Digital Transformation

Given the emergence of digital transformation from Industry 4 and the rapid dissemination of technological innovations as well as their impact as a strong driving force in new banking businesses, efforts should be made to identify the dimensions of this core factor as rapidly as possible. Providing a comprehensive overview of all aspects of the model. The purpose of this article is to provide insights into the state of the art of digital transformation in the banking industry and suggest ways for future research. Existing literature, especially research for 2019 and 2020, has enhanced our understanding of the specific aspects of digital transformation in future banking, and we are now grasping a clearer picture of nature, how, and the consequences of these in the years ahead. However, all its dimensions are not yet clear. In this article, by review of 218 articles in the WOS database, and the analysis has utilized the data-driven tools,165 questionnaire and 90 specialized interviews with experts, extracted factors of the research, and using SMART PLS statistical software, ANFIS and MATLAB software for analysis. The paper, therefore, tends to understand Open Banking Innovation based on the digital transformation area and its dimensions in its previously known domains.

With advanced information and communication technology, the organizations’ business model has undergone fundamental changes. These changes are also observed in the banking industry. This research aims at explaining the Iranian electronic banking business model and recognizing its challenges in the transformation to digital banking, which is considered as the research innovation. In terms of method, the present research is a qualitative study and in terms of goal, it is primary research. In this research, grounded theory has been used as a systematic method for the investigation of complex multilateral issues. The population includes the expert managers of the banking industry who have mastery over macro policies of banking and electronic payment in Iran. Regarding the research method, all the interviews were recorded and converted to text. The coding and classification process was done based on three stages of open coding, axial coding, and selective coding. The outputs of these three stages were provided in the form of codes, concepts, and categories. During and after data collection, the data were reviewed for several times, the key points were specified, and the related codes were counted. Finally, 761 codes, 26 concepts, and 14 categories related to the research topic were identified based on which, the conceptual business model of Iranian electronic banking was developed. Based on the conceptual model of the research, seven challenges for digital banking transformation were identified.

The purpose of this study is to substantiate the basic principles and prerequisites for the formation of project maturity of public administration for the successful implementation of digital governance projects. The relevance of this study is due to the need to implement the task of digital transformation of Ukraine by solving the problem of modernization of public administration on the basis of constant increase of project maturity of the organizations.The study proved the existence of a direct dependence of prospects for the implementation of digital transformation projects on the level of project maturity of public management. A variant of the project maturity model adapted to the local self-government body is being developed. The model assumes three levels of maturity of local governments. It has established that the majority of the created united territorial communities of Ukraine were characterized by the first two levels of maturity. The implementation of the maturity model makes it possible to assess the current state of the system, choose adequate tools for staff training, create conditions for continuous improvement and realization of the potential of the local community for the implementation of digital transformation projects.

Due to the rapid changes and developments caused by technology in the digital age and the growing importance of achieving sustainability for the survival of businesses, the need to create the capabilities needed to innovate in the business model of organizations has become inevitable. This research is trying to provide a model for business model innovation with the aim of sustainability by considering the external factor of digitalization (digital transformation) and the internal factor of dynamic capabilities. The method of this research is mixed so that in the first stage the qualitative method of Meta-Synthesis is used and in the second stage the quantitative method of Interpretive Structural Modeling (ISM) is used. In this research, based on the systematic review of previous researches in scientific databases, 402 related articles were identified and then 46 final articles were selected during the screening process. Based on the thematic analysis, a total of 4 main categories and 14 factors were extracted. In the second stage of the research, an interpretive structural model (ISM) is developed to show the inter‐relationship of different factors and their levels of importance in the food industry.   The 8-level hierarchy model of factors influencing the sustainable business model innovation in the digital age with a dynamic capabilities approach was proposed. Results show that a new component called network value has been added to the traditional business model components. Furthermore, the MICMAC approach has been used to categorise factors according to their driving power and dependence. finally, digital technologies and Sensing were found to be the factors with the highest independence and the highest driving power, and “Economic Sustainability” was identified as the factor with the highest dependence and the least driving power

