Co-workership rebooted for digital transformation: highlighting employees’ reflection and learning

In today’s world, where we are in the process of information society, especially the development of internet technology and the use of the internet by large masses of people in very wide geographies have brought along a digital transformation not only socially but also administratively. Although the administrative reflections of digital transformation have developed on the basis of the private sector primarily, it is seen that this situation has started to manifest itself in public administration and public administrations have gone into the efforts for adapting to this wave of transformation over time. The implementation of digital transformation in public administration as a whole is essentially carried out with the aim of eliminating some prominent serious problems of public administration and in addition developing the aspects further that are in good condition. As a matter of fact, new business setups are made and strategies are developed with the intention of adapting to digital transformation, so that it becomes possible for institutions to provide services in a more transparent, participatory, accountable, quality, effective and efficient manner and thus to satisfy the target audience they serve. It is seen that different structures have been made in order to adapt to the digital transformation, with the transition to the Presidential government system in Turkey. One of these new structures is Presidency Offices. Among these offices, which provide technical support to public policy making and decision-making activities in different fields, the Presidency Digital Transformation Office has undertaken the task of leading the digital transformation of the public administration. Since its establishment, the Presidency Digital Transformation Office continues to implement many activities and applications and to contribute positively to the digital transformation process in order to fulfil the mission it has undertaken. In this study, which aims to evaluate the digital transformation process through public administration and more specifically the Presidency Digital Transformation Office, digital transformation is discussed conceptually and theoretically, first. In the second Section, the main features of the presidential government system and the innovations it has brought along are emphasized. In the third and last Section, the structure and functioning of the Presidency Digital Transformation Office is explained and its contributions to the digital transformation process are evaluated through the activities and applications that the office has done so far.

The paper aims to analyze the digital transformation process’s defining elements in the COVID-19 crisis. Starting from our main objective, which consists of a critical analysis of the defining elements of the digital transformation process in the conditions of the COVID-19 crisis, we formulate the following specific objectives: to analyze the contribution of external organizational factors to put into practice the new opportunities created by the organization’s digital transformation; to evaluate the impact of digital competencies on the digital transformation of organizations; and to analyze the role of new technologies in developing digital competencies. We used the partial least squares structural equation modeling (PLS-SEM) and the bootstrapped method to evaluate the model fit, and the model was tested by SmartPLS4 software. Our research is based on information from 203 employees with authority for decision making about the digital transformation strategy in their organizations undergoing a digital transformation process. Our findings revealed that organizations, regardless of size, profile, or field of activity, are affected by changes induced by new technologies and the crisis generated by COVID-19. Therefore, formulating a digital transformation strategy must aim to minimize the risks of obsolescence and maximize the results from exploiting new digital resources. However, our results do not prove that COVID-19 crises directly and positively influence the development of digital competencies. This leads us to conclude that developing these competencies is a continuous process unaffected by disruptive factors such as crises. Instead, the development of digital competencies is influenced by new technologies. Therefore, the COVID-19 crisis directly and positively influences organizations’ developing and implementing a digital transformation strategy and new technologies. The theoretical contribution of our research consists of an explanation of the role of perturbator factors, such as the crisis generated by COVID-19, in developing digital competencies and improving digital transformation. The practical contributions are dedicated to managers that should have a different approach to the negative phenomena that will be considered catalytic factors of the digital transformation and disruptive factors of the organizational climate.

The paper deals with the digital technologies implementation in the companies’ activity, including transport enterprises. The authors pay attention to the fact that the processes of digitalization and digital transformation are necessary, and they contribute to achieving competitive advantages, reducing operating costs, improving business processes, developing customer services, and meeting customer needs at a higher level. The digital technologies implementation contributes to developing innovative business models and improving the company’s efficiency. The digital transformation of the transport industry leads to improving the service quality (safety, reliability, timing, and availability) and has a positive impact on the economic efficiency as a whole. The authors developed a modified method for measuring the service quality of passenger transport and defined an integral indicator of the quality based on economic and mathematical modeling methods. The approach makes it possible to ensure consistency and complexity of the digitalization and digital transformation processes. The authors distinguished the positive effects of the digital transformation both for manufacturing enterprises and consumers.KeywordsConsumersDigital transformationModelingQualityServiceTransport

