Digital Transformation at the University of Porto

Faria, José; Nóvoa, Henriqueta

doi:10.1007/978-3-319-56925-3_24

Cited by 23 publications

(44 citation statements)

References 11 publications

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“…Moreover, exploiting efficiently all the opportunities and potentialities opened up by the wealth of digital technologies available, redefining complete business models across the entire value chain is not straightforward and, for sure, is a challenging task. This challenge is more pressing for organizations that permanently try to assure they have competitive positioning in a global market, but the same concern is becoming pertinent for universities, as competition to select the best students and researchers is increasing [3]. Remarkably, HEIs face a disruptive scenario that is established in the new business models, ostensibly transforming the way they evolved over time, actively linking internal and external clients, and increasing their commitment and strengthening their experience in the organization [4].…”

Section: Rationalmentioning

confidence: 99%

“…Companies needed to think of DT as a "formal effort to renovate business vision, models, and investments for a new digital economy [15]." [16] DT goes well beyond de-materialization of processes, encompassing an innovative use of new technologies (cloud, social, mobile, and analytics) to promote new services, re-define business models, and innovative interactions with its users.…”

Section: Search Strategymentioning

confidence: 99%

“…On the other hand, researchers [12,17] involved a social aspect that intervenes in the DT process, aiming at the transformation towards the customer experience lifecycle and how DT improves or replaces traditional products and services. In addition, researchers [16] linked DT as a resource to create additional and differentiated value and extended the spectrum of DT in HEIs to interactions across company borders with clients, competitors, and suppliers. Finally, [18,25] observed DT from the educational dimension, integrating digital technologies in teaching, learning, and organizational practices.…”

Section: Dt At Heis Reflected In the Literaturementioning

confidence: 99%

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Digital Transformation in Higher Education Institutions: A Systematic Literature Review

Benavides

Arias

Serna

et al. 2020

Sensors

310

110

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Higher education institutions (HEIs) have been permeated by the technological advancement that the Industrial Revolution 4.0 brings with it, and forces institutions to deal with a digital transformation in all dimensions. Applying the approaches of digital transformation to the HEI domain is an emerging field that has aroused interest during the recent past, as they allow us to describe the complex relationships between actors in a technologically supported education domain. The objective of this paper is to summarize the distinctive characteristics of the digital transformation (DT) implementation process that have taken place in HEIs. The Kitchenham protocol was conducted by authors to answer the research questions and selection criteria to retrieve the eligible papers. Nineteen papers (1980–2019) were identified in the literature as relevant and consequently analyzed in detail. The main findings show that it is indeed an emerging field, none of the found DT in HEI proposals have been developed in a holistic dimension. This situation calls for further research efforts on how HEIs can understand DT and face the current requirements that the fourth industrial revolution forced.

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Section: Rationalmentioning

confidence: 99%

Section: Search Strategymentioning

confidence: 99%

Section: Dt At Heis Reflected In the Literaturementioning

confidence: 99%

See 1 more Smart Citation

Digital Transformation in Higher Education Institutions: A Systematic Literature Review

Benavides

Arias

Serna

et al. 2020

Sensors

310

110

View full text Add to dashboard Cite

show abstract

“…Every year, more authors, scientists and researchers are paying attention to the issues of digital transformation of the main activities of the university. The digital transformation, which has allowed the largest universities to make a quantum leap in development, is becoming a key factor in ensuring the competitiveness of the university in the new digital era (Gama, 2019;Herri et al, 2019;Khalid et al, 2018;Maltese, 2018;Perez Gama et al, 2018;Faria et al, 2017).…”

Section: Literature Reviewmentioning

confidence: 99%

Change of the Higher Education Paradigm in the Context of Digital Transformation: from Resource Management to Access Control

