مطالب

This paper aims to conceptualize the success factors of a digital transformation (DT) strategy and analyze its impact on a company's economic performance. We explore the concepts that affect the field of DT definition and the key drivers that lead to successful DT. Through these key drivers considered as success factors, we propose a research framework linking these drivers to the DT strategy and then corporate economic performance in emerging markets. To test the research model empirically and provide a contextualized interpretation of the results, we adopted a sequential explanatory design. Initially, we performed a quantitative study through a survey among companies listed on the Casablanca Stock Exchange in Morocco. We then analyzed the collected data using the structural equation method. Next, to explain the results, we conducted a qualitative analysis through interviews with semi-structured questions. The findings show that in an emerging economy context such as Morocco, placing the customer at the core of the DT strategy, aligning the organization with the DT strategy, adopting a value system imbued with DT values, and establishing an operational roadmap to drive the change can enhance the company’s digital transformation. These drivers contribute to 59.5% of the implementation of the DT strategy. Driving a DT strategy has a significant impact on companies' economic performance, contributing to 21.5% of their commercial and financial outcomes. This study highlights that the maintenance of a "phygital" business model, which mixes digital and physical business models, and the lack of human resources involvement in the DT process are specific to the emerging market context studied.

Leveraging supplementary technology such as Blockchain has the potential to alter the stakeholders involved in a system. Paying attention to stakeholders is one of the main pillars of developing a system. Evidence has shown that Blockchain can solve existing challenges and add new capabilities. These actions will change the stakeholders of PHR. If a value is different for everyone, at the first stage, stakeholders should be identified, and that is our goal in this study. The research adhered to the guidelines outlined in the PRISMA statement. To this end, the study utilized databases including MEDLINE, ScienceDirect, and Google Scholar for English language articles, while the "iranjournals.nlai.ir" database was accessed for Persian language articles. Finally, 35 articles were chosen from searching databases, and six extra articles were selected from reviewing the final articles' references. Stakeholders were categorized into 15 groups. The patient (individual) was identified as the most frequent stakeholder (41 times), and infrastructure providers and the token exchange market were mentioned once each. The usage type is categorized into four groups: direct user interaction, data user, impact user, and financial beneficiaries, comprising six, eight, four, and four stakeholders, respectively. Patients (individuals) use the four groups, and health care providers, policymakers, hospitals, and the government each use two groups. Intelligent contracts are neglected in PHR, which can significantly impact the motivation and creation of incentives for using different stakeholders. The grouping presented here can be used in the preparation of the business model of PHR based on Blockchain. Data has the most usage for stakeholders and strengthens and supports investments in technologies such as Blockchain as an infrastructure for creating data markets, new business models, and creating value.