title: Digital transformation in companies: Strategic analysis, drivers and models
metadata.name: dc.contributor.author
metadata.value: Tsenzharik, Maria K.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Krylova, Yulia V.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Steshenko, Valeriia I.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2021-03-03T19:55:20Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2021-03-03T19:55:20Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2020-09
metadata.lang: -
metadata.name: dc.identifier.citation
metadata.value: Tsenzharik M. K., Krylova Yu. V., Steshenko V. I. (2020) Digital transformation in companies: Strategic analysis, drivers and models. St Petersburg University Journal of Economic Studies, vol. 36, iss. 3, pp. 390–420.
metadata.lang: en_GB
metadata.name: dc.identifier.other
metadata.value: https://doi.org/10.21638/spbu05.2020.303
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/25128
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: The article provides terminology for processes of digitalization and digital transformation. For
  structuring digital transformation processes, the authors offer a modification of the strategic
  scorecard and distinguish technologies as an additional perspective. Using business cases, the
  authors analyzed approaches to digital transformation, revealed principal digital transformation
  models, and described them. The interrelations between targets, models, and strategies of
  digital transformation are demonstrated. The authors argue that digital transformation has to
  be considered to be a part of corporate strategy rather than isolated processes, with common
  strategizing tools and metrics applied. External and internal environment elements for digital
  transformation are structured. It is shown that the internal digital environment can be evaluated
  with the companies’ digital maturity models. The external environment has a complex
  structure that can be described by the digital economy and society development in a country,
  a region, and a city; digital intensity level in an industry; and a digital ecosystem potential.
  All the authors’ contributions and conclusions are based on research papers, public statistical
  data, and analysis of Russian and foreign companies.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: ru
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: St Petersburg State University
metadata.lang: en_GB
metadata.name: dc.relation.ispartofseries
metadata.value: St Petersburg University Journal of Economic Studies;Volume 36; Issue 3
metadata.lang: -
metadata.name: dc.subject
metadata.value: digital transformation
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: digitalization
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: digital strategy
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: strategic analysis
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: digital transformation model
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: digital environment
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: digital ecosystem
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: modified strategic card
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Digital transformation in companies: Strategic analysis, drivers and models
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Article
metadata.lang: en_GB
resources.filename: 390-420.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/25128/1/390-420.pdf
resources.format: Adobe PDF
resources.size: 1,01 MB