At this time in history that the world is becoming smaller every day due to globalization; it is important to achieve an acceptable degree of trust and confidence in any field; and blockchain can put the world on this path. Since there is no central authority governing blockchain, its decentralized nature can turn it into an appropriate platform for project management. Implementing blockchain eliminates project management bureaucracies and allows a single, unchangeable, controllable, and encrypted source to be accessible to everybody and extensible throughout the project life cycle. This approach is the key to achieve an integrated information system and is one of the important reasons for blockchain applicability as an ideal platform for project management and construction. This issue that using blockchain technology in project management will bring about capacities and capabilities has not yet been seriously addressed. Changing the management of construction projects by blockchain is just an idea for now. This study aims to identify the capacity and platforms for developing blockchain technology in project management and construction using systematic and scoping literature reviews. Moreover, it provides some suggestions about the development and improvement areas of this technology. The review results showed that in all areas of project management and construction, there are applications relevant to blockchain technology that confirm the gradual understanding of the significance and positive impact of this technology on enhancing project management and construction performance. According to the results, a major part of blockchain studies was focused on “program and project management”, and two fields of human resources and behavioural areas and research in project management and schools of thought with a share of less than 2% of existing studies were neglected.

Accelerating digital transformation and the basic needs of businesses to adapt to environmental transformations and complexities have doubled the necessity for extensive stakeholder interactions. Gamification is a powerful tool that facilitates stakeholder interaction and a common understanding of the vision and contributes to the sustainability of businesses. Businesses' sustainability in the digital transformation age depends on the continuous interaction of stakeholders and a comprehensive understanding of all the business pillars, which will be possible through the flow of ideas inside and outside the workplace and by providing innovative processes. In this regard, this study explores the effect of gamification on corporate sustainability by explaining the role of digital transformation, open innovation, and value co-creation. The statistical population of this study comprises top managers and experts in e-businesses who use gamification in their processes. The statistical sample included 117 managers and experts active in this field, and they were selected through convenience sampling. The data collection tool was a questionnaire reliability of which was 0.763 using Cronbach's alpha. Using Smart PLS software, the gathered data were analyzed by structural equation modeling (SEM). Gamification, with a factor of 74%, has a positive effect on open innovation, while a factor of 85% has a positive effect on digital transformation. Gamification, both directly and indirectly, creates value co-creation in businesses, and finally, value co-creation at 78% affects corporate sustainability.

The aim of this study was to identify the challenges of the business model of small and medium enterprises in the path of digital transformation during the Covid 19 epidemic. The research is applied in terms of purpose and descriptive-survey in terms of method. For this purpose, first, using the literature review, the challenges of the business model in the path of digital evolution during the Covet 19 epidemic have been identified, then in order to sift and consensus of the components extracted from the literature, the Delphi method was used in two rounds. The Delphi panel consisted of 30 experts in the field of research who were selected by purposive sampling. In the next step, in order to ensure the factor structure and validity of the structures, and to fit the model using the field method and distribution of questionnaires, a survey of senior managers of small and medium companies in Tehran was conducted. The sample size was determined using the sample size method required for modeling structural equations, 200 people, and finally 162 questionnaires were selected using a simple random method. Smart PLS software was used to analyze the data. Findings indicate 23 sub-components in 6 main components of change challenges, market challenges, financial, organizational, individual and environmental. The results also showed that the factor of "lack of necessary infrastructure" has the highest priority,"lack of government support during the Pandemic" and "lack of intangible resources(experience,knowledge,flexible manpower) for digital transformation" are in the next ranks.

The purpose of this study is to develop proposals and recommendations for the implementation of a process model for the development of leadership qualities of public servants and justification of the conditions for ensuring its effectiveness in terms of digital transformation. The relevance of this study is due to the need to ensure development of the process of professionalization of the senior civil service personnel on the basis of development of leadership qualities that will contribute to the effective operation of the civil service of Ukraine, change management and successful implementation of reforms in Ukraine, taking into account the best world practices. The methodology for assessing the level of managerial competencies of public servants according to the degree of implementation of strategic (key) competencies has been developed. The assessment of managerial competencies according to the degree of their significance for civil servants, the expert group identified the most important management competencies. An approach to understanding has proposed interaction of leadership competencies with managerial competencies, a diagnostic model for assessing the leadership of public servants has been developed. To implement the model, a system of indicators has been developed - single, complex and integrated indicators of civil servants' leadership, using tools: a tree of civil servants' leadership indicators, matrices for the calculated civil servants' leadership indicator, measurement scales for the corresponding level of indicators.

