From AI to digital transformation: The AI readiness framework

Strategies and means for selecting and implementing digital technologies that realize firms’ goals in digital transformation have been extensively investigated. The recent surge in artificial intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. In this article, I present a framework intended to assist efforts to address one of the first of these challenges: assessment of organizational AI readiness—that is, an organization’s ability to deploy AI technologies to enable digital transformation, in four key dimensions: technologies, activities, boundaries, and goals. I show that this framework can facilitate analysis both of an organization’s current sociotechnical AI status and of the prospects for the technology’s fuller value-adding, sociotechnical deployment. The AI readiness framework invites fuller theorizing of the roles that AI can—and will—play in digital transformation.     

The digital transformation of industrial players

Digitalization is transforming the industrial landscape. Smarter products, data-based services, and new business models promise to reshape the whole manufacturing industry. But just below the visible excitement lurk unexpected tensions and challenges that can make digital transformation an excruciating journey for industrial companies. In this article, we decipher the digital transformation strategy choices of leading industrial firms in a highly innovative country. We then identify four dominant tensions that managers need to sort out. We also provide guiding principles for selecting a digital transformation strategy capable of overcoming each of the identified tensions.     

Digital power: Value chain upgrading in an age of digitization

We investigate whether and how digitization may affect the power relationships that constrain the upgrading of small and medium-sized enterprises (SMEs) in global value chains (GVCs). Combining GVC literature and Resource Dependency Theory, we examine the three features that shift upgrading constraints: asset-specificity, market disintermediation, and innovation sources. The outcomes of a multiple case study encompassing Brazilian firms intentionally sampled from the Digital Games Industry refine our propositions, leading to the concept of digital power as the potential difference in the power imbalance that a supplier may experience in relation to lead firms when performing similar functions in value chains with different digitization degrees. We contribute to International Business literature regarding the relatively unaddressed effects of digital technologies on power relationships in value chains, and deepen the extant understanding of value chain upgrading as a phenomenon. For practitioners, our results inform ways of benefiting from digital industries.     

Diagnosing a healthcare cybersecurity crisis: The impact of IoMT advancements and 5G

Internet of Medical Things (IoMT) technology remains in early stages of adoption, but advancements and breakthroughs are quickly moving this process forward. There is a critical need for cybersecurity to be a priority in the development of these new tools, alongside design and utility. Given the rapid pace and potential magnitude of the coming advancements in IoMT, if privacy and security risks are neglected, a significant crisis could emerge in the form of more frequent cybersecurity breaches. This article examines the market opportunities and risks associated with IoMT and outlines a plan for proactively mitigating concerns and providing a platform to foster growth, to modify attitudes and behaviors, and to continue to build consumer confidence in the overall health system without sacrificing security.     

Tortoise,not the hare: Digital transformation of supply chain business processes

With the rapid development of digital technologies, many supply chain professionals are wondering how to move forward. Three technologies are poised to change supply chain business processes: robotic process automation (RPA), artificial intelligence (AI)/machine learning (ML) and blockchain. Based on interviews with supply chain professionals in 14 large, mature manufacturing and service organizations, we outline the promise of each technology and forecast their broad-scale adoption potential. Organizations should take the following measures to ensure their readiness to adopt and effectively use one or more of these technologies: (1) identify a supply chain technology visionary who can lead through the maze of technologies and the changing digital landscape, (2) develop a digital technology roadmap for their supply chain processes, and (3) update foundational information systems.     

Creating an innovative digital project team: Levers to enable digital transformation

Digital transformation encompasses an organization's ability to adapt, respond, and position itself for success in the face of rapid technology evolution. A critical structure in achieving successful digital transformation is the digital project team, yet there is little research on how they are created and developed. Much of the focus has been on agile methodologies and processes but there is less research to inform organizations on digital team dynamics such as roles, empowerment, learning, and leadership development. This article describes our findings from a multilevel study of the IT function of 60 companies, including fieldwork at five company sites involving more than 130 semistructured interviews with senior level IT professionals. We identify four essential team-based levers that enable digital transformation: (1) diverse and targeted team composition, (2) iterative goal setting, (3) continuous learning, and (4) talent management. Using company examples and practices, we describe how digital leaders are using these levers to propel their organizations forward in the journey toward digital transformation.     

