A New Digital Value Chain Model with PLC in Biopharmaceutical Industry: The Implication for Open Innovation

Kim, YongChan; Atukeren, Erdal; Lee, Jin‐Choon

doi:10.3390/joitmc8020063

Cited by 16 publications

(13 citation statements)

References 35 publications

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“…The COVID-19 pandemic has dramatically increased the adaptability of digital technologies in healthcare. The use of digital technologies in the pharmaceutical industry, known as Pharma 4.0, aims to gain a competitive advantage by simplifying and increasing efficiency in each of the pharmaceutical value chains (Arden et al 2021;Kim et al 2022). However, research on how to use this new technology to determine performanceenhancing benefits remains limited.…”

Section: Discussionmentioning

confidence: 99%

“…Pharmaceutical and healthcare businesses are among those rapidly accelerating digital transformation (Arden et al 2022;Clark et al 2020). It is believed that digitizing Pharma technology throughout the value chain will boost competitive advantage, productivity, efficiency, product marketing, and industrial expansion (e.g., Kim et al 2022;Kumar et al 2020;Reinhardt et al 2020;Saha et al 2022).…”

Section: Introductionmentioning

confidence: 99%

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The Impact of Digital Organizational Culture and Digital Capability on Organizational Performance through Digital Innovation Mediation in the COVID-19 Era: A Study on Indonesian Pharmaceutical SOEs

2022

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The COVID-19 pandemic has negatively impacted the performance of pharmaceutical companies and must be addressed appropriately. This study aims to determine how digital organizational culture, digital capability, and digital innovation impact organizational performance. The partial least squares structural equation modeling (PLS-SEM) was utilized to analyze the data obtained from 238 respondents affiliated with Indonesian pharmaceutical state-owned enterprises (SOEs). The results of this study suggest that while digital organizational culture does not directly affect organizational performance, it does so indirectly through digital innovation, which acts as a mediating variable. Second, digital capability affects organizational performance directly as well as indirectly through digital innovation. This study empirically provides confirmation of how organizational performance is achieved in pharmaceutical companies, especially during the COVID-19 era. In addition, the findings show some substantial implications for management by focusing on digital organizational culture and digital capability as fundamental predictors of organizational performance through digital innovation.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

The Impact of Digital Organizational Culture and Digital Capability on Organizational Performance through Digital Innovation Mediation in the COVID-19 Era: A Study on Indonesian Pharmaceutical SOEs

2022

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“…A comprehensive assessment of the internal CSR system encourages the need to simultaneously take into consideration heterogeneous characteristics that cannot be compared with each other both in units of measurement and in absolute values. For example, the return on capital and the coefficient of constancy of personnel differ by several orders of magnitude in absolute value and at the same time turn out to be incomparable in economic content [8,14].…”

Section: Development Of a Scientific And Methodological Approach To D...mentioning

confidence: 99%

“…Works [7,8] also consider the levels of maturity of the enterprise but in the context of management and technological maturity, the concept of ranking the enterprise is formed. The disadvantage of the work is that the level of CSR is not taken into consideration and the digitalization of business is not considered as one of the key elements of the development of a modern enterprise.…”

Section: Literature Review and Problem Statementmentioning

confidence: 99%

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Creating a digital space of socially sustainable development for food enterprises

Lingur

Martynyuk

Ivchenko

et al. 2022

EEJET

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Under modern conditions, there are new requirements for the formation of relations with consumers, partners, employees, and society. The possibilities of integrating corporate social responsibility (CSR) tools and economic digitalization processes have been investigated and a new format for evaluating the activities of small and medium-sized businesses related to their level of maturity has been defined. This study formulates patterns of CSR development, proposes the use of a new concept of "digital space of social sustainable development" (DSSSD), and reports a methodological toolkit devised for determining the level of maturity of the digital space of social sustainable development (DSSSD) of food industry enterprises. The developed methodological support makes it possible to assess CSR by economic, social, and informatization criteria. The proposed CSR scorecard makes it possible to compare companies and rank them in the coordinate system of corporate social responsibility/digitalization. 17 key indicators have been identified, which are formed into three key groups. Confirmation of the effectiveness of the methodology is the execution of calculations for small and medium-sized businesses in the food industry. According to the results of the calculations, the maturity levels of eight enterprises of the food industry in Ukraine in the DSSSD space were determined. The analysis made it possible to determine that four enterprises are at the initial level of DSSSD (zone 1 Digital Descriptive), two enterprises are moving to zone 2 (Solutions Analytics Digital), and two enterprises are in a state of transition to zone 3 (Smart CIS) due to increasing the level of digitalization and the formation of an internal CSR system, which indicates their active development. This makes it possible to assert that the technique is effective and can be useful for enterprises around the world. The selected indicators are used at all enterprises of those countries that use the international accounting and reporting system. Improving the system in the areas of formation of corporate social responsibility and the introduction of digitalization of the enterprise makes it possible to optimize the information systems of enterprises, automate management procedures, and create new communication channels with consumers and beneficiaries. This will contribute to the development of a systemic socio-economic effect of business, care for the needs of people, the development of the social climate at an enterprise, and the emergence of new formats of interaction between business, the state, and society.

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Business Context-Based Approach for Managing the Digitalization of Biopharmaceutical Supply Chain Operational Requirements

Jelisic,

Drobnjakovic,

Kulvatunyou

et al. 2023

IFIP Advances in Information and Communication Technology

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A New Digital Value Chain Model with PLC in Biopharmaceutical Industry: The Implication for Open Innovation

Cited by 16 publications

References 35 publications

The Impact of Digital Organizational Culture and Digital Capability on Organizational Performance through Digital Innovation Mediation in the COVID-19 Era: A Study on Indonesian Pharmaceutical SOEs

The Impact of Digital Organizational Culture and Digital Capability on Organizational Performance through Digital Innovation Mediation in the COVID-19 Era: A Study on Indonesian Pharmaceutical SOEs

Creating a digital space of socially sustainable development for food enterprises

Business Context-Based Approach for Managing the Digitalization of Biopharmaceutical Supply Chain Operational Requirements

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