As the results indicate, the digital age refers to a time in history when the use of digital technology was generalized throughout the world. We are on the verge of a technological revolution that will fundamentally change the way we live, work and communicate with each other. In terms of scale, scope, and complexity, this transformation will be different from what mankind has already experienced.Conclusion: Digital transformation has affected the work processes of individuals in organizational environments. New methods in combining digital innovations and intensifying inter-organizational collaboration are among the key features of success. Because the goal of digital transformation is a business transformation, it requires different organizational elements, which are explained in the frameworks, to work together like a piece of music in a concert with different instruments played harmoniously and simultaneously