digital transformation phd topics

Research trends in digital transformation in the service sector: a review based on network text analysis

• Empirical article
• Published: 07 February 2022
• Volume 16 , pages 77–98, ( 2022 )

Cite this article

• Jin Sung Rha 1 &
• Hong-Hee Lee   ORCID: orcid.org/0000-0001-8144-2588 2  

13k Accesses

32 Citations

Explore all metrics

Digital transformation has influenced value chain operations of both manufacturing and service firms. This study examined digital transformation in the service sector through network text analysis of 330 related articles published during the past 10 years. The selected papers’ keyword link relations were analyzed to create network maps of research topics, ranging from traditional to emerging ideas of researchers. Dominant research topics and their clusters were identified using centrality and community analyses, and research trends were identified. The results of this study will help researchers and practitioners in the relevant fields capture the overall picture of the field.

Similar content being viewed by others

Research streams on digital transformation from a holistic business perspective: a systematic literature review and citation network analysis

J. Piet Hausberg, Kirsten Liere-Netheler, … Kristin Vogelsang

Digital transformation trends in service industries

HeeSoo Chin, Durga Prasad Marasini & DonHee Lee

Digital Servitization as a New Research Stream: A Bibliometric Analysis

Avoid common mistakes on your manuscript.

1 Introduction

Digitalization has accelerated innovation to a point never imagined before (Lee and Lim 2018 ). Businesses have been implementing digitalization to support flexible changes in operational processes, information systems, and society at large (Parviainen et al. 2017 ). Digitalization enables service innovations (Tronvoll et al. 2020 ) and has caused recent changes in the business environment of various industries (Kapadia and Madhav 2020 ). Therefore, digitalization, if well utilized, can help the enterprise develop dynamic capabilities for agility, flexibility, and resilience in delivering the products and services that customers want (Teece 2014 ; Lee and Trimi 2021 ). Thus, firms can utilize digital technologies to continuously improve their value proposition (Coreynen et al. 2020 ). Digitalization is also seen as a source of organizational sustainability, allowing firms to continuously pursue internal efficiency and external opportunity to create value and increase the market share (Parviainen et al. 2017 ; Kamalaldin et al. 2020 ).

Unlike digitization, which means utilizing digital technologies, digitalization includes value creation for the customers after utilizing the technologies (Seyedghorban et al. 2020 ). Digitalization is defined as “the use of digital technologies and digitized data to impact how work gets done, transform how customers and companies engage and interact, and create new digital revenue streams” (Strønen 2020 ). Recently, various digital technologies have triggered service business growth through digitalization or digital transformation (Gebauer et al. 2021 ). Major technologies for digitalization are AI, Internet of Things (IoT), cloud computing, and big data (Kretschmer and Khashabi 2020 ). IoT, cloud computing, and big data analytics, often considered as base technologies for digitalization, have enabled firms to explore new opportunities to execute customer-oriented business models (Lee and Lim 2018 ; Frank et al. 2019 ; Paiola and Gebauer 2020 ). IoT has made various entities, from physical devices to software, connected with each other through networks. The data exchange in real-time between the entities provides deep insights into material and information flows in the supply chain. IoT, also known as Internet of Everything (IoE), helps construct sophisticated knowledge networks for value creation through real-time communication (Lee and Lim 2018 ). Cloud services are the backbone of digital transformation because they help store and analyze large sets of data at reasonable cost (Abolhassan 2016 ). According to Statista.com ( 2021 ), the number of IoT-connected devices is expected to reach more than 30 billion by 2025, from 11.7 billion in 2020. Big data analytics deals with “the use of advanced analytic techniques against very large, diverse big data sets that include structured, semi-structured and unstructured data, from different sources, and in different sizes from terabytes to zettabytes” (IBM.com 2021 ). Since traditional database management systems are not powerful enough to handle big data, advanced technologies such as AI and IoT are deployed for the analysis. Many organizations rely on big data analytics to extract valuable information and knowledge from the data collected through various channels. Important topics on big data analytics such as storage capacity, visualization, and wireless sensor networks have attracted the attention of big data researchers (Choi et al. 2017 ). Using the document co-citation analysis, Ardito et al. ( 2019 ) found four clusters representing big data analytics and management in the literature: (1) conceptual evolution of big data analytics, (2) management transformation by big data analytics, (3) effects of big data analytics on resource management and performance, and (4) transformation of supply chain management by big data analytics (Ardito et al. 2019 ). Big data analytics facilitates the internal process, helps detect errors, and enhances customer engagement (Kretschmer and Khashabi 2020 ).

Digital transformation in the service sector has recently emerged as an important research topic, and an increasing number of studies have been published in conference proceedings and journals. The present study analyzes the trends of the research on digital transformation by conducting network text analysis on the papers that have recently been presented in conferences and published in academic journals to shed light on future directions of digital transformation in the service sector. Network text analysis examines semantic relations among keyword nodes by constructing matrices of co-occurrences and presenting a visual form of a network (Lee and Su 2010 ). Unlike conventional studies that investigated research trends based on simple frequency analysis of research topics and methodologies used, this study analyzes the relationships among central research topics and keyword clusters of recently published papers on digital transformation in the service sector through network text analysis using NetMiner4.0. This study is organized as follows. Section  2 reviews previous studies on digital transformation. Section  3 provides an overview of network text analysis and examines the published papers digital transformation in services that have been frequently cited. Section  4 summarizes the analysis results and proposes future research directions. Finally, Sect.  5 describes the implications of the results, limitations of the study and future research needs.

2 Literature review

2.1 digital transformation strategy.

Digital transformation should be an important part of corporate strategy since its effective implementation would have such significant impacts on organizational agility, flexibility, and resilience which in turn result in positive performance outcomes (Kretschmer and Khashabi 2020 ). For example, Amazon has used very effective and sophisticated big data analytics, which has been a major enabler of the firm’s success in sales performance (Jannapureddy et al. 2019 ).

Digitalization helps establish high-level collaboration with customers, which can generate new revenue sources (Scherer et al. 2017 ). The most significant benefit of E-commerce is learning about customers over time, without needing to deploy additional channels to push products or services to them (Strønen 2020 ). Competitive E-commerce service providers, such as Amazon.com and Alibaba.com, gather a vast amount of customer information about the relationship between age and access times or customer characteristics of a specific product. Kretschmer and Khashabi ( 2020 ) found digitalization helps enhance interaction with consumers. Companies need to unlearn inflexible product-oriented strategies and balance product and service assets to assure the transformation journey is smooth toward a comprehensive service mindset (Tronvoll et al. 2020 ).

Digitalization has helped companies develop and implement innovative business models (Hokkanen et al. 2021 ). Digitalization has attracted many knowledge workers to handle cognitive tasks, for both business and society (Loebbecke and Picot 2015 ). According to Kretschmer and Khashabi ( 2020 ), digital transformation has guided changes in organizational structures through the evolution of internal processes, which they labeled a strategic renewal. The digital transformation process in the service-dominant age should be supported by the strategic shifts of organizations. Tronvoll et al. ( 2020 ) suggested three facilitators of the shift: identification, dematerialization, and collaboration. By identifying real-time information, a company can make effective move from planning to making both short-term and long-term decisions that are most appropriate in the environment. The firm can transition from physical insufficiency to abundance and doing more with less, by dematerialization enabled by digital servitization. Collaboration among partners in a value chain allows the participants to develop horizontal relationships rather than constrained by vertical ones in the organization.

The digital transformation process presents many potential challenges as well as opportunities. However, many organizations encounter difficulties in changing their business models tailored to the transformation environment (Loebbecke and Picot 2015 ; Kretschmer and Khashabi 2020 ). Digitalization allows advanced data analytics, connectivity among products and services, and blurred boundaries among suppliers, customers, competitors, and even markets (Porter et al. 2014 ). Many large organizations are tradition bound and afraid to abandon their existing arrangements, the transformation process becomes disjointed, thus making it difficult to develop desired business models. For this reason, flexible and innovative startups are generally more effective than their large counterparts in radically changing their business models even under budget constraints (Loebbecke and Picot 2015 ). In sum, digital transformation is rapidly becoming an imperative driver of competitive advantage in the rapidly changing market environment (Kretschmer and Khashabi 2020 ).

2.2 Digital servitization

Fierce competition and technological advances drive firms toward implementing a digital servitization strategy (Coreynen et al. 2020 ). Like digitalization, digital servitization requires organizations to make drastic changes in their business models and operations (Tronvoll et al. 2020 ). Many companies are increasing their service offerings through digital transformation. Mobidoo, a Korean venture firm, offers a secure and easy-to-use mobile payment service to credit card users, using encrypted inaudible sound waves. As the world adopts digital payment systems, the users are increasingly concerned about security issues and compatibility with international standards (Mridha et al. 2017 ). For another example, wearable devices in healthcare such as smart health trackers and blood pressure monitors have helped deliver various healthcare services through smartphone apps (Lee and Lee 2020a ). Firms are moving from the primary focus on goods they offer to integrated ecosystems with services, and this trend appears prevalent in both manufacturing and service industries (Coreynen et al. 2020 ).

The term “servitization” was coined by Vandermerwe and Rada ( 1988 ) and digital servitization is defined as “the transition toward smart product-service-software systems that enable value creation and capture through monitoring, control, optimization, and autonomous function” (Coreynen et al. 2020 ). The servitization trend has been embraced by various disciplines with different labels such as the product-service system, transition from product to solutions, hybrid offerings, and others (Paiola and Gebauer 2020 ). Digitalization is the main driver of servitization. Martín-Peña et al. ( 2018 ) argued that any firm interested in adopting servitization must first consider implementing digital transformation.

Digital servitization is defined as “the transformation in processes, capabilities, and offerings within industrial firms and their associated ecosystems to progressively create, deliver, and capture increased service value arising from a broad range of enabling digital technologies” (Sjödin et al. 2020 ). Digital services activate relational interactions with customers to enhance service quality, brand loyalty, and customer satisfaction (Kamalaldin et al. 2020 ). As digital technology adoption has enabled product-oriented companies to develop service-oriented business models through digital servitization. To benefit from digitalization, value chain stakeholders are shifting their attention from the product-oriented transactional model to the service-oriented relational arrangement (Kamalaldin et al. 2020 ).

Digital servitization has two organizational perspectives, a front-end perspective and a back-end one (Kryvinska et al. 2020 ). The front-end servitization supports deeper interactions with customers while back-end servitization helps the organization achieve operational efficiency and improved resource allocation (Coreynen et al. 2017 ). To be competitive in the dynamic marketplace, a critical resource is firm’s capacity to collect and analyze data that are essential for developing competitive advantage (Paiola and Gebauer 2020 ). Coreynen et al. ( 2020 ) also suggested separating organizational efforts that are directed toward exploitation allied with digital servitization and those focused on exploration. According to that study, exploration seems more effective when the two efforts are made together even though both exploitation and exploration support digital servitization.

3 Methodology

3.1 network text analysis.

This study performed a network text analysis to identify the research trends regarding digital transformation in the service industry. Network text analysis encompasses text mining and network analysis. Text mining is used to analyze and obtain meaningful information from unstructured textual data. Network analysis consists of a network of nodes and links based on data matrices and is used to determine the network structure and effect of each node. By combining these analytical techniques, network text analysis helps obtain key information from texts and build various networks based on co-occurrence matrices (Ferstl et al. 2008 ).

Previous research trend analyses classified the articles based on the researchers’ subjectivity or sorted them manually based on the applied methodologies and theories (Rha 2020 ). However, network text analysis can help analyze the given texts exploratively. Therefore, this method is advantageous in that it can quantify and explain the research trends objectively, through using the text data of research articles.

Recently, many studies in various business fields explored research trends using network analysis. Fahimnia et al. ( 2015a , b ) searched published articles on supply chain management on Scopus and built document, citation, and co-citation networks. They also used cluster and Page Rank analysis to identify key researchers in subfields over time and determined influential articles in the network using the citation index. Feng et al. ( 2017 ) analyzed the clusters of key research articles by building a co-citation network of articles on corporate social responsibility, extracted the main keywords by building a co-word network, and built the clusters of subtopics. Lee and Rha ( 2018 ) developed a network using keywords as nodes extracted from articles published in Service Business: An International Journal for 10 years and analyzed the trends in subtopics in service business areas by calculating the degree of centrality and betweenness centrality.

3.2 Procedures of network text analysis

Network text analysis is generally conducted based on the following procedures (Pyun and Rha 2021 ). First, a database is selected to search the research articles for analysis. This study used Scopus, a widely known academic database, to search the articles. Scopus encompasses most major articles in business and social science fields. Thus, it is suitable for capturing the research trends in specific subfields (Rha 2020 ; Yu and Rha 2021 ). Second, keywords were extracted from the articles searched on the database, after which they were cleansed. On Scopus, indexed keywords and those presented by researchers can be extracted from the selected articles. This study mostly used the keywords presented by authors. After keyword extraction, we performed the following additional steps: supplementing keyword omissions, unifying the terms, and deleting useless words. The whole process is explained comprehensively in the Results section. Third, using the extracted keywords, their frequency in the articles was transformed into a matrix to construct a two-mode network comprised articles and keyword nodes. A two-mode network refers to a network with two dimensions of nodes. In a two-mode network, articles and keywords are connected with links, rather than with another article or another keyword. Therefore, relations among keywords cannot be analyzed directly with just two-mode networks. Fourth, the two-mode network comprised articles and keywords was transformed into a one-mode network comprised only keyword nodes. Network transformation is based on the co-occurrence of keywords. Suppose article A presents keywords a and b; article B presents keywords a, b, and c; and article C presents keywords a, b, and d. Then, keywords a and b are likely to be in co-occurrence, hence highly correlated. In this case, keyword nodes a and b are connected with a link when building a keyword network. This study used the cosine similarity algorithm to transform a two-mode network of articles and keywords into a one-mode network with just keywords. This study conducted centrality and cluster analyses to identify the characteristics of keyword nodes. Degree centrality and betweenness centrality were also analyzed. Keywords with a high degree of centrality indicate that the relevant field is the most actively researched, while those with a high betweenness centrality indicate that the keywords are highly expandable. Using cluster analysis, research topics can be grouped based on the network structure. The procedures of network text analysis performed in this study is shown in Table 1 .

4.1 Articles selected for analysis

This study collected and analyzed published articles on digitalization in the service industry. We used Scopus to search for the relevant articles. As shown in Table 2 , various search words were entered to analyze the related articles. Articles were selected using the search words that are related to the keywords presented by the authors or indexed by Scopus. The research areas were limited to “Business, Management, and Accounting” and “Decision Science”. Further, only peer reviewed articles published in English, including those in journals or presented in conferences or symposiums, were selected for analysis. Three hundred and thirty articles were selected as the study sample, excluding those searched redundantly using various search words.