In response to emerging financial technology (fintech) that might disrupt the banking industry, several financial institutions are undergoing digital transformation. Banks are increasingly integrating digital strategy into their business planning rather than adding it on. This research aims to identify the determinants that influence digital bank transformation. The research was conducted through a systematic literature review of 364 published papers using PRISMA and bibliometric approaches. This method is commonly used in various fields, including medicine, psychology, social sciences, and more, to provide a comprehensive and impartial summary of the current state of knowledge on a particular subject. The approach used in this systematic literature review method is the PRISMA approach. The results of the literature review show that there is an increasing trend of research related to digital banks from 2015 to 2023, which is in line with the trend of digitalization in the banking industry in both developed and developing countries. The analysis is deepened to see the important factors influencing digital bank transformation. The determinants in the digital bank transformation process include the level of digitalization, application user growth, IT investment, IT committee, cyber security, and ecosystem stocks. The results of this literature review will be a reference for further research related to digital banks, in line with the rapid digital transformation process in banking.

This study examines the perceptions of employees regarding digital transformation in organizations where digital transformation processes are being implemented. This research aims to determine the level of digital transformation perception among employees working in the public and private sectors with diverse professional roles, and to investigate whether these perceptions differ according to demographic variables. A survey design, a quantitative research method, was used in the study; data were collected through online and printed questionnaires between April and August 2025. Analyses were performed on 256 valid participant responses. The perception of digital transformation was measured using the Digital Transformation Scale, which consists of five dimensions. The findings showed that employees' perceptions of digital transformation were generally at a moderate to high level. Significant differences were found in the scores for business processes, strategy and corporate culture, and total digital transformation perception according to ag egroup and length of experience variables. It was determined that the perception of digital transformation relatively decreased as age and experience increased. Furthermore, it was found that employees working in engineering and technology fields had higher perceptions regarding personnel knowledge and competence compared to education and other departments. The results show that digital transformation should be managed not only through technological investments, but also with a holistic approach that centers on employee perception.

A digital transformation process as an emerging management practice requires a clear, well-described and detailed toolset, that will be handful and easy to apply in practical everyday tasks in a digital transformation change process. In this research, the essential tool of a digital transformation process created by authors is described. Created by research’s authors as D-Cycle, this tool allows to run a digital transformation of organisation, process, or it’s segment from any transforming object’s digital maturity level. D-Cycle will be useful as a key digital transformation tool in digital transformation programmes and day-to-day digital managers’ activities. This tool is also suitable for creating more complicated digital transformation frameworks, those suit for tasks of large enterprises or massive social institutes. D-Cycle does not focus on any certain industry or social field, hence it’s rather universal for solving digital transformation problems. Its practical concise content allows it to be used almost without any special competencies in digital transformation and makes it ready to be applied widely.

Technological advances have reached the power to change the structural features of organizations. For this reason, traditional methods of doing business are now shelved. It has been replaced by digital technologies. Today, we have come to a process where digital technologies are transformed. This process is tantamount to degradation and redesign. For this reason, businesses always have to keep up-to-date with the strategies about how they progress and the models that are the working logic of these strategies. The reason for existence does not change, but the ability to exist does. The aim is to lead a unique life course by the characteristics of the current era for the future. The aim of working with this point of view is to reveal the competencies that businesses should have to develop a strategic and original model suitable for the system structure in a period characterized by deterioration. What features are required to be successful in digital transformation and to continue living? This question is a research question. In the digital transformation process, I have explained this primarily through the mentality to be possessed. I characterized this structurally as the “entrepreneurial spirit” of the company. Afterward, I explained it in terms of having the technological software and hardware that should be owned financially. I tried to convey the next stage by taking action. I explained this with culture transfer through the mentality of the team and teammates who will do the job. In businesses, culture finds an area to spread through leaders. Therefore, in the next step, I touched on the leadership qualities that should be possessed in the digital transformation process and explained the relationship between the digital transformation process and digital business strategy in the final analysis. The general concept of the study was handled within the framework of transferring the basic business characteristics that must be possessed in the way of digital maturity that will enable us to adapt to the era to have a sustainable working logic suitable for digital transformation, and suggestions were made at the end with the discussion part.