From disruptively digital to proudly analog: A holistic typology of digital transformation strategies

Recently booming academic interest in digital transformation aims to provide continuous support to managers in dealing with this important issue. However, as with all new fields, the scholarly literature is characterized by increased variability and diversity of topics covered, constructs used, and the relationships between them, resulting in an unclear and blurry understanding of the whole of digital transformation. Our article closes this gap by identifying distinctive digital transformation strategies in terms of two critical dimensions: usage of digital technologies and readiness of a business model for digital operation. The result is a typology of four generic digital transformation strategies that essentially differ in the primary motivation and target of transformation, leadership style, importance of skills like creativity and entrepreneurial spirit among employees, risks and challenges faced in the process, consequences of potential failure, and available tactics for improvement. By providing heuristics and a systematic basis for comparison of different strategies, it is our belief that the proposed framework will be useful to researchers and managers responsible for and interested in digital transformation.     

Impact of Digital Transformation on Value Creation in Fintech Services: An Innovative Approach

The aim of this article is to indicate economic and financial characteristics of financial technology, or fintech, that contribute to value creation in the financial services industry. This study presents a theory of digital transformations and elements of ecosystems theory and connecting them to fintech issues. Building from the DIPLOM model of corporate diplomacy. Corporate diplomacy. Building reputations and relationships with external stakeholders. Sheffield UK: Greenleaf Publishing Limited, this article proposes the DIPLOMA model with seven elements of fintech best practice, that are, Digital, Innovation, Pricing, Learning, Openness, Modernity, and Agility. This article stresses on practical insights to provide tool to enable stakeholders create value on fintech.     

基于物联网操作系统平台构建智慧管网的思路研究

随着机器学习、图像识别等技术的发展,国家越来越重视人工智能技术在各领域的应用推广。在国家整体发展战略部署政策的引导以及支持下,智慧管网、智慧城市、智慧工业以及智能电网等概念逐渐被提出。文章首先对智慧管网的发展以及政策进行了梳理分析;然后对智慧管网方面的国内外发展现状进行了梳理,随后对物联网技术架构进行了分析;在此基础上,引入物联网操作系统平台的概念,提出一种基于物联网操作系统平台构建智慧管网的思路;最后对智慧管网建设进行了总结与展望。     

物联网安全测评和风险评估技术研究

提出采用信息安全仿真、物联网安全测评和安全风险评估技术实现的物联网安全测 评和风险评估服务平台的主要技术、平台结构和系统实现。此平台能够为物联网建设方案、 安全技术手段进行测试与评估,推动我国物联网建设和物联网安全产业的发展。     

Managing for competency with innovation change in higher education: Examining the pitfalls and pivots of digital transformation

Digital transformation recently converged on organizations as a new paradigm—a must-have exemplar—to enable competitive advantage. While the effects of digital transformation and their analytics, along with platform technologies, are becoming pronounced in companies, there is still a need to examine their implications on higher education. In light of the dynamics of digital transformation, how can higher education better manage the shift toward newer competencies and the need for innovation presented by the emergence of digital technologies? In this article, I examine the issues around the need for this balance—often defined in strategy as ambidexterity, or the need to address both competency with innovation—by outlining the historical trajectories that led to this problem in higher education, identifying three common pitfalls that higher education programs and administrators face, and tying these issues to higher education’s absorptive capacity. To resolve these pitfalls, this article builds upon absorptive capacity frameworks for education practitioners and strategies as a prospective change management tool.     

改进的宽带信号有理数倍采样率变换结构

针对现有的数字器件无法满足对宽带信号进行有理数倍采样率变换的问题,提出了 一种改进的宽带信号有理数倍采样率转换结构。在分析抽取器与内插器顺序的基础上,得出 了等效变换的前提条件,并结合多相滤波结构使改进的结构更具有实际应用价值。仿真实验 证明了改进后结构的有效性。通过与现有有理数倍采样率变换结构运算量对比分析表明,改 进后的结构的运算效率为传统结构运算效率的1/（LM）倍,其中L和M为变换过程中的内插因 子和抽取因子。     

Research and Researchers: The Enduring Value of Conferences to Logistics and Supply Chain Scholars

Academic conferences serve the critical purposes of bringing together scholars to not only advance the state of the art in research, teaching, and practice, but also to socialize with established and prospective members of the academic society. In this way, conferences help to instill and reinforce the values of the academic society. Logistics and supply chain scholars are increasingly targeted to join in the dialogue of different academic networks and attend conferences in tangential disciplines. This editorial speaks to the growing affinity for logistics and supply chain scholars in different disciplinary settings, yet underscores the CSCMP Annual Global Conference (AGC) and its Academic Research Symposium (ARS) as the premier forums for advancing the state of the art in supply chain scholarship and reinforcing the discipline’s traditions and values.     