Figure  1 summarizes 330 articles by year of publication. Since 2016, the number of studies on digital transformation began to accelerate. This study searched only articles published up to June 2021. Table 3 shows major journals that published the articles in our sample.

The number of articles by year

4.2 Preprocessing to build a keyword network

A total of 1126 keywords were collected from 330 articles in our research sample. Keywords presented in the articles were used preferentially. Further, in case the keywords were omitted, some keywords were extracted from the article titles as done by previous studies (Rha 2020 ). Cleansing was further conducted. Of the 1126 keywords, some were similar in meaning but expressed in different ways. For example, “Internet of Things” and “IoT” carry the same meaning and were therefore unified into “IoT”, and “Artificial Intelligence”, and “AI” as “AI”. Similarly, “Healthcare Industry”, “Health Services”, “E-Healthcare”, and “M-Healthcare” were all dealt with “Healthcare” and were therefore unified as “Healthcare”. When keyword cleansing was necessary according to the content of the article, two researchers in the service field were consulted.

This study used “Service”, “Digitalization”, and “Digital Transformation” as search keywords. As these keywords were presented in most articles, they could not be considered as influential keywords despite their high frequency and centrality in network analysis. Further, it is more important to analyze the keywords that are linked to digital transformation than digital transformation itself as this study analyzed articles on digital transformation in the service industry. Therefore, this study eliminated “Service”, “Digitalization”, and “Digital Transformation” from the gathered keywords. Ultimately 1049 keywords were used in network analysis through keyword cleansing. Of the 1049 keywords, those with a high frequency were “Innovation”, “Industry 4.0”, “Servitization”, “Business Model”, “IoT”, “E-government”, “Financial Services”, “Healthcare”, and “Big Data”. Fig.  2 shows a word cloud created based on keyword frequency, with higher frequency shown in bigger texts.

4.3 Building two-mode and one-mode networks

By collecting keywords, a matrix is naturally formed with two dimensions: articles and keywords. The keywords presented in each article were used. The frequency of each keyword of an article could be either “1”, or “0” if there was no keyword. If a certain keyword occurred in a certain article, the value between the two would be “1”. Thus, these two are connected with a link in the network. This is how a two-mode network is comprised article nodes and keyword nodes. In this case, article nodes are not linked with each other, neither are keyword nodes. Figure  3 shows a two-mode network comprised articles and keywords, with most articles and keywords forming a huge network. This indicates that most articles researched related topics. A small number of other articles had keywords that were not presented by other articles. These articles, therefore, were separated from the two-mode network.

Two-mode network between keywords and research articles

To transform the two-mode network comprised articles and keywords into a one-mode network comprised keyword nodes only, this study calculated cosine similarity as shown in Eq.  1 . This study included only the keywords that had the occurrence frequency of 2 or above when developing a one-mode network. The cut off value of cosine similarity was 0.2.

where C ik  = number of occurrences of keyword i , C jk  = number of occurrences of keyword j .

The keyword network is shown in Fig.  4 . Keyword nodes in the one-mode keyword network are connected with links when they occur in multiple articles, as the higher the co-occurrence the greater the cosine similarity. The locations of keyword nodes in the network are insignificant; they are located close when they are relevant. Moreover, the links have no weights or directions.

One-mode network among keywords

4.4 Centrality analysis

Centrality analysis was conducted using the keyword network. This study analyzed degree centrality and betweenness centrality. Degree centrality shows how many links a particular node has with other nodes in the network. Nodes with high degree centrality are actively linked to many other nodes in the network, indicating their keywords are closely related to subtopics that are most actively examined. Betweenness centrality increases when a particular node is frequently located on the paths between different nodes. Nodes with high betweenness centrality mediate other nodes and are therefore analyzed as keywords connecting subtopics or expanding concepts in the keyword network. Degree centrality and betweenness centrality can be calculated as shown in Eqs.  2 and 3 .

where g jk  = the number of shortest paths that connect nodes j and k , g jk ( n i ) = the number of paths that passthrough node i among the shortest paths that connect nodes j and k , [( g  − 1)( g  − 2)/2] = the number of all node pairs not including n i ).

Table 4 shows the results of the degree centrality analysis. The keywords with a high degree centrality were “Business Model”, “Servitization”, “Innovation”, “Customer Experience”, “Industry 4.0”, “Big Data”, and “Business Ecosystem”. Many studies on digital transformation in the service industry explored the development and application of new business models in line with digital transformation. Moreover, many studies were on servitization based on sensing, data storage and analysis technology as well as pursuing innovation through digitalization. They examined business ecosystems for developing new business models and innovation.

Table 5 shows the results of the betweenness centrality analysis. They are generally similar to the results of the degree centrality analysis. However, keywords such as “Banking”, “Financial Services”, and “Healthcare” showed a relatively high betweenness centrality. This implies that many studies on digital transformation in the service industry were focused on topics related to finance and healthcare.

A cluster analysis was conducted using the structural characteristics of the keyword network. The process was based on the algorithm of Blondel et al. ( 2008 ) and provided by NetMiner. Keywords with high cohesion can be placed in one group through cluster analysis. Therefore, clusters comprised keyword nodes can be analyzed as subtopics on digital transformation in the service industry. Consequently, 6 clusters were formed as shown in Fig.  5 . Table 6 shows the main keywords of each cluster.

Keyword network clustering analysis

The first cluster is about analyzing new ecosystems by business firms regarding the digitalization of services and new collaborative mechanisms. Further, the main keywords were “Ecosystem”, “Platforms”, “Value Creation”, “Fintech”, “Information Sharing”, and “Collaboration”. Articles related to the first cluster among our sample of 330 articles are as follows. Liu ( 2020 ) argued that real-time information sharing and co-value creation between firms have become important in digitalized services, and that it is necessary to consider a new business ecosystem based on new collaboration methods as firms depend more on one another. Endres et al. ( 2021 ) proved that digital innovation in the process of new software product development promotes entrepreneurial ecosystems and improves performance.

The second cluster is about major digital technologies that drive the digital transformation of services. The main keywords were “Blockchain”, “Industry 4.0”, “IoT”, “Product Services Systems”, and “Cybersecurity”. Li et al. ( 2020 ) analyzed the rapid increase in the application of blockchain technology in financial service and conducted a scientometric analysis, which showed that much attention was focused on legal matters and the security advantage of blockchain. The data on a blockchain is secured through cryptography, the decentralized peer-to-peer network infrastructure, and distributed ledger technology. Sestino et al. ( 2020 ) indicated that IoT is one of the most important technologies in the digitalization of services as customer behavior and interests can be databased and identified on a real-time basis.

The third cluster is about the acceleration of digital transformation owing to COVID-19 and the digitalization of the healthcare industry. The main keywords were “COVID-19”, “Healthcare”, “SME”, and “Smart City”. Rapaccini et al. ( 2020 ) conducted a survey and found that the COVID-19 pandemic accelerated digital servitization and caused service providers to concentrate their competencies on developing new products based on digital technology. Denicolai and Previtali ( 2020 ) found that digital transformation in the healthcare industry drives the development of precision medicine, increases the intensity of collaboration among organizations in the healthcare value chains, and drives the optimization of treatment performance and cost reduction by promoting information sharing in the ecosystem.

The fourth cluster is about the development and application of new business models as an outcome of digital transformation in the service industry and servitization using digital technologies. The main keywords were “Dynamic Capabilities”, “Servitization”, “Value Co-Creation”, and “Business Model”. Volberda et al. ( 2021 ) argued that unlike traditional business models, digital transformation enables new business models for value co-creation with partners or customers. Here, dynamic capabilities are important for adapting to the fast changing environment and breaking free from the barriers of conventional methods and rules. Payne et al. ( 2021 ) explained that the diversification of services that can be aligned with products in the era of digital transformation enables all kinds of innovation by providing new customized value to customers based on service-oriented business models.

The fifth cluster is about E-government, E-commerce, and E-services that drove the digitalization of services. The main keywords were “E-Government”, “E-Commerce”, “E-Services”, and “Marketing”. Loukadounou et al. ( 2020 ) showed that the Greek government increased the citizens’ satisfaction with administrative services and also reduced related costs through digital transformation of administrative processes. Case ( 2019 ) conducted a case analysis on B2B firms and discovered that digital transformation resulted in considerable changes in E-commerce among the firms studied. Case further found that the level of customer experience anticipated by B2B buyers through E-commerce had increased substantially.

The sixth cluster is about the digitalization of financial business. The main keywords were “Financial Services”, “Banking”, and “Insurance”. Niemand et al. ( 2021 ) showed that banks with entrepreneurship and a strategic vision for digital transformation can improve their performance based on digitalization. In the same context, Breidbach et al. ( 2019 ) argued that digitalization does not guarantee better performance in financial business; rather, it is necessary to examine various managerial options, such as orchestration with existing services, effectively executing safety measures for security, assessing the performance of new financial services and value co-creation efforts with customers.

5 Discussion and conclusion

This study identified the research trends of digital transformation in the service industry through network text analysis. Today, organizations strive to become agile organizations that are adaptable to the dynamic business environment, as customers are increasingly demanding various forms of new services in convergence with the digital media (Lee and Lim 2018 ). Thus, there has been an increasing number of studies on relevant topics. This study searched 330 articles on Scopus and used them to conduct a network analysis. The results of the centrality analysis using the keyword network can be summarized as follows. The most actively studied subtopics in relation to digital transformation in the service industry were “Business Model”, “Ecosystem”, “Servitization”, and “Customer Experience”. Digital transformation enables firms to collaborate with all of their stakeholders for value co-creation. This naturally leads them to develop new business models and concentrate on creating and operating new business ecosystems with partners and customers. Moreover, as the development of digital technologies has enabled product-oriented firms to develop service-oriented business models, they began to focus on digital servitization. Value creation through new customer experience also became an important organizational strategy. Many studies in our research sample dealt with healthcare and financial services, as identified by the betweenness centrality analysis.

This study identified major topics of research on digital transformation in the service industry through cluster analysis of the keyword network. The identified topics were classified into six groups. The first cluster was about building new business ecosystems for digitalization. Whereas digitization is the process of converting analog to digital, digitalization is the transformation process of making business processes over to use digital technologies (Gobble 2018 ). Many studies showed that digitalization in the service industry requires new management procedures and practices, demanding significant changes in organizational structure and culture (Sklyar et al. 2019 ; Pelletier and Cloutier 2019 ; Liu and Guo 2021 ; Endres et al. 2021 ). The second cluster included studies on technologies that are prevalently used in digital transformation, mostly Industry 4.0 technologies including IoT and blockchain. Many researchers have pointed out that IoT and blockchain technologies enable service providers to enhance monitoring, traceability, and full transparency over business processes with secure network platforms (Chehri and Jeon 2019 ; Rosete et al. 2020 ; Li et al. 2020 ). Because of these advantages, the market size of digital healthcare, fintech, and other untact services are expected to grow sharply (Lee and Lee 2020b ). The third cluster showed that the COVID-19 pandemic has accelerated digitalization in all social sectors, including the service industry and the healthcare area particularly. Even though face-to-face care plays a critical role in the current healthcare system, digital healthcare is suggested as an alternative face-to-face with a virtual visit to prevent infection and accelerate telemedicine services in the COVID-19 era (Yamamoto 2021 ; Tortorella et al. 2021 ). Many studies maintained that service organizations are speeding up the adoption of digital transformation to respond quickly and decisively to the COVID-19 pandemic era with resilience (Bartsch et al. 2020 ; Agostino et al. 2021 ; Abdel-Basset et al. 2021 ). The fourth cluster highlighted that digital transformation led to the development of new business models in the service industry. Further, various studies were conducted on the topic of digital servitization. Digital servitization creates new innovative services such as add-on services to smart product-service systems, enabling organizations to sense, seize, and reconfigure new business opportunities (Linde et al. 2021a ). Previous literature pointed out that digital servitization allows service organizations to build a platform for better interactions with customers, improving data collection, storage, analysis, and utilization (Sklyar et al. 2019 ; Linde et al. 2021b ). The fifth cluster was about E-government and E-commerce that drove digitalization in the service industry even before digital transformation. E-government systems aimed at providing more responsive and efficient services to the public with digital technologies, enhancing citizens’ trust and confidence in government (Uyar et al. 2021 ). Likewise, E-commerce has provided customers with a personalized shopping experience and broken down the barriers of time, place, and space (Ameen et al. 2021 ). The articles in this cluster indicate that various managerial insights in conventional E-service are important and they need to be finetuned to be suitable for the digital era. The final cluster was about digital transformation in the financial industry. Even though COVID-19 crisis has accelerated the digital transformation, there are some barriers in adoption of digital transformation in the financial industries such as functional and psychological barriers (Santos and Ponchio 2021 ). Functional barriers include product value and risk related to product usage, and psychological barriers are associated with the tradition and norms of the person (Mani and Chouk 2018 ). Many articles not only focused on the importance of fintech and smart banking services but also argued that operational excellence is imperative for maximizing customer experience and security improvement for the successful digital transformation in the financial industry.

This study provides several significant contributions. First, it quantified and analyzed the research trends of digital transformation in the service industry using only those articles with unstructured text data. Using network text analysis, this study identified major research topics dealing with digital transformation in the service industry. There has been no systematic literature review done on digital transformation in the service industry. The results of this study will help researchers in the relevant fields capture the overall picture of the field. Second, the research trend analysis conducted in this study also reveals the topics that need thorough future research. Despite the extensive scope of the service industry, many studies in our sample focused on healthcare and financial services, indicating the accelerating importance of these services. The results of our study also found that further research on the digitalization of other service areas are needed, such as hospitality and tourism, aviation, and logistics. Moreover, many studies briefly explained the impact of COVID-19 on the digitalization of services. As the COVID-19 pandemic has become the new normal, it is necessary to conduct systematic research on how the post COVID-19 era will affect digitalization in the service industry. In addition, more research is needed on new service strategies in the digital era (Lee and Trimi 2021 ). Moreover, service organizations should pursue strategic innovations for new business models and “untact” technologies such as AI, robots, IoT, and big data (Lee and Lee 2020b ). Thus, it is necessary to carry out research on customer-centric service strategies, convergence of disruptive digital technologies and services, and service innovations that can create new value and competitive advantage in the digital era.

This study has the following limitations. First, the research sample we used in this study may have omitted some relevant articles for analysis as we used only Scopus rather than multiple databases for article selection. Moreover, only the articles that are directly related to digital transformation in the service industry were searched. Second, this study analyzed articles based on the keyword network analysis, while further analysis can be done based on citations, co-citations, and researcher networks. These limitations provide opportunities and directions for future research.

