Digital competence of stakeholders in Product-Service Systems (PSS): Conceptualization and empirical exploration

Süße, Thomas; Wilkens, Uta; Hohagen, Saskia; Artinger, Florian

doi:10.1016/j.procir.2018.03.297

Cited by 15 publications

(4 citation statements)

References 27 publications

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“…However, what is digital competence? Digital competence is the capacity to deploy digital technologies by using digital tools to assess problems critically, offer problem-solutions (Süße et al, 2018), conduct daily operations, and create products and services. In one study, Norveel et al (2022) found that bank employees had a relatively low level of basic digital competencies.…”

Section: Literature Reviewmentioning

confidence: 99%

Digital Barriers in Digital Transition and Digital Transformation: Literature Review

Uzule

Budanceva

2023

Economics and Culture

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Research purpose. The research aimed to identify digital barriers in the digital transition and digital transformation in businesses and industries under the umbrella of human resource management. The topicality of the research relates to the need to identify digital barriers impeding digital transition and transformation that can be addressed through the prism of human resource management policies or that can be related to human resource management. Design / Methodology / Approach. The research method was the analysis of the keywords and keyword concordances, conducted on the sample of the created corpus of 50 recently published scientific papers, which were analysed using the text analysis instruments AntConc and Voyant Tools. Findings. Two digital barrier types were postulated - individual and organisational barriers, which were further spread across five digital barrier areas - human resource, technological, management, business development, and financial ones that were able to accommodate the following barriers: general human resource, staff resistance, psychological, staff digital competences, decision-makers digital competences, internal information exchange, external information exchange, data processing, technical, IT complexity, poor usability, cybersecurity, general management, business structure, business 4.0, industry 4.0, creativity, and costs. Originality / Value / Practical implications. The created structure of digital barriers provides human resource departments with a global picture of barriers that should be reviewed within their competence areas to ensure the recruitment of specialists capable of conducting specified digital operations and the continuous development of digital competencies of the entire labour force of the organisation. The suggested digital barrier structure can also be used to develop the organisational strategy for the digital transition and digital transformation.

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Section: Literature Reviewmentioning

confidence: 99%

Digital Barriers in Digital Transition and Digital Transformation: Literature Review

Uzule

Budanceva

2023

Economics and Culture

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“…The utilization of digital technology in business and supply chain activities from the top up to down floor (Sophie and Nadine, 2019;Paschou et al, 2018), financial support on technology adoption, technical infrastructure (Lerch et al, 2015), and resources (Mittal et al, 2018) grow into a primary concern of technical issues. Meanwhile, the organizational roadblocks describe in organizational structure, management concepts (Rauch et al, 2017), new competencies and skills on digitalization adoption (Süße et al, 2018 andCoreynen et al, 2017;Klein et al, 2018), collaboration and innovation (Lerch et al, 2015), cultural shock (Peillon et al, 2018). Several interviews with SME stakeholders from academicians, governments, marketplace actors, SME owners, and investors were attended to consolidate the findings.…”

Section: Conceptual Model Developmentmentioning

confidence: 99%

“…Digitalization affects the radical changes on critical business operations, products, processes, organizational structures, management concepts (Matt et al, 2015); new competencies, resources, and collaboration towards management innovation (Lerch et al, 2015); cultural shock (the unwillingness to change, the ignorance to changes, and underestimate) (Dubruc et al, 2014;Peillon et al, 2018). The third obstacle is human resource barriers that lead to competencies and skills towards utilizing digital technology, especially for the sales competencies or customer interfacing skills (Süße et al, 2018;Coreynen et al, 2017). Finally, the customers recite to the lack of control over information due to the security and privacy violation and the ambiguity of information and analysis from the customer activities (Klein et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

Measuring the effects of different factors influencing on the readiness of SMEs towards digitalization: A multiple perspectives design of decision support system

