Search results

The COVID-19 pandemic has sped up the digital shift in finance, leading to more people having access to financial services and presenting new opportunities and challenges. This chapter looks at how digital finance has changed during the pandemic, focusing on how it’s made financial services more accessible, helped lessen gender disparities, boosted digital financial understanding, and dealt with potential risks. Since the pandemic, the use of digital financial services has grown rapidly, helping to overcome geographical limitations and increase financial inclusion. This change has been especially helpful for marginalized groups and women, significantly reducing the gender gap in financial inclusion. Meanwhile, understanding digital finance literacy has become crucial for effectively using digital financial services. However, the move towards digitization brings its own challenges, especially new financial risks. These risks require increased consumer awareness, better education, and stricter regulation. The chapter concluded by saying that the path of digital finance after the pandemic is a mix of opportunities and challenges. As a result, we need a careful and balanced approach to increase financial inclusion while also protecting against potential financial risks, ultimately aiming for a fairer, more stable, and more inclusive financial landscape.

This study aims to discover and carefully review the academic works pertinent to the concepts and elements of how human resources (HRs) can be managed through digital marketing and its benefits and model of implementation.

The HR industry has seen digital transition businesses align their HR practices with cutting-edge technologies. Despite this, there are still numerous areas where conventional HR assessments must be improved. Therefore, it is important to discover why digital marketing is necessary for conducting HR practices.

The literature search found numerous published papers demonstrating the applicability of managing HRs through digital marketing. The review provided a comprehensive yet condensed overview of the philosophy behind adopting online platforms for HRs operations. The terms ‘Human Resources in Digital Marketing’ and ‘Recruiting using Digital Marketing’ were used to locate many original, peer-reviewed papers. The evidence suggests that the research was sufficiently reliable and valid.

It is recommended to use digital marketing tools and techniques to facilitate the hiring process and improve the management of HR professionals.

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

For several decades, universities have been trying to implement new technologies in their teaching methods, intending to create skills for the twenty-first century. In the literature, this process is called digital transformation. This chapter is based on an integrative revision and solid work of the authors in their university, providing students with technological devices, such as laptops, tablets, and other gadgets to invest in digital education skills. Concluding that investing in digital education is crucial for improving the student experience and preparing students for the future workforce.

Purpose: This chapter revisits digital financial inclusion as an international development agenda and discusses everything you need to know about digital financial inclusion.

Methodology: This chapter uses conceptual discourse methodology to explain digital financial inclusion.

Findings: This chapter identifies the definitions of digital financial inclusion, the goal of digital financial inclusion, the components of digital financial inclusion, the types of providers of digital financial services, the instruments for digital financial inclusion, the benefits of digital financial inclusion, the risks of digital financial inclusion, and the regulatory issues associated with digital financial inclusion. It also proposes suggestions on how to make digital financial inclusion work for the good of all. This chapter concludes by offering some implications for policymaking and practice in the digital finance ecosystem.

This chapter introduces the goals of the book Digital Humanism: A Philosophy for 21st Century Digital Society. It outlines the book’s chapter structure and discusses societal development as the context that requires Radical Digital Humanism today. The chapter argues that we need to ask the following questions: Why is Humanist philosophy important in the contemporary digital age? How can Humanism help us to critically understand how digital technologies shape society and humanity? What kind of Humanism do we need to make sense of digitalisation in society? The book Digital Humanism: A Philosophy for 21st Century Digital Society contributes to the renewal of Humanist philosophy in the digital age.

This chapter deals with the question: What is Digital Humanism? It argues that Digital Humanism is a philosophy suited for the analysis of the digital age that has specific epistemological, ontological and axiological dimensions. It also introduces a specific version of Digital Humanism, namely Radical Digital Humanism. It argues that we need to advance the co-operation of all Humanisms in order to circumvent the rise of new fascisms in the digital age. The chapter also discusses and responds to objections to Digital Humanism.

Considering the gradual move into the information age, digital technologies have become the new trend in different industries ranging from agriculture, manufacturing, transportation and banking, among others. The construction industry has also evolved progressively since the last decade to explore and adopt digital transformation considering the immense contribution it has towards productivity. More so, the need to combat global warming has compelled experts to begin to seek new technologies in achieving the green effect. This has led experts and researchers in the industry to seek how digital technologies can help to achieve sustainability and further functional construction. There has been a huge gap as to maximising the impact of digital transformation as many organisations in the industry are still struggling to successfully adopt and implement digital construction. This chapter will help to fill this gap and provide clear insight into how digital can help further sustainable construction.