Gafurov

Сафиуллин

Akhmetshin

et al. 2020

IJHE

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Digitalization and transition to a new technological structure bring humanity to another level of development. The changing technological structures, industry and society progress, enhance the importance of improving the university development model. The existing management system and infrastructure in universities are often outdated and unable to ensure their competitive and adequate functioning. Hence, the need to improve the processes of using the university infrastructure through digital technology. The composition and range of the resources should also be reviewed and supplemented with new components.The purpose of this work is to reveal the principles and requirements for improving the university infrastructure using digital technology.The methodology is based on modeling the university management system, with the concept of infrastructure logic as a core, meant to include new elements in the university management infrastructure: university stakeholders, cultural values, investments and translation.The management model transformation implies a transition from structural to infrastructural approach, from infrastructure management to managing the infrastructure logic. The digital network platform incorporating the information on all the infrastructure facilities, their status, will provide effective user access management to each university resource.The recommendations formulated to improve the university infrastructure using digital technology will make higher education more effective.

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“…Esta transformación preestablece que el aprovechar de manera eficiente todas las oportunidades y potencialidades que ofrece la gran cantidad de tecnologías digitales disponibles, redefinir completamente los modelos de negocios en toda la cadena de valor no es sencillo y, desde luego, es una tarea difícil. Este desafío es más apremiante para las organizaciones que intentan permanentemente asegurar su posición competitiva en un mercado global, pero la misma preocupación se está volviendo pertinente para las universidades, a medida que aumenta la competencia para seleccionar a los mejores estudiantes e investigadores (Faria & Nóvoa, 2017).…”

Section: Introducción a La Transformación Digitalunclassified

Un modelo conceptual de transformación digital. Openergy y el caso de la Universidad Nacional de Colombia

Serna

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Benavides

et al. 2019

Education in the Knowledge Society

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La transformación digital en la Universidad se aborda como un punto de inflexión creado por nuevos paradigmas que surgen del mundo digital, y que la ha llevado a repensarse como institución para seguir siendo competitiva, visible en su dinámica de transformación social, sostenible a través del tiempo, y no perder su vigencia en el desarrollo tecnológico que surge, en constate cambio, atendiendo así las necesidades del entorno social del que forma parte. Al asumir este reto, la universidad reconoce que es de vital importancia, como primera medida, realizar una Transformación Cultural. Este artículo presenta el caso de la Universidad Nacional de Colombia (U.N.), que abordó este cambio, en su fase inicial, a través de la divulgación con los integrantes de la alta dirección. Para lograrlo, se diseñó una metodología, que prioriza su intervención en dos aspectos: el primero, la generación de la cultura organizacional alrededor de la Transformación Digital; el segundo, la creación del Proyecto Estratégico Institucional “Transformación Digital U.N. 2030”. Ambos aspectos buscan alinear la cultura corporativa existente con las nuevas realidades digitales de la Universidad Nacional de Colombia, a través de un estudio de prospectiva. La red Openergy y la Universidad Nacional de Colombia aúnan visiones sobre la definición de la Transformación Digital como un proceso de cambio cultural dentro de una entidad con impacto en todo su contexto. La Universidad Nacional de Colombia aporta a Openergy su experiencia de definición e implementación de la visión 2030, lo que supone aportaciones desde la gestión, la docencia, la tutorización y la interacción con los diversos actores de ese proceso. En este artículo se presentan los resultados más relevantes que se identificaron en la recopilación de información primaria, y en la caracterización de los imaginarios y expectativas de los diferentes participantes y actores del proceso de transformación digital. Lo que arroja una aproximación a un modelo que los autores han denominado el Gran Partenón, que se explicita en este artículo. Adicionalmente, se reflexiona sobre las características del proceso que pueden ser aplicadas a la red Openergy y cómo puede contribuir activamente. Finalmente, se presentan las conclusiones más relevantes que se han encontrado en este ejercicio de modelización, pretendiendo mostrar la alineación y coordinación de las políticas institucionales con el quehacer universitario.

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Digital Transformation at the University of Porto

Cited by 23 publications

References 11 publications

Digital Transformation in Higher Education Institutions: A Systematic Literature Review

Digital Transformation in Higher Education Institutions: A Systematic Literature Review

Change of the Higher Education Paradigm in the Context of Digital Transformation: from Resource Management to Access Control

Un modelo conceptual de transformación digital. Openergy y el caso de la Universidad Nacional de Colombia

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