Abdel-Basset M, Chang V, Nabeeh NA (2021) An intelligent framework using disruptive technologies for COVID-19 analysis. Technol Forecast Soc Change. https://doi.org/10.1016/j.techfore.2020.120431

Article   Google Scholar  

Abolhassan F (ed) (2016) The drivers of digital transformation: why there’s no way around the cloud, 1st edn. Springer, New York

Google Scholar  

Agostino D, Arnaboldi M, Lema MD (2021) New development: COVID-19 as an accelerator of digital transformation in public service delivery. Public Money Manage 41:69–72. https://doi.org/10.1080/09540962.2020.1764206

Ameen N, Tarhini A, Shah M, Madichie NO (2021) Going with the flow: smart shopping malls and omnichannel retailing. J Serv Mark 35:325–348. https://doi.org/10.1108/JSM-02-2020-0066

Ardito L, Scuotto V, Del Giudice M, Petruzzelli AM (2019) A bibliometric analysis of research on big data analytics for business and management. Manage Decis 57:1993–2009. https://doi.org/10.1108/MD-07-2018-0754

Bartsch S, Weber E, Büttgen M, Huber A (2020) Leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the COVID-19 pandemic. J Serv Manage 32:71–85. https://doi.org/10.1108/JOSM-05-2020-0160

Blondel VD, Guillaume J-L, Lambiotte R, Lefebvre E (2008) Fast unfolding of communities in large networks. J Stat Mech Theory Exp 2008:P10008. https://doi.org/10.1088/1742-5468/2008/10/P10008

Breidbach CF, Keating BW, Lim C (2019) Fintech: research directions to explore the digital transformation of financial service systems. J Serv Theory Pract 30:79–102. https://doi.org/10.1108/JSTP-08-2018-0185

Case C (2019) A fortune 14 company’s journey to delivering a modern e-commerce customer experience. J Brand Strategy 8:10–19

Chehri A, Jeon G (2019) The industrial internet of things: examining how the IIoT will improve the predictive maintenance. In: Chen Y-W, Zimmermann A, Howlett RJ, Jain LC (eds) Innovation in medicine and healthcare systems, and multimedia. Springer, Singapore, pp 517–527

Chapter   Google Scholar  

Choi T-M, Chan HK, Yue X (2017) Recent development in big data analytics for business operations and risk management. IEEE Trans Cybern 47:81–92. https://doi.org/10.1109/TCYB.2015.2507599

Coreynen W, Matthyssens P, Van Bockhaven W (2017) Boosting servitization through digitization: pathways and dynamic resource configurations for manufacturers. Ind Mark Manage 60:42–53. https://doi.org/10.1016/j.indmarman.2016.04.012

Coreynen W, Matthyssens P, Vanderstraeten J, van Witteloostuijn A (2020) Unravelling the internal and external drivers of digital servitization: a dynamic capabilities and contingency perspective on firm strategy. Ind Mark Manage 89:265–277. https://doi.org/10.1016/j.indmarman.2020.02.014

Denicolai S, Previtali P (2020) Precision medicine: implications for value chains and business models in life sciences. Technol Forecast Soc Change 151:119767. https://doi.org/10.1016/j.techfore.2019.119767

dos Santos AA, Ponchio MC (2021) Functional, psychological and emotional barriers and the resistance to the use of digital banking services. Innov Manage Rev 18:331–348. https://doi.org/10.1108/INMR-07-2020-0093

Endres H, Huesig S, Pesch R (2021) Digital innovation management for entrepreneurial ecosystems: services and functionalities as drivers of innovation management software adoption. Rev Manage Sci. https://doi.org/10.1007/s11846-021-00441-4

Fahimnia B, Sarkis J, Davarzani H (2015a) Green supply chain management: a review and bibliometric analysis. Int J Prod Econ 162:101–114. https://doi.org/10.1016/j.ijpe.2015.01.003

Fahimnia B, Tang CS, Davarzani H, Sarkis J (2015b) Quantitative models for managing supply chain risks: a review. Eur J Oper Res 247:1–15. https://doi.org/10.1016/j.ejor.2015.04.034

Feng Y, Zhu Q, Lai K-H (2017) Corporate social responsibility for supply chain management: a literature review and bibliometric analysis. J Clean Prod 158:296–307. https://doi.org/10.1016/j.jclepro.2017.05.018

Ferstl EC, Neumann J, Bogler C, von Cramon DY (2008) The extended language network: a meta-analysis of neuroimaging studies on text comprehension. Hum Brain Mapp 29:581–593. https://doi.org/10.1002/hbm.20422

Frank AG, Dalenogare LS, Ayala NF (2019) Industry 4.0 technologies: implementation patterns in manufacturing companies. Int J Prod Econ 210:15–26. https://doi.org/10.1016/j.ijpe.2019.01.004

Gebauer H, Paiola M, Saccani N, Rapaccini M (2021) Digital servitization: crossing the perspectives of digitization and servitization. Ind Mark Manage 93:382–388. https://doi.org/10.1016/j.indmarman.2020.05.011

Gobble MM (2018) Digitalization, digitization, and innovation. Res-Technol Manage 61:56–59. https://doi.org/10.1080/08956308.2018.1471280

Hokkanen H, Walker C, Donnelly A (2021) Business model opportunities in brick and mortar retailing through digitalization. J Bus Models 8:33–61. https://doi.org/10.5278/JBM.V8I3.5803

IBM.com (2021) Big data analytics. https://www.ibm.com/analytics/hadoop/big-data-analytics . Accessed 20 July 2021

Jannapureddy R, Vien Q-T, Shah P, Trestian R (2019) An auto-scaling framework for analyzing big data in the cloud environment. Appl Sci 9:1417. https://doi.org/10.3390/app9071417

Kamalaldin A, Linde L, Sjödin D, Parida V (2020) Transforming provider-customer relationships in digital servitization: a relational view on digitalization. Ind Mark Manage 89:306–325. https://doi.org/10.1016/j.indmarman.2020.02.004

Kapadia SB, Madhav VV (2020) The impact of digitization on banking and financial services industry in India. IUP J Bank Manage 19:24–31

Kretschmer T, Khashabi P (2020) Digital transformation and organization design: an integrated approach. Calif Manage Rev 62:86–104. https://doi.org/10.1177/0008125620940296

Kryvinska N, Kaczor S, Strauss C (2020) Enterprises’ servitization in the first decade—retrospective analysis of back-end and front-end challenges. Appl Sci 10:2957. https://doi.org/10.3390/app10082957

Lee SM, Lee D (2020a) Healthcare wearable devices: an analysis of key factors for continuous use intention. Serv Bus 14:503–531. https://doi.org/10.1007/s11628-020-00428-3

Lee SM, Lee D (2020b) “Untact”: a new customer service strategy in the digital age. Serv Bus 14:1–22. https://doi.org/10.1007/s11628-019-00408-2

Lee SM, Lim S (2018) Living innovation: from value creation to the greater good, 1st edn. Emerald Publishing Limited, Bingley

Book   Google Scholar  

Lee SM, Rha JS (2018) A network text analysis of published papers in service business, 2007–2017: research trends in the service sector. Serv Bus 12:809–831. https://doi.org/10.1007/s11628-018-0377-6

Lee P-C, Su H-N (2010) Investigating the structure of regional innovation system research through keyword co-occurrence and social network analysis. Innovation 12:26–40. https://doi.org/10.5172/impp.12.1.26

Lee SM, Trimi S (2021) Convergence innovation in the digital age and in the COVID-19 pandemic crisis. J Bus Res 123:14–22. https://doi.org/10.1016/j.jbusres.2020.09.041

Li J, Huang X, Wu C, et al. (2020) How can blockchain shape digital transformation: a scientometric analysis and review for financial services. In: 2020 management science informatization and economic innovation development conference (MSIEID). IEEE, Guangzhou, China, pp 264–267

Linde L, Frishammar J, Parida V (2021a) Revenue models for digital servitization: a value capture framework for designing, developing, and scaling digital services. IEEE Trans Eng Manage. https://doi.org/10.1109/TEM.2021.3053386

Linde L, Sjödin D, Parida V, Wincent J (2021b) Dynamic capabilities for ecosystem orchestration A capability-based framework for smart city innovation initiatives. Technol Forecast Soc Change 166:120614. https://doi.org/10.1016/j.techfore.2021.120614

Liu K (2020) Digital innovation and transformation to business ecosystems. In: The 222h international conference on enterprise information systems (ICEIS 2020). Online Streaming, organised by INSTICC Portugal, pp 1–31

Liu K, Guo H (2021) Digital innovation and transformation to business ecosystems. In: Filipe J, Śmiałek M, Brodsky A, Hammoudi S (eds) Enterprise information systems. Springer, Cham, pp 793–803

Loebbecke C, Picot A (2015) Reflections on societal and business model transformation arising from digitization and big data analytics: a research agenda. J Strateg Inf Syst 24:149–157. https://doi.org/10.1016/j.jsis.2015.08.002

Loukadounou S, Koutsona V, Loukis E (2020) Analyzing a frugal digital transformation of a widely used simple public service in greece. In: Themistocleous M, Papadaki M, Kamal MM (eds) European, Mediterranean, and Middle Eastern Conference on Information System. Springer, Cham, pp 223–237

Mani Z, Chouk I (2018) Consumer resistance to innovation in services: challenges and barriers in the internet of things era. J Prod Innov Manage 35:780–807. https://doi.org/10.1111/jpim.12463

Martín-Peña ML, Díaz-Garrido E, Sánchez-López JM (2018) The digitalization and servitization of manufacturing: A review on digital business models. Strateg Change 27:91–99. https://doi.org/10.1002/jsc.2184

Mridha MF, Nur K, Kumar A, Akhtaruzzaman Md (2017) A new approach to enhance internet banking security. Int J Comput Appl 160:35–39. https://doi.org/10.5120/ijca2017913093

Niemand T, Rigtering JPC, Kallmünzer A et al (2021) Digitalization in the financial industry: a contingency approach of entrepreneurial orientation and strategic vision on digitalization. Eur Manage J 39:317–326. https://doi.org/10.1016/j.emj.2020.04.008

Paiola M, Gebauer H (2020) Internet of things technologies, digital servitization and business model innovation in BtoB manufacturing firms. Ind Mark Manage 89:245–264. https://doi.org/10.1016/j.indmarman.2020.03.009

Parviainen P, Tihinen M, Kääriäinen J, Teppola S (2017) Tackling the digitalization challenge: how to benefit from digitalization in practice. Int J Inf Syst Proj Manage. https://doi.org/10.12821/ijispm050104

Payne EHM, Dahl AJ, Peltier J (2021) Digital servitization value co-creation framework for AI services: a research agenda for digital transformation in financial service ecosystems. J Res Interact Mark 15:200–222. https://doi.org/10.1108/JRIM-12-2020-0252

Pelletier C, Cloutier LM (2019) Conceptualising digital transformation in SMEs: an ecosystemic perspective. J Small Bus Enterp Dev 26:855–876. https://doi.org/10.1108/JSBED-05-2019-0144

Porter K, Simons R, Harris J (2014) Comparison of three techniques for scour depth measurement: photogrammetry, echosounder profiling and a calibrated pile. Coast Eng Proc 1:64. https://doi.org/10.9753/icce.v34.sediment.64

Pyun J, Rha JS (2021) Review of research on digital supply chain management using network text analysis. Sustainability 13:9929. https://doi.org/10.3390/su13179929

Rapaccini M, Saccani N, Kowalkowski C et al (2020) Navigating disruptive crises through service-led growth: the impact of COVID-19 on Italian manufacturing firms. Ind Mark Manage 88:225–237. https://doi.org/10.1016/j.indmarman.2020.05.017

Rha JS (2020) Trends of research on supply chain resilience: a systematic review using network analysis. Sustainability 12:4343. https://doi.org/10.3390/su12114343

Rosete A, Soares B, Salvadorinho J et al (2020) Service robots in the hospitality industry: an exploratory literature review. In: Nóvoa H, Drăgoicea M, Kühl N (eds) Exploring service science. Springer, Cham, pp 174–186

Scherer R, Rohatgi A, Hatlevik OE (2017) Students’ profiles of ICT use: identification, determinants, and relations to achievement in a computer and information literacy test. Comput Hum Behav 70:486–499. https://doi.org/10.1016/j.chb.2017.01.034

Sestino A, Prete MI, Piper L, Guido G (2020) Internet of things and big data as enablers for business digitalization strategies. Technovation 98:102173. https://doi.org/10.1016/j.technovation.2020.102173

Seyedghorban Z, Samson D, Tahernejad H (2020) Digitalization opportunities for the procurement function: pathways to maturity. Int J Oper Prod Manage 40:1685–1693. https://doi.org/10.1108/IJOPM-04-2020-0214

Sjödin D, Parida V, Kohtamäki M, Wincent J (2020) An agile co-creation process for digital servitization: a micro-service innovation approach. J Bus Res 112:478–491. https://doi.org/10.1016/j.jbusres.2020.01.009

Sklyar A, Kowalkowski C, Sörhammar D, Tronvoll B (2019) Resource integration through digitalisation: a service ecosystem perspective. J Mark Manage 35:974–991. https://doi.org/10.1080/0267257X.2019.1600572

Statista.com (2021) Global IoT and non-IoT connections 2010–2025. In: Statista. https://www.statista.com/statistics/1101442/iot-number-of-connected-devices-worldwide/ . Accessed 24 June 2021

Strønen F (2020) Drivers for digitalization in retail and service industries. In: Proceedings of the 16th European conference on management leadership and governance. ACPI

Teece DJ (2014) A dynamic capabilities-based entrepreneurial theory of the multinational enterprise. J Int Bus Stud 45:8–37. https://doi.org/10.1057/jibs.2013.54

Tortorella GL, Fogliatto FS, Saurin TA et al (2021) Contributions of healthcare 4.0 digital applications to the resilience of healthcare organizations during the COVID-19 outbreak. Technovation. https://doi.org/10.1016/j.technovation.2021.102379

Tronvoll B, Sklyar A, Sörhammar D, Kowalkowski C (2020) Transformational shifts through digital servitization. Ind Mark Manage 89:293–305. https://doi.org/10.1016/j.indmarman.2020.02.005

Uyar A, Nimer K, Kuzey C et al (2021) Can E-government initiatives alleviate tax evasion? The moderation effect of ICT. Technol Forecast Soc Change 166:120597. https://doi.org/10.1016/j.techfore.2021.120597

Vandermerwe S, Rada J (1988) Servitization of business: adding value by adding services. Eur Manage J 6:314–324. https://doi.org/10.1016/0263-2373(88)90033-3

Volberda HW, Khanagha S, Baden-Fuller C et al (2021) Strategizing in a digital world: overcoming cognitive barriers, reconfiguring routines and introducing new organizational forms. Long Range Plann. https://doi.org/10.1016/j.lrp.2021.102110

Yamamoto S (2021) E-healthcare service design using model based jobs theory. In: Zimmermann A, Schmidt R, Jain LC (eds) Architecting the digital transformation. Springer, Cham, pp 383–395

Yu S-J, Rha J-S (2021) Research trends in accounting fraud using network analysis. Sustainability 13:5579. https://doi.org/10.3390/su13105579

Download references

Author information

Authors and affiliations.