Many scientific papers, articles, and books related to digitization, digitalization, and digital transformation have been published, and many issues are defined, researched, and discussed for two decades already worldwide, yet with timid application in real life. However, the digital transformation process in many countries has been significantly accelerated by the Covid-19 difficult situations due to social distance restrictions, and especially the lockdowns imposed by governments. The paper summarizes the roadmap to digital transformation in 193 countries according to EGDI (United Nations E-Government Development Index), the EU’s main areas for multi-projects, and Romania’s e-Government and e-Business current situation. There are also presented a number of examples of successful e-Government and e-Business projects in Romania.

This study aims to conduct a systematic analysis of the recent investigations on the process of higher education's digital transformation, particularly in developing nations. Publish or Perish v8 Software was used to conduct a systematic literature review. Initially, there were 40 papers selected, but after several search strategies as follows: Determination of search phrases based on research questions; Finding suitable search terms in titles, abstracts, and keywords; Identification of search term synonyms, other spellings, and antonyms, the number of articles to be examined has been decreased to 30. Through descriptive analysis, we try to respond to these two research questions: 1) the process of digital transformation in developing countries' higher education, and 2) what challenges do these developments present? Based on the analysis, the process of digital transformation lies in 4 processes which are planning, organizing, controlling, and evaluating. The process involved was the internal business process and the educational program. While the challenges come from the lack of expertise, lack of facilities, and uncertain economic condition. Several strategies are needed to support the digital transformation in developing countries' higher education.

Two terms that have gained traction in the academia and policy making are Digital Transformation and Sustainable Development of public and private organizations. Digital transformation can be defined as the increasing application of digitization and automation that has important impacts on the structure of business ecosystems and their products and services. The core of Digital Transformation is the overall digitization and cross-linking of the value creation process. On the other hand, Sustainable Development has been defined as “the ability to meet the needs of the present without compromising the ability of future generations to meet their own needs” (Brundtland, et al., 1987). As it can be observed, the two terms are defined in a vague way, however, their practical importance cannot be overstated. Despite the lack of a unified definition and methodological framework on how to define them, public and private organizations are making efforts to incorporate them in their practices. Consequently, the purpose of the current paper is to map the opinions of employers, employees, policy makers, academics and students on what Digital Transformation and Sustainable Development mean for themselves and their organization. To achieve the objective of the paper, a survey was developed and disseminated across Europe. The questionnaire contained questions on the process of Digital Transformation and Sustainable Development themselves, what the respondents think of and fear about those two terms, what are barriers and finally what skills are missing that their organization faces in their effort to achieve Digital Transformation and Sustainable Development. Initial results include the following: Missing skills by the employers and managers was considered the main internal barrier for achieving Digital Transformation and Sustainable Development on an organization. Finally, a series of statistical tests is performed to examine the synergies between Digital Transformation and Sustainable Development. For example, we wanted to investigate whether the answer to the question of whether the organization has experienced difficulties in finding appropriate people to achieve Digital Transformation is independent of the answer to the same question for Sustainable Development. The respondents that consider that their organization has difficulties in finding appropriate people for Digital Transformation are likely to answer that they face the same difficulty for Sustainable Development. Consequently, since there is an overlap between those skills, training people could offer a double advantage for any organization.

In the Digital Age, technological advancements are moving extremely fast, and the competitive landscape is complex, unpredictable, and constantly changing, so companies face the challenge of embracing digital transformation to keep pace with change and remain competitive. However, there are no standard road maps for digital transformation, and companies need to overcome several obstacles to make digital transformation successful. The real challenge is to develop and facilitate the step-by-step implementation of a company’s digital strategy and share a digital plan that aligns the company’s strategic vision and employees’ ambitions.An emerging organizational practise is Innovation Labs, which can be seen as a valuable response to the needs of organizations in developing digital strategies and promoting digital adoption.The chapter draws on the findings of a literature review on Innovation Labs and digital transformation and an exploratory case study conducted in an Innovation Lab to gain new insights into the role of Innovation Labs as facilitators of organizational digital transformation.The chapter describes the key features and functions of Innovation Labs and shows how they promote digital capabilities and digital transformation processes and strategies in organizations.