Okfalisa¹,

Anggraini²,

Nawanir³

et al. 2021

10.5267/j.dsl

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The development of small and medium enterprises (SMEs) becomes the benchmark and leading position for developing countries’ economies. The digital transformation demands strategies, desires, and awareness of Information Technology (IT)-based market players and investments. Despite the transformation of a digital business platform, many SMEs have stumbled in the middle road. Therefore, this study aimed to determine priority indicators in assessing SMEs’ readiness towards digitalization and evolving a readiness model for SMEs based on the Decision Support System (DSS) approach. Multiple stakeholders’ viewpoints, particularly regarding academicians, governments, investors, market places, and SMEs’ business actors as targeted respondents, were scrutinized quantitatively and qualitatively to verify the proposed factors. The priority weights of factors have been examined from economic and IT perspectives and derived through deploying the Fuzzy Analytical Hierarchy Process (F-AHP) method. This study reveals the rank of measures necessary to assess the readiness of the digital revolution of SMEs. Transaction preparedness in SMEs’ cultural, educational, financial, and technological infrastructure views grows into the principal components during this assessment with 0.30 of vector value, accompanied by marketing and micro-environment at 0.24, management at 0.20, macro-environment at 0.03 and business activities at 0.02, respectively. For the recommendation purposes, the rubric segmented SME fitness into three levels, low, middle, and high performance. The prototype system DSS-SMEsReadiness was then evolved in order to simplify the adoption of the DSS method in the SME performance measurement model. The software analysis demonstrates that this application would assist decision-makers to ascertain SMEs’ readiness to digitalize. The future recommendation provides SMEs and stakeholders with knowledge transfers and acclimatization for taking the appropriate option about their business strategy, management resources, skills, and assistance programs for SMEs. This model attempts to reduce SME digitalization disruptions and achieve a digital business’s growth and sustainability in a nutshell.

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“…These critical competencies for coping with Industry 4.0 work environments have already been specified and empirically investigated in several studies in terms of coping with complexity, multiple role development, collaboration and continuous reflection-on-action within (remote) work settings (Petzold/Bullinger-Hoffman 2017; Wilkens et al 2017;Voigt et al 2015;Spath et al 2013), process oriented thinking and remodelling the use and management of knowledge (Gronau 2020) as well as digital competencies (Süße et al 2018).…”

Section: Introduction and Problem Definitionmentioning

confidence: 99%

Developing competencies for collaborative work settings in a virtual simulation laboratory - Training approach and performance measurement

Beyer¹,

Keskin²,

Berndt³

2021

Competence Development and Learning Assistance Systems for the Data-Driven Future

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In our paper we present first performance measurement results of a digital simulation laboratory, which is applied in the context of industrial front-end team training. The design of the simulation laboratory is oriented towards an Escape Room. First, we situate the presented approach within existing competency understandings and accompanying training approaches in the context of Industry 4.0 Performance measurement for front-end training has been a challenge in this context so far, since performance, unlike in the back-end, is not attributable to specific production results, but becomes visible on a superior process level. Building on the competency facets of complexity management, self-reflection, creative problem solving, and cooperation (Wilkens et al., 2017) as well as action implementation (Heyse & Erpenbeck, 2009), the performance measurement presented addresses the question which individual competencies have an impact on team performance in the simulation scenario. Preliminary results show that the individual competencies among team members have a lower impact on performance than moderating factors such as heterogeneity and cohesion within the team. In order to increase the performance of front-end teams, it therefore appears to be reasonable to focus more on developing team structures rather than only on individual competence development.

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Digital competence of stakeholders in Product-Service Systems (PSS): Conceptualization and empirical exploration

Cited by 15 publications

References 27 publications

Digital Barriers in Digital Transition and Digital Transformation: Literature Review

Digital Barriers in Digital Transition and Digital Transformation: Literature Review

Measuring the effects of different factors influencing on the readiness of SMEs towards digitalization: A multiple perspectives design of decision support system

Developing competencies for collaborative work settings in a virtual simulation laboratory - Training approach and performance measurement

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