School of Business Administration, Dankook University, Yongin-si, 16890, South Korea

Jin Sung Rha

Greehey School of Business, St. Mary’s University, San Antonio, TX, 78228, USA

Hong-Hee Lee

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Hong-Hee Lee .

Additional information

Publisher's note.

Springer Nature remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

Rights and permissions

Reprints and permissions

About this article

Rha, J.S., Lee, HH. Research trends in digital transformation in the service sector: a review based on network text analysis. Serv Bus 16 , 77–98 (2022). https://doi.org/10.1007/s11628-022-00481-0

Download citation

Received : 05 November 2021

Accepted : 29 January 2022

Published : 07 February 2022

Issue Date : March 2022

DOI : https://doi.org/10.1007/s11628-022-00481-0

Share this article

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Research trends in the service sector
• Service Business: An International Journal
• Network text analysis
• Find a journal
• Publish with us
• Track your research

Business Administration Doctor of Philosophy (Ph.D.) Degree

Request Info about graduate study Visit Apply

Advancing your knowledge and practice through research and the exploration of the latest trends and biggest challenges found at the intersection of business and technological innovation.

Overview for Business Administration Ph.D.

The Ph.D. in business administration is designed to inspire and train scholars to identify, investigate, and solve novel business challenges that influence business and society, particularly, those that are triggered by technological changes. Our program has a sharp emphasis on the effects of technological innovation on discipline-based theories and research. Our faculty adopt an apprenticeship model in working with students to become independent scholars, cutting-edge researchers, and well-trained educators at research-oriented universities.

The program offers three areas of specialization:

Digital Transformation: Digital transformation emphasizes the integration of digital technologies that have altered the marketing of products and services, as well as the management of information systems. In this area of specialization, you will study the design and development of digital artifacts and their implications for interpersonal interaction, analyze the modes of human information processing in digitally transformed business contexts, and theorize the emergence of new business models and ways of organizing in digitally immersive environments.

Strategy and Innovation: A distinct feature of 21st century competition is the pivotal role played by technological innovation as a competitive advantage for organizations. In the strategy and innovation specialization, research emphasizes the growing role of technological capabilities and innovation-based products and processes as a source of competitive advantage. You will acquire knowledge and skills to address novel research questions about firm-level strategy and innovation-related challenges faced by managers and policy makers.

Finance and Accounting: The finance and accounting specialization emphasizes new challenges and research areas that have emerged from technological innovations within finance and accounting disciplines. These areas include FinTech, high-frequency trading, alternative trading systems (dark pool and ECNs), crowdfunding platforms, P2P lending platforms, blockchains, cryptocurrencies, data analytic tools in auditing and credit rating, digital transformation of SEC filings and corporate disclosures. In this area of specialization, you will study the antecedents and consequences of technology in finance and accounting.

Join us for Fall 2024

Many programs accept applications on a rolling, space-available basis.

Learn what you need to apply

Online Graduate Information Sessions

Join us to learn how graduate business programs at RIT help further your career objectives.

Learn more and register

At the intersection of innovation, technology and business, Saunders faculty consistently publish their research in elite journals across the following three Ph.D. specialty areas.

• Digital Transformation
• Finance and Accounting
• Strategy and Innovation

Learn more about Business Administration Ph.D. research

Sorim Chung

Michael Palanski

Archana Jain

Featured Work

Research Insights: To pay or not to pay?

Chun Keung Hoi

The reputational effects of tax avoidance strategies

Research Insights: Food tourism, a life satisfaction factor

Muhammet Kesgin

Food tourism contributes to long-term life satisfaction and sense of well-being

Ph.D. program in business administration, Oct. 3, 2022 information session

Featured Profiles

Ph.D. student from Tehran, Iran

Ph.D. student, Negin Haghi from Tehran, Iran

Ph.D. student from Delta, Nigeria

Ph.D. Student, Cindy Achedu Okoh from Delta, Nigeria

Ph.D. student from Trivandrum, India

Ph.D. student, Biju Babukutty Varghese from Trivandrum, India

Latest News

February 9, 2024

Doctoral degrees continue to expand

RIT’s Ph.D. programs continue to grow. Today, RIT enrolls more than 450 doctoral students, including a record 112 new Ph.D. students who started last fall.

September 13, 2023

RIT president charts vision for future during State of the University Address

In his welcome to the community for the start of a new academic year, RIT President David Munson asserted the university is well positioned to thrive while laying out “challenges, opportunities, and vision” for RIT’s future.

August 24, 2023

Saunders College of Business at RIT launches innovative Ph.D. in business administration

Saunders College of Business is entering its first cohort of students into the college’s new Ph.D. in business administration this fall, marking the university’s inaugural social sciences doctoral program. The program is designed to inspire and train scholars to identify, investigate, and solve unique business challenges that influence business and society.

Curriculum for 2023-2024 for Business Administration Ph.D.

Current Students: See Curriculum Requirements

Business Administration, Ph.D. degree, typical course sequence

Focus areas.

Students must declare a focus area in either Finance & Accounting, Strategy & Innovation or Digital Transformation. The tables below detail the courses for each focus area and corresponding support area and graduate electives.

Finance and Accounting Focus Area Courses

Finance and accounting support area courses, strategy & innovation focus area courses, strategy & innovation support area courses, group a courses, group b courses, digital transformation focus area courses, digital transformation support area courses, scb graduate electives.

Please discuss with your advisor about which electives aligns with the focus area

* Students can take either ACCT-858 or FINC-858, not both

** Students can take either MGIS-812 or MKTG-81, not both

Admissions and Financial Aid

This program is available on-campus only.

Full-time study is 9+ semester credit hours. International students requiring a visa to study at the RIT Rochester campus must study full‑time.

Application Details

To be considered for admission to the Business Administration Ph.D. program, candidates must fulfill the following requirements:

• Complete an online graduate application . 
• Submit copies of official transcript(s) (in English) of all previously completed undergraduate and graduate course work, including any transfer credit earned.
• Hold a baccalaureate degree (or US equivalent) from an accredited university or college.
• A recommended minimum cumulative GPA of 3.0 (or equivalent).
• Submit a current resume or curriculum vitae.
• Submit a statement of purpose for research which will allow the Admissions Committee to learn the most about you as a prospective researcher.
• Submit two letters of recommendation .
• Entrance exam requirements: GMAT or GRE required. No minimum score requirement.
• Writing samples are optional.
• Submit English language test scores (TOEFL, IELTS, PTE Academic), if required. Details are below.

English Language Test Scores

International applicants whose native language is not English must submit one of the following official English language test scores. Some international applicants may be considered for an English test requirement waiver .

International students below the minimum requirement may be considered for conditional admission. Each program requires balanced sub-scores when determining an applicant’s need for additional English language courses.

How to Apply   Start or Manage Your Application

Cost and Financial Aid

An RIT graduate degree is an investment with lifelong returns. Ph.D. students typically receive full tuition and an RIT Graduate Assistantship that will consist of a research assistantship (stipend) or a teaching assistantship (salary).

Dean's Distinguished Speaker Series: Jason Thatcher

The Future of Business Research: Bridging disciplinary and cultural divides in engaged scholarship

• Centre for Digital Transformation of Health

The Centre Digital Transformation of Health invites applications to undertake PhD research in health informatics and digital health

Centre research supervisors have wide ranging expertise, we invite enquiries from prospective applicants with strong academic records in health and biomedical sciences and/or information and technology disciplines.

The following PhD topics areas are not exclusive but indicate the Centre’s current priorities-

Research pillar : Digital Health Validitron Supervisor : Professor Wendy Chapman Secondary supervisors : Dr Kit Huckvale, Dr Daniel Capurro

Project description

This is a program of research with the option to fit several PhD projects . Research has identified explicit barriers and enablers for implementing and scaling remote monitoring and virtual models of care. We have developed a digital sandbox / ecosystem with capacity for connecting simulated devices, electronic medical records, and apps. This sandbox provides the opportunity to address many of the barriers/enablers such as:

• How to create user-friendly app interfaces for collecting data, such as for older adults
• Methods for bridging the digital divide by making technology available to remote areas, for example
• Workflows that support clinicians proactively monitoring patient-generated data
• New governance and payment models for virtual care
• Feasible ways to capture physical assessments through remote devices and integrating the information in existing models such as telehealth visits
• Governance models for person-centred data control and sharing
• What are the unintended consequences of virtual models of care?

Research Pillar :  Clinical Data Science Supervisor : Dr Daniel Capurro

This is a program of research with the option to fit several PhD projects. We aim to adapt and expand the use of process mining techniques to enable the use of data from electronic health records to analyze healthcare performance from the process perspective and improve our understanding of healthcare processes.

Through a series of use cases, we will be using electronic medical record data to develop methods to:

• measure unexplained clinical variability
• measure diffusion of clinical innovations into clinical practice
• assess adherence to clinical guidelines
• understand how collaboration patterns among healthcare professionals can impact patient outcomes
• facilitate the construction of event logs using clinical ontologies, study barriers and facilitators to translating process mining findings into clinical practice.

Research pillar : Health Informatics & Data Science  Primary Supervisor : Dr Daniel Capurro Secondary supervisors : Dr Douglas Pires

This is a program of research with the option to fit several PhD projects. The emergence of digital diagnostic algorithms (ie. ML/AI) have the possibility to significantly improve our diagnostic capabilities. However, when they are deployed to increasingly healthier sections of the population, they carry the risk of generating cases of overdiagnosis.

Overdiagnosis is not a false positive (wrongly labelling a healthy patient as 'diseased') nor it is a misdiagnosis (diagnosing a sick patient with the wrong condition). Overdiagnosis happens when a patient meets the existing diagnostic criteria for a clinical condition but making the diagnosis will not bring any benefit to this patient (improved quality of life, increased survival) but can generate additional unnecessary tests, continuous surveillance, overtreatment, and psychological stress.

Through a series of projects, we will be exploring different dimensions of this problem:

• Perceptions and understanding of the phenomenon by researchers and clinicians designing and implementing digital diagnostic algorithms
• Perceptions and understanding of the phenomenon by patients and caregivers
• Data driven approaches to measuring and reducing the risk of overdiagnosis

Research pillar : Health Informatics & Data Science Primary Supervisor : Dr Douglas Pires Secondary supervisor : Dr Daniel Capurro

While the majority of patients admitted to the intensive care unit (ICU) are expected to have a short ICU length of stay (LoS), a small proportion will instead progress into a syndrome called Persistent Critical Illness (PerCI). Patients who develop PerCI, have an ongoing reliance on intensive care therapies. That is mainly determined by their chronic comorbidities, rather than the reason for which they were first admitted to the ICU. While only a small proportion of patients remain in the ICU for a prolonged amount of time, the ones who do show worse outcomes. Such outcomes account for a disproportionate number of ICU bed-days and as a consequence, resources. The impact of this group is expected to be of even greater significance in low- and middle-income countries, where fewer ICU beds are available and resources may be limited.

This project will aim to use intensive care databases to assess whether patient information can be used to predict persistent critical illness and how PerCI patient trajectories compare with those that stay for shorter periods of time.

How to apply

Graduate Research at The University of Melbourne Graduate Research Scholarships Graduate Research at MDHS Doctor of Philosophy (Engineering and IT)

Digitalization and AI

On this page we collect articles about Digitalization and AI.

New course in Machine Psychology

In autumn 2024, a new course in Machine Psychology will start at the Department of Psychology. The course introduces machine psychology – theories and research about Artificial General Intelligence (AGI) from a psychological perspective.

New “nearest neighbor” algorithms may lift the curse of dimensionality

Complicated datasets which contain many different features are challenging to work with. A new PhD thesis explores how the challenge of dimensionality can be tackled.

From bits to qubits – learn quantum programming

What is quantum computing and how can it be used? This emerging technology shows a lot of potential. A new course developed at DSV gives you a head start.

An introduction to Historical Cryptology

Introduction In libraries and archives worldwide, thousands of historical manuscripts are written in secret codes. The research field of Historical Cryptology, tries to find ways to decode these secret documents.

Are doctors ready for AI assistants?

AI in healthcare is a promising – and challenging – field. Trust is a key issue.

The data scientists of the future

In the fast development of technology, DSV has together with the Department of Statistics, developed a new master’s programme, aiming to meet the demand for future data scientists.

Driverless cars can cause chaos on roads

Stopping dead seems to be a default setting when driverless cars encounter a problem. This can cause chaos on roads, writes professor Barry Brown in The Conversation.

“The real game changer is when regular glasses become smart”

Sweating, facial expressions and increased heart rate. Our bodies send signals about our emotions – signals that can be picked up by sensors. The input can then be used to design our next workout, meal or learning experience. Luis Quintero’s research provides a sneak peek into the future.

New algorithm finds valuable information in complex data

Data is available in abundance. However, to utilize this raw material we need to sort it so that patterns and trends become visible. Zed Lee develops algorithms that are useful for industry as well as healthcare.

Smart homes handle data locally

How many connected devices are there in the world? No one knows for sure, but according to a forecast, we might reach 50 billion in a couple of years. This means that enormous amounts of data have to be generated, managed and stored. Today’s cloud solutions won’t be enough, argues Ramin Firouzi.

New research project: "The Global Governance of Artificial Intelligence and its Democratic Challenge

Eva Erman and Markus Furendal has been granted 6,4 million SEK from Vetenskapsrådet for a new research project: "The Global Governance of Artificial Intelligence and its Democratic Challenges"

“In the end, it’s just code and data”

His research interests are enterprise architecture and threat modelling, and he was recently promoted to associate professor. Meet Simon Hacks, whose next project involves optimising maritime transports.

Always available, never free: The dark side of ICT

From “9 to 5” to “open 24/7”. With smartphones and other technical devices, we are always connected. How does that affect the balance between work and other parts of life?

Hello Katie, what happens next?

Katie Berns successfully defended her PhD thesis on September 22, 2023, at the Department of Computer and Systems Sciences (DSV). What has her PhD journey been like, and what will she do now? We decided to ask her.

Interactive technology contributes to success of voluntary communities

Digital technology that makes it easy for businesses, individuals and volunteers to reach each other plays an important role in the success of today's voluntary organisations. This is shown by a new thesis in computer and systems science from Stockholm University, where work to reduce food waste is in focus.

