Digital transformation as a factor of changes in the organizational behaviour of international companies

Digitalization is an essential process for enterprises in the post-industrial economy, which contributes to increasing their competitiveness and opens up new opportunities for involvement in global digital value chains. Digitalization practice provides for developing recommendations and algorithms for overcoming and preventing errors within the scientific discourse, thus the aim of the article was to determine the impact of digital technologies on the organizational behaviour of international companies and generalize causes of digital transformation failure. Changes in organizational behaviour under the influence of digitalization have been systematized using the generalization method. The causes of unsuccessful digital transformations in organizations have been structured using the five-stage digital transformation model. The main factors of failures at each stage have been discovered. At the stage of automation errors result from the failure to understand the mission and value of the business and to implement digital technologies. At the isolated stage the negative factor is the insufficient support of priority changes and the wrong choice of what exactly needs to be transformed. It has been discovered that at the stage of partial synchronization systemic digital transformation is hindered by an ineffective change management strategy or an insufficient number of transformation projects for adequate change of the overall operation. Problems with the organizational structure or digital literacy can lead to the disruption of digital transformation at the stage of full synchronization. The risks of continuous transformation stage result from losing the priority, ensuring the transformation, due to inflexible culture, lack of discipline regarding the constant identification of new business disruption risks and responding to them. The practical significance of the present research is stipulated by the proposed recommendations for changes in the organizational behaviour of companies that will reduce the risks of failures in particular and failures of digital transformation as a whole Ausführliche Beschreibung

Gespeichert in:

Autor*in:	L. Piddubna [verfasserIn] M. Gorobynskaya [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch ; Ukrainisch

Erschienen:	2023

Schlagwörter:	digitalization organizational flexibility stages of digital development agile methodologies digital transformation mistakes levels of impact of digital technologies

Übergeordnetes Werk:	In: Управління розвитком - Simon Kuznets Kharkiv National University of Economics, 2019, 21(2023), 4, Seite 25-36
Übergeordnetes Werk:	volume:21 ; year:2023 ; number:4 ; pages:25-36

Links:	Link aufrufen Link aufrufen Link aufrufen Journal toc Journal toc

Katalog-ID:	DOAJ09720059X

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title_auth	Digital transformation as a factor of changes in the organizational behaviour of international companies
abstract	Digitalization is an essential process for enterprises in the post-industrial economy, which contributes to increasing their competitiveness and opens up new opportunities for involvement in global digital value chains. Digitalization practice provides for developing recommendations and algorithms for overcoming and preventing errors within the scientific discourse, thus the aim of the article was to determine the impact of digital technologies on the organizational behaviour of international companies and generalize causes of digital transformation failure. Changes in organizational behaviour under the influence of digitalization have been systematized using the generalization method. The causes of unsuccessful digital transformations in organizations have been structured using the five-stage digital transformation model. The main factors of failures at each stage have been discovered. At the stage of automation errors result from the failure to understand the mission and value of the business and to implement digital technologies. At the isolated stage the negative factor is the insufficient support of priority changes and the wrong choice of what exactly needs to be transformed. It has been discovered that at the stage of partial synchronization systemic digital transformation is hindered by an ineffective change management strategy or an insufficient number of transformation projects for adequate change of the overall operation. Problems with the organizational structure or digital literacy can lead to the disruption of digital transformation at the stage of full synchronization. The risks of continuous transformation stage result from losing the priority, ensuring the transformation, due to inflexible culture, lack of discipline regarding the constant identification of new business disruption risks and responding to them. The practical significance of the present research is stipulated by the proposed recommendations for changes in the organizational behaviour of companies that will reduce the risks of failures in particular and failures of digital transformation as a whole
abstractGer	Digitalization is an essential process for enterprises in the post-industrial economy, which contributes to increasing their competitiveness and opens up new opportunities for involvement in global digital value chains. Digitalization practice provides for developing recommendations and algorithms for overcoming and preventing errors within the scientific discourse, thus the aim of the article was to determine the impact of digital technologies on the organizational behaviour of international companies and generalize causes of digital transformation failure. Changes in organizational behaviour under the influence of digitalization have been systematized using the generalization method. The causes of unsuccessful digital transformations in organizations have been structured using the five-stage digital transformation model. The main factors of failures at each stage have been discovered. At the stage of automation errors result from the failure to understand the mission and value of the business and to implement digital technologies. At the isolated stage the negative factor is the insufficient support of priority changes and the wrong choice of what exactly needs to be transformed. It has been discovered that at the stage of partial synchronization systemic digital transformation is hindered by an ineffective change management strategy or an insufficient number of transformation projects for adequate change of the overall operation. Problems with the organizational structure or digital literacy can lead to the disruption of digital transformation at the stage of full synchronization. The risks of continuous transformation stage result from losing the priority, ensuring the transformation, due to inflexible culture, lack of discipline regarding the constant identification of new business disruption risks and responding to them. The practical significance of the present research is stipulated by the proposed recommendations for changes in the organizational behaviour of companies that will reduce the risks of failures in particular and failures of digital transformation as a whole
abstract_unstemmed	Digitalization is an essential process for enterprises in the post-industrial economy, which contributes to increasing their competitiveness and opens up new opportunities for involvement in global digital value chains. Digitalization practice provides for developing recommendations and algorithms for overcoming and preventing errors within the scientific discourse, thus the aim of the article was to determine the impact of digital technologies on the organizational behaviour of international companies and generalize causes of digital transformation failure. Changes in organizational behaviour under the influence of digitalization have been systematized using the generalization method. The causes of unsuccessful digital transformations in organizations have been structured using the five-stage digital transformation model. The main factors of failures at each stage have been discovered. At the stage of automation errors result from the failure to understand the mission and value of the business and to implement digital technologies. At the isolated stage the negative factor is the insufficient support of priority changes and the wrong choice of what exactly needs to be transformed. It has been discovered that at the stage of partial synchronization systemic digital transformation is hindered by an ineffective change management strategy or an insufficient number of transformation projects for adequate change of the overall operation. Problems with the organizational structure or digital literacy can lead to the disruption of digital transformation at the stage of full synchronization. The risks of continuous transformation stage result from losing the priority, ensuring the transformation, due to inflexible culture, lack of discipline regarding the constant identification of new business disruption risks and responding to them. The practical significance of the present research is stipulated by the proposed recommendations for changes in the organizational behaviour of companies that will reduce the risks of failures in particular and failures of digital transformation as a whole
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Digital transformation as a factor of changes in the organizational behaviour of international companies

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