Sensor-based entrepreneurship: A framework for developing new products and services

As the Internet of Things (IoT) begins to dominate the technology landscape, there will be new products and services that will become technically and financially feasible. Internet technologies and advancements in social interaction tools have led to an increase in the use of the crowd as a provider of business solutions. Yet, we have seen a mere fraction of the possibilities of crowdsourcing technologies. This is because most of the development, discussion, and research around crowdsourcing has focused on active-input crowdsourcing. However, the real transformative pressure will come from passive sources of data generated primarily by developing and growing sensor technologies. This next generation of crowdsourcing will be a game changer for entrepreneurial opportunities. As crowdsourcing systems proliferate, more input will be acquired from sensors, artificial intelligence, bots, and other devices. As a result of this explosion, the variety of product and service opportunities will swell as entrepreneurs become more aware of technologies merging—such as the combination of crowdsourcing, sensors, and big data into a new type of entrepreneurship: sensor-based entrepreneurship. The purpose of this research is to contribute by (1) clarifying the next generation of crowdsourcing and (2) developing and presenting a framework to help sensor-based entrepreneurs plan, develop, and map their new products and services.     

物联网产业商业模式的本质与分析框架

物联网是实现物体智能化识别、定位、跟踪、监控和管理的一种网络。随着物联网新技术、新产品和新服务的普及,物联网产业正在形成。物联网产业的发展离不开商业模式的支撑,在回顾国内外有关商业模式、物联网产业商业模式研究的基础上,根据实际情况、全方位考察和抽象总结,文章提出由业务运营模式、技术服务模式和资本投资模式三大模块构成的物联网产业商业模式分析框架,进而探讨不同模块的运营内容。     

物联网与跨文化商务沟通的关系窥探

物联网技术的发展实现了计算机技术与社会各个领域的无缝融合与链接,将原始的"人-机"交互逐步向"人-物"、"物-物"交互方向转变。运用文献资料、对比分析等研究方法,以物联网对跨文化商务沟通领域产生的影响作为研究切入点,试图窥视和挖掘二者之间的相互关系,从而为技术革新引领的新型跨文化商务沟通研究格局提供一定的理论参考。     

互联网和数字化情境中的零售新机制——马克思流通理论启示与案例分析

为了探讨互联网、数字经济背景下的零售本质及其创新机制,本文从马克思流通理论出发,认为无论基于社会再生产视角还是商业资本视角,零售的本质始终在于作为关键的"交换"要素而发挥"媒介供需"的功能,应重视发挥零售识别需求、引导生产的联动机制,而零售商业资本则通过专业化的零售活动以保证更高的媒介效率,亦即以"质效担保"而更好发挥零售最本质的媒介功能。互联网和数字化技术不是对社会再生产基本规律的突破,从而也不改变零售的媒介本质,而是引发了具体的媒介机制的变化。适应互联网长尾需求的极大显现和"拉"式产销逻辑的转化,利用数字化驱动引导形成高度适应需求动态的柔性生产,是零售深度媒介供需的新机制,也是数字化零售引领形成经济增长新动能的体现。本文还进一步应用案例研究法佐证了上述机制。     

The Internet of Things (IoT) in retail: Bridging supply and demand

A sales channel serves two primary functions: delivering information and products to customers. Omnichannel retailing allows for the decoupling of these two functions as consumers can learn about products through channels that differ from those used to purchase them. This separation requires a sophisticated inventory and supply chain operation, as well as integration of all customer touchpoints, in order to match fast-moving supply and demand. The Internet of Things (IoT) can play a fundamental role in channel integration because it allows companies to rebalance supply and demand. We classify IoT initiatives on an opportunity map, presenting a strategic framework that distinguishes initiatives by the value they create and by their major area of impact. We justify the adoption of IoT in terms of its enabling capabilities—those immediately realized by deploying IoT sensor data—but its true potential resides in its enhancing capabilities—unanticipated benefits following IoT adoption—at the intersection of supply and demand.