Not knowing is the whole point

Jordi Solsona Belenguer views himself more as an enabler rather than as a teacher.

AI has a bright future in medicine

AI technology is breaking new ground in all areas, not least in medicine. What can we expect in a near and distant future? PhD students and supervisors from five countries gathered at Stockholm University to discuss their projects and learn from each other.

Hello GPT! Goodbye home examination?

What is the impact of ChatGPT and similar AI-Chatbots on university teachers’ assessment?

How can the digital economy be regulated?

Björn Lundqvist is professor of European law with a focus on Competition law at the Department of Law. He is one of Stockholm University’s new professors who will be installed at a ceremony in the Stockholm City Hall on September 29.

Research Study on Intellectual Property Rights in the Metaverse

The United Nations agency WIPO (World Intellectual Property Organization) has recently published a new research study under their initiative "Building Respect for IP." Behind the study is Eleonora Rosati, a professor of intellectual property law at Stockholm University.

“The digital transformation has only just begun”

The Swedish tax agency is a rare success story when it comes to digital transformation in the public sector. Most attempts fail, says Gideon Mekonnen Jonathan.

New digital tool helps manage stress in the workplace

Work related stress can have a negative impact on our wellbeing. Could an ICT-based tool help us cope with stressful workdays? Manoja Weerasekara has explored the topic in her PhD thesis.

The Global Governance of AI

Professor Jonas Tallberg, joins the podcast Designing the Robot Revolution, to discuss the emerging field of AI global governance.

Dancing with drones

How can humans and flying drones interact in aesthetic ways? The topic was explored in the Second Drone Arena Challenge. A DSV student team won third prize and was the favourite of the audience.

“We can’t rely on technology alone to decarbonise”

New tech solutions will not solve all our energy problems. To become more sustainable, most of us need to change our lifestyles too. Professor Afzal Siddiqui was very clear when he delivered this message to members of the European parliament.

DSV success at CHI 2023

One best paper award and three honorable mentions. DSV proved its strong position in the Human–Computer Interaction research field at this year’s CHI conference in Germany.

EU framework for AI usage will soon be established

During Sweden's current presidency of the Council of the European Union, the upcoming AI-act is one of the issues on the table. And it is a regulation that is highly important, according to several researchers at the Department of Law, Stockholm University.

New research project about security technologies

Researcher Katarina Winter explains more about the project "Promises and consequences in security technology".

Smarter applications with edge intelligence

We’ve had our head in the cloud for some years, but now there’s a shift towards living on the edge. Bringing computing power closer to data sources will allow for smarter applications.

Digital platform facilitates dialogue on environmental sustainability

Increasing environmental sustainability is on top of agendas around the world. Mohamed Sapraz has designed a digital platform to help citizens and government officials communicate around environmental sustainability.

VisuAAL-projects at SU Law examine legal aspects of AAL technologies

Video-based technology can be of great help in the care of older adults, but at the same time raises several questions of a legal nature. At SU Law, two PhD students are currently studying these issues within the framework of an EU major research program.

Meet Daniel Chen Hsi Tsai, PhD student at DSV

Modern, knowledge-intensive organisations are entangled in sophisticated networks of suppliers, competitors, customers and other actors. These ecosystems are the focus of Daniel Chen Hsi Tsai’s research interest.

He became an AI researcher

Tom Everitt graduated in 2013 in mathematics and today works as a researcher at one of the world's leading AI companies.

Virtual and real-world elements integrating

By merging virtual and physical on an interactive display, students at DSV have created a mixed reality tabletop experience. The project has been guided by the concept “ease of use”.

“Cybersecurity should be a public good”

Cyber threats have been in focus more than ever lately, intensified by the war in Ukraine. European experts are coming to Stockholm University to discuss cybersecurity.

Language models help doctors make better decisions

Aron Henriksson, new associate professor at DSV, is a researcher in natural language processing. His results have important implications for healthcare.

Colombage Ranil Peiris defends his PhD thesis

Undergraduate thesis projects are in focus in Colombage Ranil Peiris’s PhD thesis. He presents a framework that could make the process easier.

Are there plenty of fish in the sea?

Cross-disciplinary research can lead to new types of solutions to societal problems. Nanda Wijermans is up for the challenge.

New research project: Artificial intelligence in Teacher Education

How can Teacher Education provide the competency needed for working with AI-systems using machine learning?

“Patient harm can be avoided if machine learning is used”

Machine learning can support clinicians, for example in recommending treatments. But what does it take for a doctor to trust a computer? Jonathan Rebane has deep dived into this topic and successfully defended his PhD thesis.

Hyped maker movement could be a way forward

What can we learn from the global maker movement? Quite a lot, according to Sophie Landwehr Sydow. For example to be mindful of resources.

AI will map proteins and increase understanding of how cells work

Artificial intelligence (AI) and deep learning are becoming increasingly important to map the proteins in our cells and how they interact with each other. In a new project, the researchers will develop tools to increase understanding of how cells work.

Join the discussion on our digital future

“We have an exciting programme ahead of us", says Jelena Zdravkovic, Head of DSV which hosts the conference Digitalize in Stockholm 2022.

Smarter processes can improve our elderly care

Amin Jalali studies how processes in different organisations can be run smarter. Two ongoing projects analyses Swedish elderly care.

Professor of IP Law among the best in social media

The Mike Young Academy has listed the top 100 researchers in Sweden based on their visibility in social media in 2022. At #4, we find Eleonora Rosati, Professor of Intellectual Property Law at Stockholm University.

Best student paper award to PhD student at DSV

"I believe in diversity and love to explore new and fresh technological innovations", says Mahbub Ul Alam.

Students from DSV invited to present their work on prestigious conference in Portugal

Melina Bernsland and Arvin Moshfegh wrote a work-in-progress submission that got accepted to the ACM Interactive Conference on Interactive Media Experience (IMX).

Study maps risks of labour abuse and illegal fishing at world's ports

A new study performed at Stockholm Resilience Centre at Stockholm University has identified the regions and ports at highest risk for labour abuse and illegal fishing. Of more than 750 ports assessed around the world, more than half are associated with risk of labour abuse or illegal fishing.

AI finds the best ideas

How do you know which ideas to exploit? Let AI and machine learning lead the way. Workneh Yilma Ayele explains how it can be done.

Law in the Era of Artificial Intelligence

The Swedish Law and Informatics Research Institute (IRI) has newly launched the publication of the Nordic Yearbook of Law and Informatics 2020–2021: Law in the Era of Artificial Intelligence.

Sharing is (not always) caring

Would you like to share a car with your neighbors, or have a total stranger sleeping in your spare room? If your answer is yes – does your family agree? DSV researcher Airi Lampinen studies interpersonal aspects of the hyped sharing economy.

New research-based tools battle disinformation in social media

Fake or fact? Social media is flooded with disinformation, and it’s hard to know who’s telling the truth. A European team led by DSV researchers has created tools to expose ”fake news”.

AI expert represents Stockholm University at Stockholm Explorative Talks

Stanley Greenstein will represent Stockholm University at the 3rd edition of Stockholms Akademiska Forums live event ‘Stockholm Explorative Talks’ – a collaboration that brings together scholars from different disciplines on stage, representing all the 18 universities of Stockholm.

The aim: to build a high-quality prediction computer tool

Hazard and risk screening are in focus for one of the work packages in Mistra SafeChem. Ulf Norinder is developing a computational toolbox to estimate whether chemicals are hazardous or not.

He wants to help self-driving vehicles and road users understand each other

How do we react to self-driving vehicles? And how can they learn how other road users act? These are the main issues in a new research project.

AI and Visual Heritage

ACM IMX 2024

Research projects.

The project focuses on developing a conceptual framework for the design of military command systems, considered as Systems of Systems (SoS). The project highlights the need for a holistic view of capability development, where technical, organizational, and human factors interact. This is Jan Lundberg’s PhD project at DSV.

While there has been fast and rapid progress in terms of the development of self driving vehicles, these new technologies have also been controversially involved in a number of fatal accidents. This project studies the “social order” of traffic. What happens when artificial and human intelligence meet on the road?

How can Teacher Education provide teacher students with the professional competency needed in a future where Artificial Intelligence (AI) is expected to play a more central role in the school?

Can AI help us come to terms with fraud? In this project, we use machine learning models to identify indicators for unclear insurance claims in order to deter suspicious damage payments and insurance fraud.

Working with humans is incredibly difficult for robots. This project aims to develop new ways for robots and intelligent agents to understand, interact with, and adapt to the complex and collaborative ways we humans work together to get through our everyday lives.

Digital twins and artificial intelligence are two of the key driving technologies of the fourth industrial revolution. This project connects the two fields in an industry–academia collaboration between Stockholm University and Atrium Ljungberg.

CRiceS - Climate Relevant interactions and feedbacks: the key role of sea ice and Snow in the polar and global climate system

Developments in artificial intelligence (AI) has raised concerns: Will human skill be replaced by AI-based technologies? This project investigates how AI tools may be used as constructive resources in programming and creative design contexts. We adopt a perspective of co-creativity between user and technology.

CISMOB’s main vision is to promote innovative ways to reduce carbon footprint and increase sustainability. This project aims to improve efficiency in the use of urban transport infrastructure through ICT. The project also looks into how public transport was impacted by the COVID-19 pandemic.

Educational AI systems can offer learners valuable teaching and exercise support. And social robots can make such AI support even more effective. However, robots need to be more adaptable to different student groups and individuals with different backgrounds.

The shift towards renewable energy comes with technical challenges. We investigate how AI-algorithms can be used in the electric networks of our cities for smart coordination and control of the more volatile, renewable energy resources.

With massive amounts of personal data being generated, privacy has become a great challenge. This project studies how machine learning can be used for sharing language models without risking to share information that may identify individuals.

Are you interested in breaking historical ciphers? Check out our project aiming at the automatic analysis and decipherment of historical secret writings.

AI and data-driven autonomous decision-making will play a leading role in the digitalization of critical infrastructures for electricity, water, and transportation. This project explores our future smart societies.

The focus of this project is on sustainable development of chemical reagents for detection of glyphosate.

Criminal investigations often require physical evidence. At the same time, society is increasingly digitized and internet-connected. This places greater demands on the police. How will criminal investigations need to change in the future?

How can humans and drones interact? The Digital Futures Drone Arena is a demonstrator project that develops a novel aerial drone testbed, arranging annual drone competitions.

Social-technical relations and practices within Sweden’s rural agriculture and harvesting industry.

Environmental sustainability is a pressing question all over the world. This PhD thesis project aims to design and evaluate a digital collaborative platform to improve the environmental sustainability in Sri Lanka.

This project is aimed at elderly with multiple illnesses. We identify and design innovative services, based on data-driven solutions. The goal is to proactively prevent mistreatment in health care and re-enrollment in advanced hospital care.

This action research project will transform mental healthcare in Uganda. We develop a digital solution to facilitate care and support, and give access to expertise to those most in need. Solutions will be modelled on Swedish systems, but informed by a local needs assessment to ensure relevance in Uganda and user centred care.

The focus of this PhD thesis project is on distributed intelligence in the Internet of Things (IoT), edge computing, and distributed computing. Currently, we are investigating how to optimize the architecture of the network at the edge of IoT to provide more efficient distributed intelligence.

Cultural integration using social robots and conversational AI. Is it even possible? Yes, we think so! The goal of the project is to develop a language learning system that takes into account cultural aspects that will allow training on, admittedly AI-generated, authentic situations.

Ending Childhood Obesity is a national initiative aiming to prevent overweight and obesity in preschool children aged 0–6 in Sweden. Thereby, we hope to contribute to the reduction of mental illness, type 2 diabetes, and cardiovascular diseases.

The Fractal Enterprise Model (FEM) provides a different way of looking at enterprises. It maps assets, processes and the connections between them. This PhD thesis project explores how FEM can be a guide to business transformation and digital innovation.

This project addresses fundamental ethical and legal challenges that AI technologies bring to learning and teaching in higher education. It will provide knowledge about how to conceptually and empirically approach these challenges, but most importantly: How to deal with ethical issues in practice.

This project explores the growing datafication of the education sector in the Nordic countries. Our exploration is concretized through a workshop series. We focus on dimensions of ethics and values embedded in emerging sociotechnical imaginaries of education and learning.

How is ethics enacted and shaped through movement-based interaction between humans and autonomous systems?

FORCeS - Constrained aerosol forcing for improved climate projections

Electronic health records are full of important information about diagnoses and treatments of patients. Sharing this information in a federated health data network, across hospitals in the Nordic countries, will improve the quality of health care.

This project studies health management information systems in Somalia. We gather information on the availability of functioning systems in place, and identifiy needs for human and technical support. This will be used to implement a unified system for improved maternal and child health care.

The aim of this project is to enable the practical use of methods for de-identification of clinical free text written in Swedish. The HB Deid tool will be tested on textual patient data from Region Stockholm and not only in a laboratory environment at Stockholm University.

There is an increasing trend towards organizing economic and social exchange with the help of online platforms. The transportation service Uber and the short-term rental service Airbnb are two examples. This project focuses on economic encounters in relation to these new marketplaces.

The INCIDENCE project addresses challenges in the global educational sector. Suggested solutions will empower both teaching staff and students with knowledge on maintaining a high level of cyber hygiene and new capabilities to respond to potential threats that may arise.

This PhD thesis project studies how formal and informal structures influence IT alignment in public organisations. The project also explores how IT alignment improves organisational agility – one of the determinants of a successful digital transformation.

The aim of this PhD thesis project is to study the IT governance mechanisms that influence digital transformation in different organizations. We also study their influence on organizations’ performances.

Medical devices collect huge sets of patient data every day, at every hospital, around the world. What if these data could be used to improve diagnostic tools? This PhD thesis project explores how medical data can be used in a safe way.

Machine learning has been developed and adopted in different areas where both accuracy and interpretability is required. However, most high-performance models lack interpretability. Therefore, additional algorithms are required to guarantee the complex models’ interpretability.

How can technical solutions help medical doctors make more accurate diagnoses, generate prognoses and estimate the probability of various outcomes? In this project, we use machine learning and language technology to develop prediction models for sepsis and COVID-19.

Speech-to-text interpreting for people with a hearing loss is today done by keyboard printing in Sweden. The project aims at raising production availability be developing speech technology for respeaking in Swedish.

Internet of Things (IoT) allows machines to communicate directly with other machines, without involving humans. This technology provides excellent opportunities to do things faster and smarter. But it also raises questions concerning security and privacy.

The purpose of the project is to develop and evaluate scientifically based pedagogical approaches, methods and tools within the domain of air combat training, to systematically plan, evaluate and follow up training and training results.

This project will produce a large-scale qualitative study of Natural Cycles, the first algorithmic contraceptive method on the market.

