The Use of Digital Technologies for the Modernization of the Management System of Organizations

  • Alexander Bashminov
  • Zhanna MingalevaEmail author
Conference paper
Part of the Lecture Notes in Networks and Systems book series (LNNS, volume 78)


The digitalization covers all units and subsystems of the organization’s management mechanism. However, the importance, necessity, expediency and possibility of applying digital technologies for different elements of the organization’s management system differ. The purpose of the work is to identify the possibility and expediency of applying digital technologies for different elements of the organization’s management system. The methods of structural and hierarchical analysis are used to select blocks and individual elements of the control system. In order to improve the accuracy of the study, 3 management control units were identified. The main elements of the control system are defined within the framework of each control unit. Also, four behavioral information subsystems existing in Russian organizations are highlighted. The result of the study is an assessment of the possibility and expediency of applying digital technologies for different elements of an organization’s management system within different types of information and behavioral subsystems. The conclusion from this study is that in some cases the use of digital technologies is not necessary and possible.


Digital technologies Management control units Organization’s management mechanism Behavioral information subsystems 


  1. 1.
    Bonazzi, R., Hussami, L., Pigneur, Y.: Compliance management is becoming a major issue in IS design. In: D’Atri, A., Saccà, D. (eds.) Information Systems: People, Organizations, Institutions, and Technologies, pp. 391–398. Springer, Heidelberg (2010)Google Scholar
  2. 2.
    Schuh, G., Bernardy, A., Zeller, V., Stich, V.: New requirement analysis approach for cyber-physical systems in an intralogistics use case. In: IFIP Advances in Information and Communication Technology (IFIP AICT) 506, pp. 149–156 (2017)CrossRefGoogle Scholar
  3. 3.
    Barney, J.: Organizational culture: can it be a source of sustained competitive advantage? Acad. Manag. Rev. 11(3), 656–665 (1986)CrossRefGoogle Scholar
  4. 4.
    Mingaleva, Z., Deputatova, L., Starkov, Y.: Values and norms in the modern organization as the basis for innovative development. Int. J. Appl. Bus. Econ. Res. (IJABER) 14(10), 124–133 (2016)Google Scholar
  5. 5.
    Iden, J.: Investigating process management in firms with quality systems: a multi-case study. Bus. Process Manag. J. 18(1), 104–121 (2012)CrossRefGoogle Scholar
  6. 6.
    Bashminov, A.V.: Creation of an effective system for managing organizations on the basis of a change management approach. Econ. Entrepreneurship 12(4), 572–574 (2013)Google Scholar
  7. 7.
    Nayan, N.M., Zaman, H.B.: Information system development model: theories analysis and guidelines. In: International Visual Informatics Conference IVIC 2009: Visual Informatics: Bridging Research and Practice, pp. 894–904 (2009)Google Scholar
  8. 8.
    Anicic, D., Rudolph, S., Fodor, P., Stojanovic, N.: Real-time complex event recognition and reasoning – a logic programming approach. Applied Artificial Intelligence 26(Special Issue on Event Recognition), 6–57 (2012)CrossRefGoogle Scholar
  9. 9.
    Luckham, D.C.: Event Processing for Business. Wiley, Hoboken (2012)CrossRefGoogle Scholar
  10. 10.
    Belz, R., Mertens, P.: Combining knowledge-based systems and simulation to solve rescheduling problems. Decis. Support Syst. 17, 141–157 (1996)CrossRefGoogle Scholar
  11. 11.
    Rosca, D., Banica, L., Sirbu, M.: Building successful information systems – a key for successful organization. Ann. “Dunarea de Jos” Univ. Galati Fascicle I: Econ. Appl. Inform. 2, 101–108 (2010)Google Scholar
  12. 12.
    Bashminov, A.V.: Development of information system of management decisions in sports organizations. In: Conference Proceedings – Recent Advances in Information, Tourism, Economics, Management and Agriculture – ITEMA, pp. 758–766. Budapest, Hungary (2017)Google Scholar
  13. 13.
    Jørgensen, T.H., Remmen, A., Mellado, M.D.: Integrated management systems – three different levels of integration. J. Clean. Prod. 14(8), 713–722 (2006)CrossRefGoogle Scholar
  14. 14.
    Barata J., Da Cunha, P.R.: Towards a business process quality culture: from high-level guidelines to grassroots actions. In: Proceedings of the 23rd International Conference on Information Systems Development, pp. 6–13. Varaždin, Croatia (2014)Google Scholar
  15. 15.
    Perez-Arostegui, M.N., Benitez-Amado, J., Tamayo-Torres, J.: Information technology enabled quality performance: an exploratory study. Ind. Manag. Data Syst. 112(3), 502–518 (2012)CrossRefGoogle Scholar
  16. 16.
    Mingaleva, Z., Bykova, E., Plotnikova, E.: Potential of the network concept for an assessment of organizational structure. Procedia Soc. Behav. Sci. 81, 126–130 (2013)CrossRefGoogle Scholar
  17. 17.
    Stich, V., Kurz, M., Optehostert, F.: Framework conditions for forming collaborative networks on smart service platforms. In: Risks and Resilience of Collaborative Networks. 16th IFIP WG 5.5 Working Conference on Virtual Enterprises, PRO-VE, pp. 193–200 (2015)Google Scholar

Copyright information

© Springer Nature Switzerland AG 2020

Authors and Affiliations

  1. 1.Perm National Research Polytechnic UniversityPermRussia
  2. 2.Perm Basketball Development Foundation “PARMA”PermRussia
  3. 3.Perm State Agrarian and Technological University named after ak. D.N. PryanishnikovPermRussia

Personalised recommendations