One of the most important issues for libraries in the age of digital transformation is digital content management from the perspective of resource digitization. The purpose of this article is to examine the challenges of implementing and implementing digital libraries in Iran and to provide solutions to solve it. In this study, using a review of the literature research, the challenges of building and launching digital libraries in Iran were investigated. Then, with using likert scale,the challenge ranked by experts in the field of digital library construction in Iran. These challenges were weighted using the AHP Analytic Hierarchy method. Finally, a framework was devised to solve them. Based on findings there are issues and challenges in the field of human force, copyright and legal issues, information security and protection, confusion in the organization of digital resources, lack of budget, difficulty in accessing digital library software, and its distance from global standards. To solve the challenges of building a digital library, it is necessary to pay attention to the following solutions: Holding training courses to get acquainted with the operation of digital devices, Fair or free use of works, Use of global data identification system, Set an adequate budget for digitizing resources, Creating constructive interactions between experts in the field of digital libraries inside and outside countries to transfer lessons learned globally.

Purpose : The purpose of this study is a policy-making model of the Ministry of Industry, Mine and Trade (MIMT) based on digital transformation is presented. Method : The study is an applied-developmental study in terms of purpose and cross-sectional survey research. A semi-structured interview and Likert scale questionnaire were used to collect data. The reliability of the questionnaire was assessed using Cronbach's alpha and combined reliability. The statistical population includes experts in the automotive industry until the theoretical saturation was reached and 15 experts participated. Using Cochran's formula for indeterminate populations, 365 people were calculated as a sample and cluster sampling method. To analyze the data, the grounded theory analysis method was used to identify the research indicators, and to validate and present the final model, the structural equation modeling method and LISREL software were used. Findings : it can be acknowledged that before deciding to transform processes and enter the digital arena, it is necessary to assess the readiness of the organization as well as its human resources to accept this change Conclusion : the implementation of the automotive industry policy for digital transformation will make the Ministry of Industry, Mine, and Trade the digital leader in the automotive industry.

Purpose :The main purpose of this research was the pathology of strategic human resource management system based on digital transformation governance. The analysis has been done in Gachsaran Oil and Gas Exploitation Company with the grounded theory approach. Method : This research is a heuristic combination of consecutive type and model tooling, model design and compilation based on the criteria designed by the model. Library method and documentary studies were used to collect theoretical foundations. In the qualitative section, using the research method of case study and semi-structured interviews with experts and professors, the criteria of the research model were developed. In order to select a suitable sample from the community of experts and university professors, non-random sampling method, selective purposeful sampling method (snowball) and theoretical saturation criterion were used and from the sample technique of key individuals (experts) 15 people were selected. Findings : Findings show that in the digital transformation path, factors such as employment system balance, equitable distribution of responsibilities, career path management, functional stability, manpower capability, fitness and work environment, individual creativity, political and legal factors, cultural conflict, environmental developments, specific individual and organizational components, and financing influence the strategic human resource management system. Conclusion : In the path of digital transformation in the organization, in order to eradicate organizational harms and improve the productivity of the organization and the workforce, the factors found in this research should be considered and examined so that the organization can progress.

Purpose : The purpose of this study is to investigate the diagnosis of employees' mental absence and to provide a suitable model for the Iranian Tobacco Company. Method : This research was conducted with a qualitative-inductive approach and the method of Strauss-Corbin's grounded theory. The research tool (data collection) is a semi-structured interview that analyzes the data obtained from interviews with 10 qualified elites and experts of the Iranian Tobacco Company in three stages of open, axial, and selective coding in ATLAS TI software using the grounded theory method. Findings : 13 general categories in the form of a paradigm model in which these factors include causal conditions (individual factors; factors of group behavior; organizational factors; environmental factors), axial phenomenon (diagnosis of the mental absence of employees), contextual conditions (environmental and physical context), intervening conditions (individual factors ), and strategies (organizational strategy; job-related strategy; career development strategy), and consequences (individual outcomes; effectiveness; group outcomes) were identified. Conclusion : In a business environment with digital disruption from competitors and customers who have more choices through the availability of digital applications and information, it is important to ensure that organizations can quickly understand and adapt to new information. The need for mindfulness and control of mental absence is a prerequisite for digital transformation.

Purpose: The current study was conducted with the aim of designing a human resource competency model in the age of digital transformation. Methodology: This study is applied-developmental in terms of purpose. Also, it is a developmental and exploratory sequential type, and the present study is qualitative in terms of data type. The statistical population of this study is made up of experts and specialists who are aware of the subject of the study and specialists in Mobile Communication company of Iran (IR-MCI) and 20 people were selected as a sample using the targeted sampling method. In this study, library and field methods were used to collect information. In this study, the method of text analysis as well as interviews and Delphi were used for data analysis. Findings: The results showed that the competency of digital managers includes 7 components of individual factors, organizational factors, culture of change, digital attitude, communication factors, leadership and management, and technical and specialized factors. Conclusion: Based on the results, there is a significant correlation between all components. The results also showed that the study model has the required validity.

