Aug 2026· Journal of Monetary Economics and Management· pp. 144-151· 0 citations
TL;DR
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.
Abstract
Digital transformation of construction organizations is a complex multidimensional process that affects business processes, organizational structure, personnel competencies, and managerial decision-making. The article substantiates the need for a systemic approach to identifying and overcoming digitalization barriers, which in existing research are typically examined in isolation from one another. Based on the analysis of the industry-specific characteristics of construction production, five key constraint areas are identified: personnel (shortage of digital competencies), technological (fragmented IT architecture), financial and investment (high capital costs), regulatory and informational (lack of unified data exchange standards), and information security. To assess the significance of barriers, a criticality index is proposed, which takes into account the probability of occurrence, the scope of consequences, and the level of manageability of each factor. A mechanism for overcoming barriers has been developed, encompassing diagnostics of the information environment, implementation of pilot digital solutions with economic effect assessment, scaling, and continuous improvement. The proposed approach enables construction organizations to transition from fragmented automation to managed digital transformation while minimizing investment risks and enhancing data consistency across all stages of the capital construction facility life cycle.
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.
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
It has been demonstrated that traditional approaches to business management, based on hierarchical structures, fragmented interdepartmental interactions, and limited use of analytical tools, are gradually losing their effectiveness; consequently, implementing digital platforms to modernize management systems is becoming increasingly relevant. A comparative analysis of changes in the processes of planning, organization, motivation, coordination, and control resulting from the implementation of digital platforms is presented. It is argued that implementing digital platforms enhances management efficiency by automating business processes, optimizing resource utilization, improving information exchange between organizational units, ensuring operational control, and facilitating well-informed management decisions based on analytical data. At the same time, the main risks of digital transformation are identified, including the need to reengineer business processes, significant investment costs, the complexity of integrating information systems, the need to develop staff digital competencies, and increased cybersecurity requirements. It has been determined that digital platforms ensure comprehensive integration of management processes, the creation of a unified information environment, the automation of operations, improved analytical support, and the refinement of management decision-making mechanisms. The functional capabilities of the main types of digital platforms – ERP, CRM, BPM, SCM, and BI – are systematized, and their role in transforming individual functions of enterprise management is determined. It has been proven that digital platforms are not only technological tools for automating individual operations but also complex mechanisms for the strategic transformation of the enterprise management system. Their integrated use forms an enterprise digital ecosystem, which ensures greater flexibility, adaptability, competitiveness, and sustainability in operating in the digital economy.
Keywords: digital platforms, digital transformation, digital economy, enterprise management system, management solutions, enterprise activities, information, business processes, management functions.
Rostyslav Baran· Ukrainian Journal of Applied...· 0 citations
The implementation of innovation in organizations is a complex process, the success of which is determined not only by technological or financial factors, but also by a common understanding, employee motivation, and the ability to coordinate activities across organizational boundaries. However, in scientific literature, the prerequisites for innovation implementation are often described in a fragmented manner, which makes it difficult to create a unified, practical structure. The aim of this article is to systematize the enabling conditions that support innovation implementation in organizations. The article is based on a structured scoping literature review and qualitative content analysis. The analysis identified ten categories that promote innovation implementation, which are grouped into four higher-level codes: Direction and sensemaking; Motivational Readiness; Actor Alignment and Coordination, and Implementation capacity. Together, these codes describe the conditions that define the ability of an organisation to transform ideas into concrete actions and implemented organizational solutions. The proposed code and category structure complements the literature on innovation and knowledge management, providing a focused framework for analyzing and applying the conditions for innovation implementation in organizational management practices, promoting sustainable results and organizational development.
Simona Ozoliņa-Ugore, Anita Straujuma· International Scientific Con...· 0 citations
The relevance of the topic is due to the need to modernize the architecture of modern institutions in the context of European integration, digitalization and systemic crises, which requires a transition from rigid bureaucratic structures to flexible management models. The purpose of the article is to theoretically substantiate and practically systematize specific barriers that arise in the process of managing changes in institutional projects, as well as to identify key success factors that can ensure the effectiveness of large-scale organizational transformations. The methodological basis of the study is a set of methods of scientific knowledge, in particular: using systemic and structural-functional analysis, the institutional environment was investigated as a holistic ecosystem and the nature of interaction between the levels of its hierarchy, comparative analysis was used to compare commercial and institutional project management, the classification and typification method allowed to structure the identified barriers, the matrix method of stakeholder mapping was used to model strategies for interaction with stakeholders according to the criteria of their influence and interest, the generalization method was used as the basis for updating the categorical apparatus of the theory of change management and forming an adaptive management model. The results obtained consist in the formation of a holistic architecture of barriers to institutional change, which are differentiated into structural and organizational (bureaucratization, hierarchy, inertia), regulatory and resource (legislative rigidity, lack of capital and competencies) and psychological and behavioral. It is proven that the greatest threat is latent resistance of personnel and imitation of support from line management against the background of low readiness for change. A system of success factors is modeled, where the leading role is assigned to transformational leadership and two-way transparent communications. The effectiveness of process and integrative approaches to synchronize project decisions with the daily operational activities of institutions is substantiated. The practical value of the results obtained is that the proposed stakeholder interaction matrices and adaptive management models can be directly used to diagnose the organization’s readiness for reforms, develop preventive communication strategies, reduce the level of personnel resistance and optimize resource allocation during the implementation of real transformation programs in the public and corporate sectors.
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.
N. Vavdiiuk, Nataliia Koretska, D. Smolych et al.· Computer and Decision Making...· 0 citations
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