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Digital technologies create myriad innovation opportunities and have inspired the establishment of many new start-ups in recent years. Despite the growing knowledge on digital entrepreneurship, few studies explore how start-ups exploit these opportunities to achieve entrepreneurial success. The purpose of this paper is to explore start-ups’ capabilities for successful delivery of digital artefacts in a cloud computing infrastructure.

Empirical data were collected during a qualitative case study of an established start-up in the Chinese market by interviewing 41 interviewees. Informed by the notion of dynamic capabilities and using the Gioia methodology, the case firm's life cycle was analysed in detail.

The study identifies start-ups’ ordinary and dynamic capabilities for successful development and delivery of digital services. The findings provide insights into a portfolio of start-ups’ capabilities, namely adaptation, networking, reengineering and refinement.

The study suggests that start-ups’ capabilities and underlying entrepreneurial actions determine the degree to which adoption of digital technologies create and transfer value to customers. The study offers specific insights into how start-ups successfully develop and deliver digital artefacts in a cloud infrastructure based on entrepreneurs' prior expertise, vision and accumulated experience.

The introduction of digital resources has not only had considerable impact on the role of libraries in the information society, but it has also had a remarkable effect on back office procedures, i.e. on the way the library is organised. This article presents a case study of a reengineering process at the Bayerische Staatsbibliothek (Bavarian State Library) in Munich, Germany, the central regional library of the State of Bavaria and one of the largest academic research libraries in Europe with local, regional and supraregional responsibilities. Due to the multiple roles of this library, it was particularly important not only to bridge the gap between traditional and new material, but also to create a flexible organisational platform for the various tasks at the different levels indicated.

The authors extensive field experience and analysis suggests that the traditional strategy approach is increasingly ill equipped for a business environment that is being radically changed by new digital technology.

They explore some of the ways in which strategy development approaches need to be revised to remain relevant in the world of artificial intelligence, digital reengineering and cognitive computing.

Digital technology is both a means to tactical advantage and the key to transformational strategic opportunities.

Today’s strategies need to allow companies to proactively discover what is going to drive customer value, and also spontaneously react to changing market conditions.

Re-conceptualizing the future with advanced digital technologies -- “Digital Reinvention” -- starts with working with customers to anticipate and characterize what, how, when and where they wish to engage in the future.

The Open Archives Initiative (OAI) Protocol for Metadata Harvesting presents one promising method by which metadata regarding archives and manuscripts can be shared and made more interoperable with metadata from other sources. Against the background of archival descriptive theory and practice, this article outlines a method for exposing deep, hierarchical metadata from encoded archival description (EAD) files and assesses some theoretical and practical issues that will need to be confronted by institutions choosing to provide or harvest OAI records generated from EAD files. Using OAI on top of existing EAD implementations would allow institutions to repurpose their data and potentially reach more users but would also accelerate the process of reengineering archival access mechanisms. Archivists and technologists using OAI with EAD must pay careful attention to the necessity of preserving archival context and provenance.

The study aims to design a holistic multi-stage hierarchical model that leverages the firm's knowledge-enabled distinctive core competencies (DCCs) and builds enduring and profitable customer relationships to achieve sustainable competitive advantage (SCA) in dynamic and challenging environments. It developed a knowledge-enabled customer-centric competitiveness strategy (KCCS) model that integrates four pillars: business process reengineering (BPR), knowledge management (KM), customer relationship management (CRM) and competitiveness strategy. It also proposed a BPR model to enable cross-functional cooperation and coordination for firms dealing with customers, provided a blueprint for KCCS's successful implementation and compared the KCCS model with other customer-centric (CC) approaches.

This study adopted an exploratory research design based on a literature review of relevant studies. It has systematically analyzed 130 articles and books from Scopus, the Web of Science, Google Scholar and other renowned databases from 1982 to 2022. The analysis involved identifying and selecting relevant literature and conducting thematic research to develop a theoretical KCCS model that integrates BPR, KM, CRM, competitiveness strategy and the firm's SCA into a KCCS model.

This study developed an integrative KCCS theoretical model rooted in the extant literature in BPR, KM, CRM, competitiveness strategy, DCCs, SCA and other fields. The study proposed a BPR model as a significant component of KCCS that enables cross-functional cooperation and coordination, which are often troublesome for firms in their dealings with customers. The study also provided a blueprint for successfully implementing the KCCS model and compared the KCCS model with other CC approaches.

