Within changing value networks, the profits and competitive advantages of participation reside dynamically at control points that are the positions of greatest value and/or power. The enterprises that hold these positions have a great deal of control over how the network operates, how the benefits are redistributed, and how this influences the execution of a digital business strategy. This article is based on a field study that provides preliminary, yet promising, empirical evidence that sheds light on the dynamic cycle of value creation and value capture points in digitally enabled networks in response to triggers related to technology and business strategy. The context used is that of the European and U.S. broadcasting industry. Specifically, the paper illustrates how incremental innovations may shift value networks from static, vertically integrated networks to more loosely coupled networks, and how cross-boundary industry disruptions may then, in turn, shift those to two-sided markets. Based on the analysis, insights and implications for digital business strategy research and practice are then provided.

Digital Business Strategy and Value Creation: Framing the Dynamic Cycle of Control Points

As a result of the global pandemic caused by COVID-19, universities have carried out teaching in a digital way, accelerating the inclusion and use of technologies in methodological adaptation. The research aims to ascertain the perception that students at the Faculty of Education Sciences of the University of Granada have regarding the pedagogical model adopted in the virtual learning environment during confinement through the second semester of the 2019–2020 academic year. The information collection method was an online questionnaire, using simple random sampling with proportional affixing 0.5, 95% confidence level and maximum permissible error of 4.7%. The results demonstrate a generalised dissatisfaction of the students, being fundamental to carry out the transition of the educational processes and training of the teaching staff. The implementation of active methodologies increases due to the virtual condition, specifically the flipped classroom methodology, but students manifest generalised dissatisfaction regarding the adequate methodological development and the involvement of professors. There is an outstanding use of e-mail and the virtual learning platform (PRADO), although they consider that they do not have the appropriate knowledge about image editors, video, computer graphics, synchronous response systems and anti-plagiarism tools. The students surveyed express that the tutoring functions, tasks and beliefs of the teaching staff in e-learning are not satisfactory.

Impact on the Virtual Learning Environment Due to COVID-19

Past, present, and future barriers to digital transformation in manufacturing: A review

The paper revises the ample empirical and theoretical literature on sustainable organizational growth and strategic leadership relating to the critical aspects of the ongoing pandemic, including poverty, social responsibility, public health, and organizational and managerial innovation. Drawing from available COVID-19, management, and sustainable leadership publications released from 2020 to 2021, this paper considers influential studies exploring core business concepts, principles, philosophies, and activities for accelerating, stimulating, and nurturing social and corporate sustainability. The study analyzed the characteristics and interrelation of 133 articles through bibliometric and literature systemization techniques. We shed light on the significant influence COVID-19 has had on financial, operational, and psychological solvency and organizational health to elucidate expectations and implications for businesses worldwide concerning the long-term financial and functional impact of COVID-19. An overview of the relevant studies on the individual, organizational, and external factors relating to novel disease’s relation to sustainability are provided. We emphasize the need for digital transformation following the COVID-19 upheaval and throughout the upcoming years. Some of the generally employed techniques in response to adversity entail portfolio diversification, service delivery innovation, product redesigning, new market development, partnering with competitors and/or complementary service providers, synergizing with other stakeholders, and open innovation.

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COVID-19 Pandemic Implications for Corporate Sustainability and Society: A Literature Review

This paper examines the potentials of augmented reality (AR) technology in supply chain management (SCM) and logistics. Specifically, we provide an overview of the technology’s various value propositions and its ability to support companies’ business processes. Although the emergence of Industry 4.0 has renewed the interest in AR, and how it can address several issues challenging existing business models, rigorous studies investigating the potentials of AR for SCM and logistics activities are scant. To bridge this knowledge gap, we conducted a systematic literature review to compile existing literature, identify current research gaps, and systematize AR research in SCM and logistics activities. In total, forty-three (43) papers were thoroughly analyzed. The findings of this study reveal that AR can add value in five main areas, namely warehousing, manufacturing, sales and outdoor logistics, planning and design and human resource management. Moreover, we discuss organizations’ challenges when deploying AR in SCM and logistics and propose exploratory research opportunities for further investigation. In this paper, we highlight numerous practical implications of AR in SCM and recommend that organizations consider AR as a potential solution for enhancing business processes, improving operational efficiencies, and increasing overall competitiveness. This study represents one of the first attempts to synthesize AR’s literature from an SCM and logistics perspective.

The potentials of augmented reality in supply chain management: a state-of-the-art review

In the last years, scholarly attention was on a steady rise leading to a significant increase in the number of papers addressing different technological and organizational aspects of digital transformation. In this paper, we consolidate existing findings which mainly stem from the literature of information systems, map the territory by sharing important macro- and micro-level observations, and propose future research opportunities for this pervasive field. The paper systematically reviews 58 peer-reviewed studies published between 2001 and 2019, dealing with different aspects of digital transformation. Emerging from our review, we develop inductive thematic maps which identify technology and actor as the two aggregate dimensions of digital transformation. For each dimension, we derive further units of analysis (nine core themes in total) which help to disentangle the particularities of digital transformation processes and thereby emphasize the most influential and unique antecedents and consequences. In a second step, in order to assist in breaking down disciplinary silos and strengthen the management perspective, we supplement the resulting state-of-the-art of digital transformation by integrating cross-disciplinary contributions from reviewing 28 papers on technological disruption and 32 papers on corporate entrepreneurship. The review reveals that certain aspects, such as the pace of transformation, the culture and work environment, or the middle management perspective are significantly underdeveloped.

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Swen Nadkarni

Papers

Digital transformation: a review, synthesis and opportunities for future research