PhD project that aims to examine legal information retrieval, the concept of legal information within the framework of the doctrine of legal sources and the information-seeking behavior of lawyers.

Today, AI is repeatedly presented as a technology that will change learning and work in the future. A parallel discourse is that individuals will need to adapt to such a future by educating themselves. But what exactly are we supposed to learn in the ‘fourth education revolution’?

This project explores linguistic and institutional dynamics in multilingual workplaces, examining interactional practices and identity construction. Using audio/video data, it focuses on backstage talk, leadership, and socio-technical practices in manager-employee meetings, employing EMCA, MCA, and socio-technical methods.

Digital business ecosystem involves many actors and can be difficult to manage. This PhD thesis project aims to address management concerns by developing a modelling method supporting the dynamics and resilience of digital business ecosystems.

In this PhD thesis project, the KYKLOS method is developed. Its purpose is to provide methodological and tool support for changing organizations using enterprise modeling and a capability-oriented approach.

MISSION aims to revolutionize maritime transport efficiency and sustainability through real-time port call and voyage optimization.

The interdisciplinary project brings together ideas and methods from linguistics, complex systems, machine learning, biology, and cultural evolution to seek answers to one of the big questions about humans.

DigPhil is a cutting-edge doctoral research environment that combines the study of historical languages and their varieties with advancements in language technology.

The aim of this PhD thesis project is to study digital transformation in public organizations. We focus on how organizational culture in public organizations is influencing digital transformation.

In this project we are studying automated decision-support in municipal-based work with social assistance. The focus is directed towards, e.g., approval rates, variations in decisions and consequences for applicants as well as professionals.

With better descriptions of a patient’s state and history, more efficient recommendations can be provided. We explore how AI tools can be put to practical use in healthcare. We focus on complex and multimodal data and use cases such as COVID-19 public health interventions or patient phenotyping for adverse drug events, sepsis, or cancer.

Autism is one the most common neurodevelopment diagnoses, and it implies severe disabilities for many people. This project is about creating a platform to help people with autism to be more independent in everyday life situations.

In a near future we do not need to own cars or bikes. Instead we buy and consume personal transport as a service. How does that change society? PriMaaS is a project about developing the MaaS-concept – Mobility-as-a-Service.

Recent breakthroughs in AI have been driven mainly by large language models. While they can be very useful, they also threaten privacy – they leak private information. This project aims to identify these risks and develop privacy-preserving techniques.

This ground-breaking project brings together top universities to create digital tools for teen mental health. Our aim is to leverage diverse data for inclusive support.

The project explores the emerging security technology ”security apps” (trygghetsappar) and the knowledge consequences that such technologies bring for questions of responsibility, (fear of) crime and citizen participation.

Less accidents on the road, and more operational uptime. That is the expected outcome of this research project which uses data from trucks to develop new machine learning models. The models will let us know when maintenance is needed – before the vehicle breaks down.

Research project within DDLS and WASP-HS which aim to investigate how the implementation of AI can be promoted in healthcare, and what ethical and legal aspects such implementation should take into account.

What are the regulatory challenges when designing new systems for waste management? The topic will be explored in this research project. Our aim is to expand the understanding of interactions between environmental sustainability, local regulations and digital innovation.

This research project documents results, main challenges and successes of an international training programme on ICT regulation and formulates suggestions for improvement. Analyses of documentation and reports from programme participants are complemented by an OECD/DAC framework evaluation.

In this project, we investigate the next-generation distributed AI and Machine Learning algorithms in complex networks. Our aim is to find more sustainable solutions.

Robotic Process Automation adoption is increasing in the public sector. The aim is to improve the quality and efficiency of public services. This PhD thesis project studies the adoption process from the perspective of technology as routine capability.

The COVID-19 pandemic has brought on changes in many areas, also in higher education. This project evaluates the Inspera digital exam portal and studies how it could increase legal certainty of distance exams.

The objective of the SWE-QUEST project is to develop a demo system that, given a text, automatically generates multiple-choice reading comprehension questions on the text.

Empower Your Text Analysis: Annotate and Analyze Swedish and English Texts with SWEGRAM

This project aims att studying socioemotional perception and recognition in single individuals using precision neuroimaging and AI.

This project aims to produce a concrete and scalable example of how IoT (Internet of Things) can be used to develop teaching and learning in schools. By putting sensors on teachers, we can produce heatmaps of their classroom movements. This shows how they interact with students, and gives important feedback to their teaching. 

Artificial intelligence (AI) represents a technological upheaval with the potential to transform human society and is increasingly viewed by states and international organizations as an area of strategic importance.

The impact of Artificial Intelligence (AI) on society raises inherently normative questions, which call for political answers. In democratic societies, the goals and means of AI governance should be identified and decided upon collectively by those who are affected by AI technology, yet what this entails is currently undertheorized.

What happens when your friend also becomes your customer? Today, social media often serves as a platform for business activities. This project explores how trust is built, and how it impacts social and commercial behaviour.

Many existing digital applications leverage machine learning algorithms to improve their solutions. This project explores how these algorithms can also help understand user behaviour in virtual reality environments to design more effective systems.

Despite a strong emphasis on person-centered care in social service provision, scientific knowledge is limited regarding the actual impact and how these goals can be realized.

Video Remote Interpreting (VRI): A study on Cognitive Load in Simultaneous and Dialogue Interpreting via video and interpreters' attitudes towards VRI in Sweden

PhD Project that is a part of the Maria Skłodowska-Curie Action project visuAAL - Privacy-Aware and Acceptable Video-Based Technologies and Services for Active and Assisted Living.

This project investigates the potential of using virtual patient cases to train healthcare professionals. The aim is to discover and manage intimate partner violence.

Recent developments in AI affect us in many ways, also in higher education. The research project "WASP-ED work area 4: Pedagogical development and learning analytics" is a part of the national WASP-ED program which aims to increase AI capability and capacity in Sweden.

The e-SHARE project explores electronic identification for patient centric e-health services, specifically in Brazil. They are compared and contrasted with similar services in Sweden and Europe in general.

Research groups

The Clinical Text Mining Group is a creative research group of computer scientists, engineers, computational linguists and physicians. We perform research in both artificial intelligence, language technology and health informatics.

The Data Science Research Group focuses on core data science research, as well as on applications where data science can provide insights for decision making. We formulate novel data science problems and develop algorithmic methods and methodological workflows.

Technological advances allow both humans and things to be more connected and exchange information. Our research focuses on how we can participate in real and virtual societies, with regards to application areas such as culture, transport, intelligent vehicles and e-health.

All over the world, organizations are looking to perform better and gain competitive advantage by using IT and digital technologies. The IT Management and Governance group studies how to manage and govern IT and digital investments to support digital transformation.

Interfler is one of the regular research groups in the section Swedish and Scandinavian Languages in the Department of Swedish and Multilingualism. The group consists of researchers with interests in interaction and multilingualism, both in everyday life and different public domains such as education and working life.

The Learning Analytics and AI for Education Group does research on how data-driven methods (learning analytics) can be used to understand and strengthen education. We also study the application of AI technology in educational contexts.

The global warming is not uniformly distributed over the Earth. The polar regions are especially sensitive for climate change and the warming in the Arctic is more than twice as fast as for the Earth on average. The effects of this warming are large, with a dramatic loss of sea ice as an example.

We investigate cognition and processes in interpreting, subtitling and translation. This involves studying advanced language use, the brain, executive functions, and cognitive and social processes in interpreting and translation.

The STIR group brings together a mix of technologists and social scientists. Together, we research and build new digital technologies. Our work is situated within the Human–Computer Interaction field.

Do a more advanced search »

Search for dissertations about: "digital transformation"

Showing result 1 - 5 of 188 swedish dissertations containing the words digital transformation .

1. Disentangling digital transformation : mechanisms of change in institutional logics

Author : Hugo Hedlund ; Katrin Jonsson ; Johan Sandberg ; Tina Blegind Jensen ; Umeå universitet ; [] Keywords : NATURVETENSKAP ; NATURAL SCIENCES ; Digital transformation ; Digital innovation ; Institutional logics ; Critical realism ; Mechanisms ; Public sector ;

Abstract : Digital transformation (DT) is en vogue, but vague: while consultants, policymakers and researchers stress that it is a major challenge to organizations of all kinds and sizes, how DT unfolds, or even what it entails, remains elusive. Previous research on DT frames it as a problem of strategic technology adoption or information technology (IT)-related change associated with business models and processes. READ MORE

2. Digital Capability : Investigating Coevolution of IT and Business Strategies

Author : Johan Sandberg ; Holmström Jonny ; Ola Henfridsson ; Umeå universitet ; [] Keywords : SAMHÄLLSVETENSKAP ; SOCIAL SCIENCES ; Digital capability ; IT strategy ; coevolution ; IT innovation ; digital innovation ; organizational evolution ; practice research ; strategy-as-practice ; evolutionary theory ;

Abstract : This dissertation investigates the role of information technology (IT) in organizational strategy. Specifically, it examines how organizations can persist in turbulent competitive landscapes characterized by IT innovations. READ MORE

3. The Dynamics of Digital Transformation : the Role of Digital Innovation, Ecosystems and Logics in Fundamental Organizational Change

Author : Daniel A. Skog ; Henrik Wimelius ; Jonny Holmström ; Jonathan Wareham ; Umeå universitet ; [] Keywords : SAMHÄLLSVETENSKAP ; SOCIAL SCIENCES ; digital transformation ; digital innovation ; digital ecosystem ; digital logic ; process method ;

Abstract : This dissertation investigates digital transformation, understood here as processes where organizational actors engage in digital innovation and transform their organizations in order to respond to change in their business and technology environments. Specifically, it examines the dynamics of digital transformation, seeking to understand the key sociotechnical elements and their relationships that drive digital transformation processes and influence how they unfold over time. READ MORE

4. Digital transformation : the material roles of IT resources and their political uses

Author : Viktor Arvidsson ; Jonny Holmström ; Malin Rönnblom ; Suprateek Sarker ; Umeå universitet ; [] Keywords : SAMHÄLLSVETENSKAP ; SOCIAL SCIENCES ;

Abstract : As IT became ubiquitous, we recognized that IT was everywhere but in our theories. Despite significant efforts, Information System (IS) research is still in desperate search for the IT artifact. Recent reviews show that IS research first and foremost considers IT resources as a socio-technical and managerial concern. READ MORE

5. Constraints of Digital Transformation

Author : Jwan Khisro ; Göteborgs universitet ; [] Keywords : NATURVETENSKAP ; NATURAL SCIENCES ; digital transformation ; constraints ; public sector ; organiza- tional ambidexterity ; mechanisms ;

Abstract : Digital transformation is viewed as instrumental in coping with organizational and societal challenges. In the public sector, these challenges include diverse issues, such as demographic changes, constrained financial resources, increasing complexity, and digital legacy. READ MORE

Searchphrases right now

• intracellular transport
• histomorphometry
• water retention
• electronics communication
• Shrinkage estimator
• oxide growth
• simulation dissertation
• international baccalaureate

Popular searches

• Cyanobacteria
• multiple sclerosis, gender
• translation language
• electrical distribution
• albumin binding domain
• mesoporous materials
• culture construction
• compound specific isotope analysis

Popular dissertations yesterday (2024-04-08)

• Decentralized Location-aware Orchestration of Containerized Microservice Applications : Enabling Distributed Intelligence at the Edge
• Screen Printed Stretchable Electronics
• Urban Ecosystem Services : The Value of Green Spaces in Cities
• Adolescents at risk of persistent antisocial behaviour and alcohol problems : The role of behaviour, personality and biological factors
• Participation and performance in primary schooling : a study of equality of educational opportunity in Mauritius
• 18F/19F and 11C/14C kinetic isotope effects in nucleophilic substitution reactions
• Essays on China’s Economic Development : Innovation, Public Debt and Social Connections
• Nurturing a heritage language : Language-centered practices in mother-child interactions in multilingual families
• Scalable Queries over Log Database Collections
• Green Logistics through Modal Shift - exploring the role of the transport capacity contract
• Popular complementary terms: essays, phd thesis, master thesis, papers, importance, trend, impact, advantages, disadvantages, role of, example, case study.

See yesterday's most popular searches here . Dissertations.se is the english language version of Avhandlingar.se .

Programs by Topic  

• Corporate Governance
• Design Thinking
• Entrepreneurship
• General Management
• Negotiation
• Organizational Leadership
• Personal Leadership
• Social Impact
• Technology & Operations

Featured Programs  

• Stanford Executive Program
• Stanford LEAD
• See All Programs by Date
• See All Online Programs
• Custom Programs
• Program Formats
• Developing a Program
• Catalyst Programs
• Diversity & Inclusion for Strategic Impact
• Strategic Transformation in Times of Disruption
• Program Experience
• Contact Client Services
• Academic Experience

Life & Learning  

• In-Person Programs
• On-Demand Online Courses
• Live Online Programs

Community  

• Faculty Spotlights
• Participant Spotlights
• Alumni Voices
• Eligibility
• Payment & Cancellation
• Application Process
• International Participants
• Apply Online

Digital Transformation: Leading Organizational Change

Choose a session:, 04 aug 2024 – 09 aug 2024.

Lead and implement digital transformation initiatives empowered by a deeper understanding of the technologies, opportunities, and strategies you need to succeed.

Technology is practically a requirement in every business today. But are you deploying it across the breadth of your business for maximum impact? Are you using it as a strategic advantage rather than just a tactical tool? Digital Transformation: Leading Organizational Change will help you do both, providing the core technical knowledge, strategic skills, and confidence you need to lead impactful digital initiatives. Learn how to match the right technologies to right-sized objectives. Rethink the customer journey using data. Discover frameworks to implement your digital strategy and garner organizational support.

Faculty from Stanford Graduate School of Business and School of Engineering will deliver cutting-edge research and expertise. You’ll also hear practical insights from industry guest speakers, share challenges with peers, and participate in daily working sessions to develop a concrete Digital Transformation Action Plan to implement when you return to work. It’s a powerful collaboration you’ll find only at Stanford, where innovation and digital transformation are in our DNA.

Key Benefits

Gain new insights and implementation strategies to lead successful digital transformation initiatives.

• Build a foundational understanding of the key technologies fueling digital transformation — from AI and machine learning to the internet of things, data analytics, sensors, and automation.
• Discover new capabilities and strategic opportunities enabled by digital technologies and identify what’s right for your organization.
• Learn strategic frameworks and tools to initiate, influence, and lead digital transformation within your organization.
• Create a customized, detailed Digital Transformation Action Plan for an initiative that you can lead and implement upon your return to work.
• Gain a competitive advantage by capitalizing on digital transformation solutions.

Who Should Attend?