This study filled many research gaps in the literature in which knowledge-enabled CC frameworks are widely scattered. It offered a conceptual multi-stage hierarchical KCCS model that combines interrelated elements of BPR, KM, CRM, and competitiveness strategy. It proposed a BPR model as a significant component of the KCCS that enables cross-functional cooperation and coordination, which frequently form barriers when dealing with customers. It also provided a blueprint for successfully implementing the KCCS and compared it with other CC approaches.

The purpose of this paper is to address the difficulties faced by manufacturing enterprises by providing a project portfolio management approach supporting the selection and prioritization of various Industry 4.0 projects where business process analysis is used to ensure the strategic alignment and value of the project portfolio.

The design research methodology, a mixed applied research methodology, was used to develop and test the proposed approach.

Despite the growing interest of the scientific and industrial communities in I4.0, it seems that there is no method by which manufacturing companies can select a large number of improvement projects. Moreover, studies tend to focus on the evaluation and implementation of a single technology, while the transformation of an intelligent plant requires the consolidation and coordination of many initiatives to achieve a global objective.

The proposed project portfolio management model offers support to enterprises during their digital transformation and improves their processes by integrating technology levers through consistent and achievable selection of I4.0 initiatives while meeting strategic goals and objectives.

Although only a small percentage of the world's population has access to the Web, its influence over the world economy and society is very high. It is possible to imagine a completely different economy from the industrial one, but the potential of information and communications technology constitutes a challenge for traditional economic thought. This paper explores the characteristics of the information society and the global economy from the perspective of the developing countries of Latin America, and the potential of the digital economy to transform social relationships both universally and locally. As Latin America is about to start its third century of political autonomy, the digital revolution provides a new opportunity to articulate that freedom of action and to exercise alternative strategies.

Increasing use of information and communication technology (ICT) in education has, along with other consequences, shifted the context from teacher-centric to student-centric. These changes pose fresh challenges to the prevalent education systems all over the world, which already have fallen short of the expectations. The purpose of this study is to show that e-learning is not only about ICT following a holistic approach to learning which embeds systemic approach and learning loops but also about students and teacher’s actions in ICT-enabled learning environment. This study investigates the importance of engagement of students and teachers in blended learning with a focus on factors which affect this engagement.

Based on systems theory and socio-technological approach to e-learning, the paper documents an experiment which was carried out in a higher education institution. Postgraduate students of one course were divided into two groups. Instructor of the first group was not required to engage with the online content and had to deliver his course in a traditional face-to-face format. Instructor of the second group continuously spent time on the learning management system (LMS), developing more content, participating in online discussions and responding to students. LMS tracked the online activity of both the instructors, and semi-structured interviews of students were conducted.

Based on behaviour of 152 students of a postgraduate programme, students’ time spent online is directly proportional to the instructor’s online time, promptness of instructor’s response to online activities queries of students increased student engagement, the students’ engagement increases if the online content is related to the syllabus but engagement is not the same as the face-to-face lectures in the class.

The research was conducted in India and is based on the behaviour of instructors and students in India. It was focussed on engagement issues of blended learning, while other issues of blended learning have not been in the focus of the research.

The research is important for the practice of higher education, and the result of the study can be taken into consideration while developing online courses for students enrolled in higher education.

If higher education institutions take a strategic decision to use ICT in e-learning, engagements of participants and factors affecting engagement are crucial for the better quality of education. In such a way, blended learning fulfils requirements of a holistic approach to learning.

Despite the fact that e-learning as a way to deliver academic content has been extensively researched, there are not many studies focussed on engagement issues in blended learning, and even fewer studies have been conducted in an experimental way which allow in-depth research.

The process of supply chain digitalization (SCD) through enterprise and inter-enterprise information systems (EIIS) is a challenging task. Understanding and studying barriers of SCD adopting EIIS are essential for better management of supply chains (SCs) in the long run. This paper analyses the key EIIS adoption barriers affecting the process of SCD.

Fifteen key EIIS barriers of SCD in the context of an electronic SC were identified from existing literature and in consultation with experts from industry and academia. Grey-based decision-making trial and evaluation laboratory (DEMATEL) methodology is used to identify cause–effect relationship and extent of the strength of relationship amongst EIIS barriers. Sensitivity analysis is done to verify the robustness of the study.

EIIS barriers were classified into seven major cause factors and eight effect factors. This study provides a structural framework of key EIIS adoption barriers to decision makers by classifying barriers into cause and effect groups for effective SCD and better management.

This study contributes to SC literature by exploring key EIIS barriers affecting the process of SCD. These findings will also help the practitioners in effective decision making for digitalization.