Towards Modeling of Information Processing Within Business-Processes of Service-Providing Organizations

Kovalchuk, Sergey V.; Funkner, Anastasia A.; Balabaeva, Ksenia; Derevitskii, Ilya V.; Fonin, Vladimir; Bukhanov, N.

doi:10.1007/978-3-030-50371-0_49

Cited by 1 publication

(3 citation statements)

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“…Digital transformation and business strategy development allow organizations to adapt to their client's individual needs [29,30], to follow the trends in the business sector [31,32], and to align with each other in the value networks [33,34]. These changes enable organizations to gain a competitive advantage [35,36] and possibly sustainability [37,38] based on digitalization [9,39] and technology implementation [40,41] called digitization [42].…”

Section: Literature Review 21 Definitional Issuesmentioning

confidence: 99%

“…What is more, the network effect theory plays a special role in building network strategies [95]-the network effect results from the inclusion of new customer groups into an already existing system. Thanks to low transaction costs in the digital world, this effect has become a network management "icon" [33]. Thanks to this theory, a huge group of strategies related to digital technology platforms has developed in the energy sector [96,97].…”

Section: Digital Strategiesmentioning

confidence: 99%

“…Strategies based on the innovation of the digital economy gain importance in the areas where network strategies are most extensive [101]. At the same time, the greatest opportunities can be seen in the area of digital strategies interpreted through the Network Strategy School Theory [33]. This school provides the basis for developing digital strategies towards qualitatively new ways of business management in various economic sectors, the energy sector especially [9].…”

Section: Digital Strategiesmentioning

confidence: 99%

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Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

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