• Senior-level executives, VPs, or Directors of non-tech or non-digital native companies who need to oversee and lead digital initiatives within their organization
• C-suite executives looking to discover the new opportunities that digital transformation can create for their business and organization
• Aspiring digital transformation leaders from any function, industry, and country
• Ideal for those with minimal technical background

At-a-Glance

Application requirements.

Qualified candidates are admitted on a rolling, space-available basis. Early applications are encouraged.

Payment Information

The program fee includes tuition, private accommodations, all meals, and course materials.

Payment is due upon admission. Your space is secured upon receipt of full payment.

Awarded Upon completion

Learn more about the program, faculty leadership, explore related programs, driving innovation and new ventures in established organizations.

16 Mar 2025 – 21 Mar 2025 In-Person

The Emerging COO: Driving Innovation and Operational Excellence

27 Jan 2025 – 09 May 2025 In-Person and Online

The Emerging CMO: Strategic Marketing Leadership

11 Aug 2024 – 16 Aug 2024 In-Person

Associated program Topics

• General Management,
• Organizational Leadership,
• Technology & Operations,
• In-Person (Stanford)

Program dates, fees, and faculty subject to change. Consistent with its non-discrimination policy, Stanford’s programs are open to participants regardless of race, color, national or ethnic origin, sex, age, disability, religion, sexual orientation, gender identity or expression, veteran status, marital status or any other characteristic protected by applicable law.

• See the Current DEI Report
• Supporting Data
• Research & Insights
• Share Your Thoughts
• Search Fund Primer
• Teaching & Curriculum
• Affiliated Faculty
• Faculty Advisors
• Louis W. Foster Resource Center
• Defining Social Innovation
• Impact Compass
• Global Health Innovation Insights
• Faculty Affiliates
• Student Awards & Certificates
• Changemakers
• Dean Jonathan Levin
• Dean Garth Saloner
• Dean Robert Joss
• Dean Michael Spence
• Dean Robert Jaedicke
• Dean Rene McPherson
• Dean Arjay Miller
• Dean Ernest Arbuckle
• Dean Jacob Hugh Jackson
• Dean Willard Hotchkiss
• Faculty in Memoriam
• Stanford GSB Firsts
• Certificate & Award Recipients
• Dean’s Remarks
• Keynote Address
• Teaching Approach
• Analysis and Measurement of Impact
• The Corporate Entrepreneur: Startup in a Grown-Up Enterprise
• Data-Driven Impact
• Designing Experiments for Impact
• Digital Business Transformation
• The Founder’s Right Hand
• Marketing for Measurable Change
• Product Management
• Public Policy Lab: Financial Challenges Facing US Cities
• Public Policy Lab: Homelessness in California
• Lab Features
• Curricular Integration
• View From The Top
• Formation of New Ventures
• Managing Growing Enterprises
• Startup Garage
• Explore Beyond the Classroom
• Stanford Venture Studio
• Summer Program
• Workshops & Events
• The Five Lenses of Entrepreneurship
• Leadership Labs
• Executive Challenge
• Arbuckle Leadership Fellows Program
• Selection Process
• Training Schedule
• Time Commitment
• Learning Expectations
• Post-Training Opportunities
• Who Should Apply
• Introductory T-Groups
• Leadership for Society Program
• Certificate
• 2023 Awardees
• 2022 Awardees
• 2021 Awardees
• 2020 Awardees
• 2019 Awardees
• 2018 Awardees
• Social Management Immersion Fund
• Stanford Impact Founder Fellowships and Prizes
• Stanford Impact Leader Prizes
• Social Entrepreneurship
• Stanford GSB Impact Fund
• Economic Development
• Energy & Environment
• Communication
• Collaborative Environment
• Activities & Organizations
• Student Services
• Stanford GSB Residences
• International Students
• Environmental Leadership
• Stanford GSB Artwork
• A Closer Look
• California & the Bay Area
• Voices of Stanford GSB
• Business & Beneficial Technology
• Business & Sustainability
• Business & Free Markets
• Business, Government, and Society Forum
• Get Involved
• Why Stanford MBA
• Second Year
• Global Experiences
• JD/MBA Joint Degree
• MA Education/MBA Joint Degree
• MD/MBA Dual Degree
• MPP/MBA Joint Degree
• MS Computer Science/MBA Joint Degree
• MS Electrical Engineering/MBA Joint Degree
• MS Environment and Resources (E-IPER)/MBA Joint Degree
• Academic Calendar
• Clubs & Activities
• Conferences
• LGBTQ+ Students
• Military Veterans
• Minorities & People of Color
• Partners & Families
• Students with Disabilities
• Student Support
• Residential Life
• Student Voices
• MBA Alumni Voices
• A Week in the Life
• Career Support
• Employment Outcomes
• Cost of Attendance
• Knight-Hennessy Scholars Program
• Yellow Ribbon Program
• BOLD Fellows Fund
• Loan Forgiveness
• Contact the Financial Aid Office
• Evaluation Criteria
• GMAT & GRE
• English Language Proficiency
• Personal Information, Activities & Awards
• Professional Experience
• Letters of Recommendation
• Optional Short Answer Questions
• Application Fee
• Reapplication
• Deferred Enrollment
• Joint & Dual Degrees
• Entering Class Profile
• Event Schedule
• Ambassadors
• New & Noteworthy
• Ask a Question
• See Why Stanford MSx
• Is MSx Right for You?
• MSx Stories
• Leadership Development
• Career Advancement
• Career Change
• How You Will Learn
• Admission Events
• Personal Information
• Information for Recommenders
• GMAT, GRE & EA
• English Proficiency Tests
• After You’re Admitted
• Daycare, Schools & Camps
• U.S. Citizens and Permanent Residents
• Requirements
• Requirements: Behavioral
• Requirements: Quantitative
• Requirements: Macro
• Requirements: Micro
• Annual Evaluations
• Field Examination
• Research Activities
• Research Papers
• Dissertation
• Oral Examination
• Current Students
• Research Resources
• Education & CV
• International Applicants
• Statement of Purpose
• Reapplicants
• Application Fee Waiver
• Deadline & Decisions
• Financial Aid
• Job Market Candidates
• Academic Placements
• Stay in Touch
• Faculty Mentors
• Current Fellows
• Standard Track
• Fellowship & Benefits
• Group Enrollment
• Diversity & Inclusion
• Strategic Transformation
• Campus Experience
• Live Online Experience
• Silicon Valley & Bay Area
• Digital Credentials
• Stanford Ignite
• Frequently Asked Questions
• Operations, Information & Technology
• Organizational Behavior
• Political Economy
• Awards & Honors
• Classical Liberalism
• The Eddie Lunch
• Accounting Summer Camp
• Videos, Code & Data
• California Econometrics Conference
• California Quantitative Marketing PhD Conference
• California School Conference
• China India Insights Conference
• Homo economicus, Evolving
• Political Economics (2023–24)
• Scaling Geologic Storage of CO2 (2023–24)
• A Resilient Pacific: Building Connections, Envisioning Solutions
• Adaptation and Innovation
• Changing Climate
• Civil Society
• Climate Impact Summit
• Climate Science
• Corporate Carbon Disclosures
• Earth’s Seafloor
• Environmental Justice
• Operations and Information Technology
• Organizations
• Sustainability Reporting and Control
• Taking the Pulse of the Planet
• Urban Infrastructure
• Watershed Restoration
• Junior Faculty Workshop on Financial Regulation and Banking
• Ken Singleton Celebration
• Quantitative Marketing PhD Alumni Conference
• Presentations
• Theory and Inference in Accounting Research
• Publications
• Working Papers
• Case Studies
• Cities, Housing & Society Lab
• Stanford Closer Look Series
• Quick Guides
• Core Concepts
• Journal Articles
• Glossary of Terms
• Executive Education
• Faculty & Staff
• Corporations and Society Initiative
• Researchers & Students
• Research Approach
• Charitable Giving
• Financial Health
• Government Services
• Workers & Careers
• Short Course
• Adaptive & Iterative Experimentation
• Incentive Design
• Social Sciences & Behavioral Nudges
• Bandit Experiment Application
• Conferences & Events
• Reading Materials
• Energy Entrepreneurship
• Faculty & Affiliates
• SOLE Report
• Responsible Supply Chains
• Current Study Usage
• Pre-Registration Information
• Participate in a Study
• Data, Analytics & Research Computing
• Founding Donors
• Location Information
• Participant Profile
• Network Membership
• Program Impact
• Collaborators
• Entrepreneur Profiles
• Company Spotlights
• Seed Transformation Network
• Responsibilities
• Current Coaches
• How to Apply
• Meet the Consultants
• Meet the Interns
• Intern Profiles
• Collaborate
• Research Library
• News & Insights
• Program Contacts
• Databases & Datasets
• Research Guides
• Consultations
• Research Workshops
• Career Research
• Research Data Services
• Course Reserves
• Course Research Guides
• Material Loan Periods
• Fines & Other Charges
• Document Delivery
• Interlibrary Loan
• Equipment Checkout
• Print & Scan
• MBA & MSx Students
• PhD Students
• Other Stanford Students
• Faculty Assistants
• Research Assistants
• Stanford GSB Alumni
• Telling Our Story
• Staff Directory
• Site Registration
• Alumni Directory
• Alumni Email
• Privacy Settings & My Profile
• Digital Communities & Tools
• Success Stories
• The Story of Circles
• Support Women’s Circles
• Stanford Women on Boards Initiative
• Alumnae Spotlights
• Insights & Research
• Regional Chapters
• Identity Chapters
• Industry & Professional
• Entrepreneurial Commitment Group
• Recent Alumni
• Class Notes
• Half-Century Club
• Fall Reunions
• Spring Reunions
• MBA 25th Reunion
• Half-Century Club Reunion
• Faculty Lectures
• Ernest C. Arbuckle Award
• Alison Elliott Exceptional Achievement Award
• ENCORE Award
• Excellence in Leadership Award
• John W. Gardner Volunteer Leadership Award
• Robert K. Jaedicke Faculty Award
• Jack McDonald Military Service Appreciation Award
• Jerry I. Porras Latino Leadership Award
• Tapestry Award
• Student & Alumni Events
• Executive Recruiters
• Interviewing
• Land the Perfect Job with LinkedIn
• Negotiating
• Elevator Pitch
• Email Best Practices
• Resumes & Cover Letters
• Self-Assessment
• Whitney Birdwell Ball
• Margaret Brooks
• Bryn Panee Burkhart
• Margaret Chan
• Ricki Frankel
• Peter Gandolfo
• Cindy W. Greig
• Natalie Guillen
• Carly Janson
• Sloan Klein
• Sherri Appel Lassila
• Stuart Meyer
• Tanisha Parrish
• Virginia Roberson
• Philippe Taieb
• Michael Takagawa
• Terra Winston
• Johanna Wise
• Debbie Wolter
• Rebecca Zucker
• Complimentary Coaching
• Changing Careers
• Work-Life Integration
• Career Breaks
• Flexible Work
• Encore Careers
• Career Video Library
• D&B Hoovers
• Data Axle (ReferenceUSA)
• EBSCO Business Source
• Firsthand (Vault)
• Global Newsstream
• Market Share Reporter
• ProQuest One Business
• Student Clubs
• Entrepreneurial Students
• Stanford GSB Trust
• Alumni Community
• How to Volunteer
• Springboard Sessions
• Consulting Projects
• 2020 – 2029
• 2010 – 2019
• 2000 – 2009
• 1990 – 1999
• 1980 – 1989
• 1970 – 1979
• 1960 – 1969
• 1950 – 1959
• 1940 – 1949
• Service Areas
• ACT History
• ACT Awards Celebration
• ACT Governance Structure
• Building Leadership for ACT
• Individual Leadership Positions
• Leadership Role Overview
• Purpose of the ACT Management Board
• Contact ACT
• Business & Nonprofit Communities
• Reunion Volunteers
• Ways to Give
• Fiscal Year Report
• Business School Fund Leadership Council
• Planned Giving Options
• Planned Giving Benefits
• Planned Gifts and Reunions
• Legacy Partners
• Giving News & Stories
• Giving Deadlines
• Development Staff
• Submit Class Notes
• Class Secretaries
• Board of Directors
• Career & Success
• Culture & Society
• Finance & Investing
• Health Care
• Leadership & Management
• Operations & Logistics
• Opinion & Analysis
• Opportunity & Access
• Sustainability
• Class Takeaways
• All Else Equal: Making Better Decisions
• If/Then: Business, Leadership, Society
• Grit & Growth
• Think Fast, Talk Smart
• Spring 2022
• Spring 2021
• Autumn 2020
• Summer 2020
• Winter 2020
• In the Media
• For Journalists
• DCI Fellows
• Other Auditors
• Academic Calendar & Deadlines
• Course Materials
• Entrepreneurial Resources
• Campus Drive Grove
• Campus Drive Lawn
• CEMEX Auditorium
• King Community Court
• Seawell Family Boardroom
• Stanford GSB Bowl
• Stanford Investors Common
• Town Square
• Vidalakis Courtyard
• Vidalakis Dining Hall
• Catering Services
• Policies & Guidelines
• Reservations
• Contact Faculty Recruiting
• Lecturer Positions
• Postdoctoral Positions
• Accommodations
• CMC-Managed Interviews
• Recruiter-Managed Interviews
• Virtual Interviews
• Campus & Virtual
• Search for Candidates
• Think Globally
• Recruiting Calendar
• Recruiting Policies
• Full-Time Employment
• Summer Employment
• Entrepreneurial Summer Program
• Global Management Immersion Experience
• Social-Purpose Summer Internships
• Process Overview
• Project Types
• Client Eligibility Criteria
• Client Screening
• ACT Leadership
• Social Innovation & Nonprofit Management Resources
• Develop Your Organization’s Talent
• Centers & Initiatives
• Student Fellowships

84 Digital Transformation Essay Topic Ideas & Examples

🏆 best digital transformation topic ideas & essay examples, 📃 good research topics about digital transformation, 🎓 interesting topics to write about digital transformation, ❓ digital transformation research questions.