The article defines that the composition and structure of creative industries, their branch specialization and cooperation, the scale and directions of development of industrial and other relations are determined by means of solving spatial problems and are conditioned by the level of digital transformation as imperative system-reflex management of information security of society at parity-legal principles. The process of formation of digital transformation of creative industries as an imperative of system-reflexive management of information security of society on a parity-legal basis in modern conditions today must meet globalization challenges that dictate the development of the country's economy as a whole. This should be manifested in the application of modern integration models for the formation and development of creative industries. It is substantiated that the main tasks of the strategy of financial capacity for digital transformation of creative industries as an imperative of system-reflexive management of information security of society on a parity-legal basis are to achieve balance of financial opportunities and needs of industries, efficiency of their financial relations, efficiency of processes of formation, movement, allocation and use of financial resources, rational structure of sources of financial resources, under which is possible stable financial support of digital transformation.

Purpose: this study has been conducted with the aim of understanding the phenomenon of evading teamwork with a phenomenological approach in the General Department of Cooperation, Labor and Social Welfare of Fars Province. Method: The research method of the present study was conducted with qualitative analysis of hermeneutic phenomenology. In order to collect the data, an interview protocol was prepared. The statistical population included 11 eligible experts who were selected using the purposeful and non-probability sampling method, and in-depth and semi-structured interviews were given to them. Qualitative analysis of phenomenology has been used to identify the main and sub-categories of the research. MAXQDA software was used for qualitative analysis. Findings: The findings showed that 39 sub-categories were identified by examining and categorizing the descriptive codes obtained from the interview texts, according to the seven-step process of Claysey and according to their semantic similarity and affinity, they have been categorized into 7 main concepts including: inadequacy of the educational system, negative personality traits, weak communication and interactions, inappropriate organizational structure, insufficient knowledge and awareness of employees, lack of budget and financial resources, and negative cultural beliefs. Holsti coefficient was used for the final validation, reliability, transferability and verifiability of the data. The value of PAO in the present study was 0.712, which is greater than 0.7, and the data was confirmed. The results show that the categories of inadequacy of the educational system, personality traits, poor communication and interactions, inappropriate organizational structure, insufficient knowledge and awareness of employees, lack of budget and financial resources, and negative cultural beliefs have a direct impact on teamwork.Conclusion: Finally, practical suggestions were presented to the managers of the General Department of Cooperation, Labor and Social Welfare of Fars province to overcome the challenges and problems of teamwork evasion.

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

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.

Purpose: The current research aims to develop a model for digital transformation within the virtual space of the Broadcasting Organization in accordance with increasing the functionality of the virtual space among the audiences. Due to the lack of a model in this field in order to benefit from it, this research aims to extract the components of the model using the thematic qualitative method or theme analysis.Method: The statistical population includes 15 experts in media management and virtual space. To measure reliability, intra-subject agreement method (reliability between two coders/evaluators) was used to determine the reliability of the texts, and the reliability coefficient obtained for all three interviews and the total reliability coefficient was (0.87), surpassing the minimum acceptable threshold of 0.7, confirming the reliability of the codings and the interviews.Findings: The findings indicate that the model requirements consist of 6 main categories, 9 sub-categories, and 38 sub-categories essential for creating digital transformation and enhancing the interaction of the Islamic Republic of Iran's radio and television with the virtual space. The main categories of the model encompass content production, comprising six main components: content production (with six indicators), opportunities and threats (with 11 indicators), strengths and weaknesses (with 13 indicators), digital transformation components (with five indicators), platforms of introduction (with seven indicators), and consequences of digital transformation (with four indicators), totaling 46 indicators.Conclusion: The results show that establishing a favorable interaction in the virtual space and new media by creating a digital transformation in the national media is effective in attracting the audience and improving the performance of the national media and ensuring the satisfaction of the stakeholders.

Introduction: AI technologies have led to transformative changes in various industries across medicine and healthcare, environmental assessments, smart cities, smart surveillance and security etc. In this article, the dual nature of AI has been investigated. Material and Methods: It is a review article that described the ethical concerns of societies in AI. Conclusion: Despite of the many amazing prospective applications, there are ethical and dual use issues of AI which necessitates enhanced governance and vigilance. Addressing these issues requires adherence to the basic ethical principles. Herein, we present the various concerning dimensions of the AI and discuss them under the lens of ethical concepts.