Aug 2026· Computer and Decision Making: An International Journal· 0 citations
TL;DR
An improved model of an integral indicator that takes into account five components: economic and social performance, level of digital maturity, ethical management decisions, and management transparency is proposed, which allows for a comprehensive assessment of not only the economic results of digitalization, but also the socio-ethical effect of transformation.
Abstract
The article examines the conceptual and methodological foundations of digital transformation of organizations in the context of responsible leadership development. The essence of digital transformation is defined as a systemic process of strategic updating of the business model, operational processes and corporate culture based on the use of digital technologies. The difference between automation and digital transformation is substantiated, and the role of digital management as a practical tool for implementing digital solutions is highlighted. On the basis of generalization of modern scientific approaches (resource, dynamic abilities and socially responsible management) the theoretical basis of the study is revealed. An integral index of digital transformation is proposed to quantify the level of digitalization of organizations, which takes into account the degree of implementation of basic digital technologies and their strategic impact. The model was empirically tested on the example of three companies, the results of which showed a strong positive correlation between the level of digitalization and the index of responsible leadership, including transparency, accountability and ethics of management decisions. To evaluate the effectiveness of digital management, the author proposes an improved model of an integral indicator that takes into account five components: economic and social performance, level of digital maturity, ethical management decisions, and management transparency. This approach allows for a comprehensive assessment of not only the economic results of digitalization, but also the socio-ethical effect of transformation. A scale for interpreting the levels of digital efficiency has been developed, which allows for a comparative analysis of organizations in different industries. The results obtained are of practical importance for the development of systems for monitoring digital maturity, assessing responsible leadership and formulating sustainable development strategies in the digital economy.
The article examines the concept of digital transformation, its essence, and its impact on the
activities of modern organizations. The rapid changes in the global competitive environment, the
development of information technologies, and the expansion of the digital economy have necessitated
the formation of new approaches in organizational management systems. The study analyzes the
impact of digital transformation on strategic management, decision-making processes, human
resource management, and organizational effectiveness. At the same time, the advantages of
implementing digital technologies, including operational flexibility, data-driven decision-making,
innovation opportunities, and competitive advantages, are evaluated. In addition, issues such as
cybersecurity risks, employee resistance, and technological dependence are also considered. The
article employs comparative analysis, a systematic approach, and analytical research methods. The conducted analysis demonstrates that digital transformation is not only a technological modernization
process but also an important management mechanism that ensures the strategic development of
organizations.
In the context of accelerated digitalization of national economic systems, a significant research gap is the absence of holistic and integrated approaches to the formation of strategic models for managing digital transformation at the macro level. Existing studies are mainly focused on specific aspects of digital development – such as digital governance, platform solutions, or enterprise transformation – while insufficient attention is paid to the systemic interaction between the State, economic ecosystems, and the micro-level of economic activity. This determines the relevance of the present study. The aim of the article is to provide a theoretical substantiation and systematization of strategic models for managing the digital transformation of national economic systems, as well as to develop an integrated multi-level model of digital development. The study employs systemic, structural-functional, and comparative analysis methods, as well as methods of generalization of scientific approaches to digital transformation and strategic management of economic systems. The results of the study made it possible to identify four main strategic models of digital transformation: hierarchical-administrative, network, platform, and ecosystem-adaptive. It is substantiated that the evolution of digital governance is moving from centralized administrative structures toward flexible digital ecosystems, where digital platforms, data, and artificial intelligence technologies play a key role. An integrated three-level governance model is proposed, including the macro level of State strategic management, the meso level of economic ecosystems and platforms, the micro level of enterprises and households, as well as a cross-level integrative contour of digital interaction. The scientific novelty lies in the formation of a conceptual multi-level model for strategic management of digital transformation of national economic systems, which combines institutional, platform, and ecosystem approaches into a unified analytical framework. The practical significance lies in the possibility of applying the proposed model for developing national digital development strategies, improving digital governance mechanisms, and increasing the efficiency of managing national economic systems in the context of the digital economy.
The paper analyzes e-democracy as a “bottom-up” mechanism that enhances transparency and allows citizens to participate directly in decision-making through tools like electronic petitions, participatory budgeting, and online consultations and concludes that harmonizing domestic legislation with European standards and creating specialized communication units are vital for avoiding politicized propaganda and ensuring professional governance.
S. Tkachuk, Olena Harnyk· Economic scope· 0 citations
In the context of a fundamental restructuring of the global economic paradigm, an organization’s capacity for systematic adaptation and value creation through information technologies has become a decisive determinant of sustainable development. The relevance of this study stems from the pressing need to bridge the gap between technological capabilities and organizational readiness for their integration - a challenge particularly pronounced in the contemporary Russian business landscape, where «soft» transformation factors remain the primary constraints. This research aims to develop a structured assessment model of digital maturity and to empirically validate its role as a foundation for strategic leadership at both the macro-level of the national business sector and the micro-level of an individual enterprise. The methodological framework integrates the systematization and synthesis of scholarly approaches to digital maturity, a comparative review of existing maturity assessment frameworks, and a case study of technological modernization within the FMCG sector, with particular emphasis on the transformation of governance mechanisms and corporate values. The empirical foundation draws upon sector-specific industry research on digital transformation in Russia, complemented by an in-depth examination of the implementation of managerial analytics systems, reporting visualization tools, and digital B2B partnership platforms within the NovaBev Group. The analytical results demonstrate a direct correlation between the level of digital maturity and the organization’s core financial and operational performance indicators. These findings corroborate the premise that digital maturity serves as the nucleus of global competitiveness, necessitating the balanced advancement of strategic, operational, customer-centric, and cultural dimensions within an organization.
E. Suslov, Y. Evdokimova· Journal of Monetary Economic...· 0 citations
Digital transformation is increasingly redefining the managerial practices, organizational coordination, and results of innovation in diverse industries. Empirical studies have created connections between digital capabilities, organisational agility, performance measures, and the creation of new business models, but the current literature is scattered and mostly descriptive. This current research paper is a systemic review of recent literature that aims at questioning the processes by which digital transformation enables managerial innovation. The review uses a PRISMA-conformable screening protocol to summarize the results of 25 peer-reviewed articles. The analysis presents three most common ways in which digital transformation is connected to the results of innovation: (1) digital capability building, (2) managerial process redesign, and (3) business-model innovation. The comparative analysis reveals that small and medium enterprises focus on ability building, industrial firms are oriented on strategic performance, and organisations of the public sector dedicate their efforts to the system of governance and role redesigning. The article reflects gaps in research in relation to intersecting research sectors, integration of theory, and causal explanation. It hypothesizes a conceptual framework that locates the digital capabilities onto managerial and innovation outcomes through mediating mechanisms and contextual moderators. These observations are the refinement of a research agenda based on multilevel processes, longitudinal studies, and sector-specific patterns of digital transformation.
Gopala B, S. P. Singh· International Journal of Int...· 0 citations
The article substantiates the need for a systemic approach to identifying and overcoming digitalization barriers, and proposes a criticality index, which takes into account the probability of occurrence, the scope of consequences, and the level of manageability of each factor.
A. Boykova, Andrey Spivak· Journal of Monetary Economic...· 0 citations
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