Management in View of Digital Transformation

  • Alexander I. GromoffEmail author


The current level of maintaining and developing the effectiveness of process stakeholders has become a technologically demanding task involving ever-increasing costs. The belief that the upcoming digital transformation (DT) will represent a panacea is misguided since DT requires fundamental re-education and a restructuring of all process environments and human factors. Regardless of the business sector, DT is expected to accelerate as technology advances; new entrants and new forms of business partnerships change all the rules of the current stream.


Digital transformation Knowledge structuring Process structuring Staff re-education and structuring 


  1. Buj, V. (1981). Average IQ values in various European countries. Personality and Individual Differences, 2, 168–169.CrossRefGoogle Scholar
  2. Carr, N. (2008). The big switch: Rewiring the World, from Edison to Google. New York City, NY (USA): W.W. Norton & Company.Google Scholar
  3. Floyd, P., Guthrie, J., & Waters, R. (1979). Another Brick in the Wall. Harvest Columbia.Google Scholar
  4. Henderson, J. C., & Venkatraman, V. (1993). Strategic alignment: Leveraging information technology for transforming organizations. IBM Systems Journal, 32(1), 4–17.CrossRefGoogle Scholar
  5. Hunt, E. (2011). Human Intelligence. Cambridge University Press.Google Scholar
  6. Khandaker, G. M., Barnett, J. H., White, I. R., & Jones, P. B. (2011). A quantitative meta-analysis of population-based studies of premorbid intelligence and schizophrenia. Schizophrenia Research, 132(2–3), 220–227.CrossRefGoogle Scholar
  7. Lay, G. (2014). Servitization in industry. Switzerland: Springer International Publishing.CrossRefGoogle Scholar
  8. Luftman, J. (2000). Assessing business-IT alignment maturity. Communications of the AIS, 4(14), 1–50.Google Scholar
  9. Lynn, R., & Vanhanen, T. (2012). Intelligence: A unifying construct for the social sciences. Ulster Institute for Social Research.Google Scholar
  10. Peak, D., Guynes, C. S., & Kroon, V. (2005). Information technology alignment planning—A case study. Information & Management, 42(5), 635–649.CrossRefGoogle Scholar
  11. Raja, J. Z., Johnson, M., & Goffin, K. (2015). Uncovering the competitive priorities for servitization: A repertory grid study. Academy of Management Proceedings, 2015(1).CrossRefGoogle Scholar
  12. Ren, C., Wang, W., Dong, J., Ding, H., Shao, B., & Wang, Q. (2008). Towards a flexible business process modeling and simulation environment. In Proceedings of the 40th Conference on Winter Simulation (pp. 1694–1701). Miami (USA): Winter Simulation Conference.Google Scholar
  13. Rigby, D., & Bilodeau, B. (2015). Management tools & trends 2015. Bain & Company.Google Scholar
  14. Stary, C., & Neubauer, M. (2017). Industrial challenges. In C. Stary & M. Neubauer (Eds.), S-BPM in the production industry-A stakeholder approach (pp. 7–25). Springer International Publishing.Google Scholar
  15. TechCity, N. (2016). Transforming UK industries. TechNation 2016.Google Scholar
  16. Tsou, H.-T., & Hsu, S. H.-Y. (2015). Performance effects of technology–Organization–environment openness, Service co-production, and digital-resource readiness: The case of the IT industry. International Journal of Information Management, 35(1), 1–14.CrossRefGoogle Scholar
  17. Von Neumann, J. (1966). Theory of Self-Reproducing Automata. (A. W. Burks, Ed.). Urbana (USA)/London (UK): University of Illinois Press.Google Scholar
  18. Weill, P., & Broadbent, M. (1998). Leveraging the new infrastructure: How market leaders capitalize on information technology. Boston, MA (USA): Harvard Business Review Press.Google Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  1. 1.National Research University ‘Higher School of Economics’MoscowRussia

Personalised recommendations