Purpose Digital transformation has unfolded across various industries and levels of analysis. Most prior research has predominantly focused on the positive aspects of digital transformation. However, its challenges impacts remain underexplored, especially in the context of small and medium-sized enterprises (SMEs). Digital transformation strategies implemented by large corporations cannot be directly applied to smaller firms through simple scaling down. In light of these differences, this study aims to investigate the challenges of digital transformation through the lens of dynamic capabilities and uses paradox theory as a meta-theoretical framework to explain how organizations manage the inherent tensions emerging from digital transformation processes. Design/methodology/approach Case studies using a qualitative approach have been recognized as suitable for exploratory research, particularly on topics that have not been extensively studied. Based on grounded theory, data collected through interviews, field observations and focus group discussions were analyzed in three stages: open coding, selective coding and axial coding. The use of diverse informants and multiple data collection techniques enabled us to conduct triangulation, thereby ensuring the validity of the findings. Findings Drawing on multiple qualitative case studies, the study identifies a range of challenges of digital transformation associated with each high-order dynamic capability. This study identifies a series of challenges arising from digital transformation during the processes of sensing, seizing and transforming. The study identified twelve specific challenges and further elaborated on how SMEs respond to these challenges. However, these responses also generate further consequences, revealing a cyclical process inherent in digital transformation. Research limitations/implications While this study focuses on high-order capabilities, future research is encouraged to delve deeper into the micro-foundations of dynamic capabilities. Practical implications Managers must be able to identify the optimal level of digital transformation implementation. Maximizing digital transformation is not necessarily better; in fact, it may lead to inefficiencies. Originality/value This study offers a unique contribution by examining the contradictions inherent in digital transformation through the theoretical lenses of paradox theory and dynamic capabilities. The findings of this research can serve as a foundation for future studies or be tested through surveys, allowing the cycle of knowledge development to continue.

With the continuous development of artificial intelligence, big data, cloud computing and other technologies, the digital economy has gradually become the main artery of the economy. This article explores Midea's digital transformation process through case studies. The study found that Midea Group closely connects the internal enterprise through digital systems, combines internal data with the Internet, and establishes a middle financial office, ultimately realizing the digital transformation of finance. The digital transformation of finance has brought significant improvements in Midea Group's operating and management costs, thus affecting the enterprises overall performance to a certain extent. At the same time, the transformation process of Midea Group still has shortcomings, which can be used for reference for enterprises planning to carry out digital transformation in the future. Digital financial transformation is not achieved overnight. It requires enterprises to combine their own conditions, give full play to the systematic and comprehensive nature of digital finance, achieve the effect of improving the efficiency of enterprise operations, and ultimately improve enterprise performance.

With the advent of digital technologies, society is reshaping itself radically. In the last decade, digital technologies have brought fundamental changes in the industry and business environment. The holistic socioeconomic and industrial changes are a result of general-purpose technology aspects of digital transformation, which are rare and have inherent capabilities of self-transformation to bring long-term benefits across the entire global business environment. After the steam engine, electric generator and printing press, the recent development of digital transformation has created an opportunity with extensive sustainable and incremental influence for disruption and renovation. However, the most important difference between digital transformation and the previous general-purpose technologies such as steam engines and electric generators is the pace of technology’s penetration across the globe. To cope with the accelerated speed of global digitization, the digital transformation process should be accepted, adopted and adapted across society and business utilizing a multi-dimensional strategy. This book illustrates a strategic structure that covers Digital Challenges for Industries, Applicability for Digital Transformation, Digital Transformation Framework, People and Organization Structure, Capability Delivery Activities and Life Cycle Benefits. How will businesses embrace digital transformation? How will organizations formulate a digital transformation strategy? How will they invest in digital technologies? To answer these questions, a strategic structure is created which can provide guidelines to businesses to create a framework for digital transformation that includes strategy, process, governance and funding. The exponential growth in data capacity (storage, process and communication) due to rapid digitalization has created infinite opportunities and different dimensions to businesses. Digital platforms have enabled alternative business models by deconstructing the traditional value chains. Agile concepts driven by design thinking have brought innovative perspectives with an environment of boundless disruption. To run a company with sustainability and manage disruptions more consciously, the adoption of a digital platform with an appropriate strategy is the only viable option. Digital transformation (DX) goals and strategies should be in line with a company’s business objectives. The strategic structure explained in the book is a global framework that can be adopted by any profit or nonprofit organization. Like any other transformational process, digital transformation has created structural tension between "old" and "new". In this tension, employees play a large role and their clarity of thought regarding the transformation process is of paramount interest. To overcome this tension, companies need to orient as learning organizations, which will provide opportunities for growth in an ambidextrous environment, embraced with a digital ecosystem. The book explains how the structural tension between old and new can be mitigated by effectively involving all stakeholders in the transformation process.

Digital Transformation Process and SMEs