• General Electric Company’s Digital Transformation Strategy The introduction of digital products is something that should be supported by the current business model. Such an initiative required a superior business model to make the company competitive and successful.
• Digital Transformation in the Oil and Gas Industry The functions of modern digital devices that support the work of the oil and gas industry serve as the tolls reducing people’s participation in the monitoring process, thereby automating the monitoring of activities and allowing […] We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
• Bossard Company’s Digital Transformation As the size of the clients grew to industrial companies and factories, the demands for parts increased. The SmartBin technology was innovative and has become the centerpiece of Bossard’s business model and approach to customers.
• Business and Its Digital Transformation However, if a company wants to be ahead of competitors, it needs to invest in advanced digital technologies regularly. Nonetheless, individuals should analyze the possible reasons for the deployment of NIT to their unique business […]
• The Automobile Company’s Digital Transformation As a result, the primary objective of the project is to discuss how the company can move from the first level of the maturity model to the second level.
• Digital Transformation Strategies for Organizations The first success factor in digital transformation is the company’s preparedness to make bold moves in the digital realm to explore and anticipate customers’ expectations.
• The Digital Transformation and Innovation Nexus The practical orientation of the study ensures its applicability in the current economic environment characterized by the increasing complexity of the organizational landscape.
• Information Governance and Digital Transformation By involving information technology, innovations in technology, and data, organizations must oversee the right implementation of digital transformation to address security and privacy concerns.
• Digital Transformation: Job Satisfaction among Academic Family Physicians Some stakeholders may resist the application of Industry 4 in the manufacturing sector based on the concerns raised above. This study aims to investigate the relevance of digital transformation, specifically focusing on Industry 4, in […]
• Extending Supply Chain Digital Transformation with Analytics, Simulation, and Optimization There is a need for digital transformation in the supply chain to streamline operations, reduce costs, and improve the employees’ working environment.
• Supply Chain Digital Transformation To improve the present system, it is essential to utilize analytics, simulation, and optimization approach as a digitalization extension means.
• Sadara Company’s Digital Transformation The digital transformation and the transition to the online environment used to be seen as the prerogative of the organizations that provided solely the services that could be easily translated into the online context due […]
• Electric Utility Companies’ Digital Transformation Electric utility companies have faced the problem of decentralization in the past due to the underdevelopment of the service market in this area and the centralization of the system.
• Digital Transformation: E-Services in the UAE In the United Arabs Emirates, there has been a major transformation in the adoption of electronic services aimed to improve the quality of service delivery.
• Digital Transformation in the UAE’s National Policy As a result, the changes taking place in various sectors correspond to the state plan for the reorganization of different sectors and the promotion of modern digital opportunities to improve life in the country.
• How Digital Transformation Is Affecting the Oil and Gas Industry The research will assess the contributions of digital transformation in the oil and gas industry. What is the impact of digital transformation in the oil and gas industry?
• Organizational Capabilities and Digital Transformation A digital strategy entails using big data and business intelligence to acquire a competitive advantage in the industry. Data indexing, quality evaluation, and aggregation are some of the procedures that may be complex and costly […]
• Digital Transformation: Hyper-Connectedness and Collaboration The guiding principles for E2E economy formulated by the authors include the ability of organizations to provide optimal customer experiences through the right partnerships, capacity to use contextual and predictive analytics to generate customer value, […]
• American Entertainment Industry: Digital Transformation The purpose of this paper is to examine the aspects of the current competition between streaming companies and television networks with the focus on observed digital transformations in sharing information and to discuss what further […]
• Digitalization and the Future of Work: Macroeconomic Consequences
• Does Enterprise Architecture Support the Digital Transformation Endeavors?
• Digital Transformation and Lean Management: Challenges in the Energy Industry
• The Process of Digital Transformation of Airline Companies
• Digital Transformation Beyond the Digital Age
• Paving the Way Towards Digital Transformation and Sustainable Societies
• Digital Transformation, Digital Dividends, and Entrepreneurship
• The Impact of Digital Transformation on Finance Sector Competition
• Digital Transformation And Its Effect On A Business
• Linking Digital Transformation and Localizing the Sustainable Development Goals
• Digitalization Changing the Economy and the Labor Market
• The Relations Between Digital Transformation and Technological Advancements
• Digital Transformation and the Performance of Micro and Small Enterprises
• Correlation Between Digital Transformation and the Provision of Legal Services
• The Relationship Between Digital Transformation and the Renewal of Social Theory
• Digital Transformation and Value Creation: Sea Change Ahead
• Linking Digital Transformation, International Competition, and Specialization
• Does Digital Transformation Mean the End of Marketing?
• Engineering the Digital Transformation of Marketing
• How Information Systems Enable Digital Transformation: Focus on Business Models
• Predicting the Future Work Change Due to Digital Transformation
• Government Digital Transformation Strategy: High-Level Themes
• How Does the Digital Transformation Affect Organizations?
• Composing the Plan and Budget for a Digital Transformation Project
• Products’ Digital Transformation Effect on Perceived Luxury Level and Brand Authenticity
• How the Internet Drove the Digital Transformation of Products and Services
• The Digital Transformation of Healthcare: Current Status and the Road Ahead
• Retail Digital Transformation Market: Global Industry Analysis, Share, Growth, and Forecast
• The Productivity and Unemployment Effects of the Digital Transformation
• Analysis of the Key Elements of Digital Transformation
• How the Digital World May Influence Teaching
• Data, Measurement and Initiatives for Inclusive Digitalization, and Future of Work
• Digitalization and Smartening Public Governance of the European High North Regions
• Fiscal Pressures From Digital Transformation and Immigration
• How Decarbonization, Digitalization, and Decentralization Are Changing Key Power Infrastructures
• Digitalization, Multinationals, and Employment: An Empirical Analysis of Their Causal Relationships
• How Digital Transformation Has Reshaped the Mass Media
• Managing Digitalization: Challenges and Opportunities for Business
• Organizing for Digitalization Through Mutual Constitution: The Design Firm Case
• Innovative and Sustainable eMaintenance: Capabilities for Digital Transformation of Maintenance
• How Does Digital Transformation Impact Marketing?
• Why Is Digital Transformation a Never-Ending Process?
• What Is the Biggest Barrier to Digital Transformation?
• Is Digital Marketing Part of Digital Transformation?
• Which Industry Is Leading in Digital Transformation?
• What Is the Future of Digital Transformation?
• How Is Digital Transformation Affecting the Industry or Work?
• What Is the End Goal of Digital Transformation?
• How Does Digital Transformation Improve Organizational Resilience?
• What Is the Outcome of Digital Transformation?
• Does Digital Transformation Require Coding?
• Why Do People Fear Digital Transformation?
• Does Information Management Play a Critical Role in Digital Transformation?
• What Are the Biggest Digital Transformation Challenges Organizations Face?
• Why Is Digital Transformation Important for Organizations?
• How Has Technology Impacted Digital Transformation?
• Why Is Digital Transformation Critical to Business Growth?
• How Effective Is Digital Transformation?
• What Is the Negative Impact of Digital Transformation?
• Is Technology Important in Digital Transformation?
• What Are the Key Effective Strategies for Digital Transformation?
• How Do Companies Implement Digital Transformation?
• Why Is Digital Transformation Important in Retail?
• Does Digital Transformation Ever End?
• Is Digital Transformation a Business Model?
• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2024, February 25). 84 Digital Transformation Essay Topic Ideas & Examples. https://ivypanda.com/essays/topic/digital-transformation-essay-topics/

"84 Digital Transformation Essay Topic Ideas & Examples." IvyPanda , 25 Feb. 2024, ivypanda.com/essays/topic/digital-transformation-essay-topics/.

IvyPanda . (2024) '84 Digital Transformation Essay Topic Ideas & Examples'. 25 February.

IvyPanda . 2024. "84 Digital Transformation Essay Topic Ideas & Examples." February 25, 2024. https://ivypanda.com/essays/topic/digital-transformation-essay-topics/.

1. IvyPanda . "84 Digital Transformation Essay Topic Ideas & Examples." February 25, 2024. https://ivypanda.com/essays/topic/digital-transformation-essay-topics/.

Bibliography

IvyPanda . "84 Digital Transformation Essay Topic Ideas & Examples." February 25, 2024. https://ivypanda.com/essays/topic/digital-transformation-essay-topics/.

• Electronics Engineering Paper Topics
• Economic Topics
• Business Structure Titles
• Technology Essay Ideas
• Business Intelligence Research Topics
• Information Management Paper Topics
• Internet Privacy Essay Topics
• Computers Essay Ideas
• Data Management Essay Ideas
• Construction Management Research Topics
• Cyber Security Topics
• Data Mining Titles
• Electrical Engineering Essay Titles
• Innovation Titles

Leading Digital Transformation

Program overview.

The emergence of digital technologies, and the disruptions they create, are reshaping companies and entire industries. In this dynamic environment, firms need to evolve not only to keep up with today's digital landscape, but also because those that are on top of trends and transformations today may face game-changing threats tomorrow. That’s why understanding current innovations and the successful harnessing of digital technologies is just the beginning. Staying steps ahead, and maintaining that position over the long term, takes new capabilities and perspectives to evaluate digital technologies strategically, to shape and leverage the organization, and to lead in the face of significant uncertainty and complexity.

Leading Digital Transformation brings you the latest insights, practices, and research of the world’s foremost experts from AI at Wharton on industry disruption and digital transformation for the enterprise. You will learn in real time through classroom sessions, hands-on simulation and learning experiences with fellow participants, conversations with industry authorities, peer networking, and office hours with faculty. A rigorous, learning journey will provide you with the leadership skills and vision it takes to transform digital disruption into the source of some of your firm’s greatest opportunities.

In Leading Digital Transformation participants will develop a systematic approach that links perspectives on strategy, organization, and leadership, says Professor and Academic Director Rahul Kapoor.

Date, Location, & Fees

If you are unable to access the application form, please email Client Relations at [email protected] .

April 29 – May 3, 2024 Philadelphia, PA $12,000

November 4 – 8, 2024 Philadelphia, PA $12,500

 Drag for more 

Program Experience

Who should attend, testimonials.

In Leading Digital Transformation  you will:

• Explore digital disruption from the perspectives of strategy, organization, and leadership for the long term
• Strengthen your skills as a visionary leader by learning how to spot digital opportunities, develop strategies around them, and pitch them persuasively to key stakeholders
• Shift your mindset from traditional thinking on product- or service-based value creation and competition to a platform and ecosystem perspective, and understand the new set of strategic choices and tradeoffs they represent
• Deepen classroom learning and begin reimagining your business through daily faculty-led integration sessions
• Understand the challenges and opportunities presented by digital disruptions across industries and geographies by networking with a global peer group
• Engage in a hands-on simulation to deepen your understanding of digital platform strategy

Experience and Impact

Technology can transform your business — or leave you far behind your competitors. In this highly actionable program, you will develop tools and capabilities for leading a continuous, agile, and strategic endeavor to harness and stay ahead of digital disruptions.

Because today’s technologies will quickly become obsolete and digital disruption looks different to every organization, this program does not focus on “how-tos” or one-size-fits-all approaches. Instead, Wharton faculty experts will help you develop your own framework for capturing opportunities for growth and competitive advantage. They will show you how to formulate digital strategies and align their execution across functions, harness the power of digital technologies and ecosystems, and strengthen vigilance and agility throughout your organization.

Leading Digital Transformation will help participants develop their own framework for capturing opportunities for growth and competitive advantage from emerging digital technologies.

You will deeply engage with these topics through classroom sessions, a hands-on simulation, small group work with fellow participants, and conversations with industry experts on some of today’s most cutting-edge topics. Daily integration sessions will help you extract key learnings that apply to your unique situation and consider what digital transformation means for your organization.

Session topics include:

• Digital Disruption: Strategy, Organization, and Leadership Perspectives
• Identifying and Pitching Digital Opportunities
• From Products to Platforms (Simulation)
• Organizational Agility and Networks
• Vigilant Leadership

Post-Program Webinar

Leading Digital Transformation also includes a webinar conducted two months after the program ends to help participants integrate key learnings. Led by Professor Rahul Kapoor, the program’s academic director, this one hour session allows participants to share the main achievements in implementing concepts and ideas from the course as well as the challenges participants faced implementing concepts. Bringing the cohort back together, this webinar reinforces the importance of peer support as well as faculty insights.

Convince Your Supervisor

Here’s a justification letter you can edit and send to your supervisor to help you make the case for attending this Wharton program.

Due to our application review period, applications submitted after 12:00 p.m. ET on Friday for programs beginning the following Monday may not be processed in time to grant admission. Applicants will be contacted by a member of our Client Relations Team to discuss options for future programs and dates.

This program is designed for leaders in digital and non-digital industries affected by technology-driven disruption, whether or not their companies have already taken steps toward digital transformation. Those who are involved in the long-term strategic growth of their firms and who are interested in developing greater foresight, creating new and different types of value, staying ahead of the competition, and leading with agility will benefit.

Fluency in English, written and spoken, is required for participation in Wharton Executive Education programs.

This program is ideal for executives whose companies are significantly impacted by digital technologies, including artificial intelligence, blockchain, virtual reality to cloud computing.

Plan Your Stay

This program is held at the Steinberg Conference Center located on the University of Pennsylvania campus in Philadelphia. Meals and accommodations are included in the program fees. Learn more about planning your stay at Wharton’s Philadelphia campus .

Rahul Kapoor, PhD See Faculty Bio

Academic Director

David W. Hauck Professor; Professor of Management, The Wharton School

Research Interests: Innovation, technology management and strategy, industry evolution, firm boundaries, business ecosystems

George Day, PhD See Faculty Bio

Geoffrey T. Boisi Professor Emeritus; Faculty Emeritus in Residence of Mack Institute of Innovation Management, The Wharton School

Research Interests: Competitive strategies in global markets, strategic planning processes

Santiago Gallino, PhD See Faculty Bio

Associate Professor of Operations, Information, and Decisions, The Wharton School

Research Interests: Empirical operations management, retail management

Lori Rosenkopf, PhD See Faculty Bio

Simon and Midge Palley Professor; Professor of Management; Vice Dean of Entrepreneurship, The Wharton School

Scott Snyder, PhD See Faculty Bio

Chief Digital Officer, EVERSANA; Senior Fellow, Management Department, The Wharton School; Adjunct Faculty, The Moore School of Engineering, University of Pennsylvania; Co-author Goliath’s Revenge

Tyler Wry, PhD See Faculty Bio

Associate Professor of Management, The Wharton School

Pinar Yildirim, PhD See Faculty Bio

Associate Professor of Marketing, The Wharton School

Research Interests: Media, advertising, industrial organization, social networks, social media, news media, privacy, political economy, open innovation

The Leading Digital Transformation course under Professor Rahul Kapoor is a perfect mix of technology, innovation, and the change that is required for any business that's out there. We reviewed several case studies and identified the pitfalls and solutions needed for any business to be agile in this space. Everything from the teaching to the guest speakers to the hands-on activities were phenomenal, and gave me a vision on how to tie everything back to a core strategy, such as how to be open to taking risks and how to execute.”

Anand Shah  Director of Technology, Verizon

As digital technologies are advancing with a speed that has never been seen before, many organizations are facing the same questions. Do we need AI solutions? Do we need them to integrate machine learning into our current process? What should we do to make sure our brand is going to stay relevant in the next 20 years? Leading Digital Transformation provides a very constructive framework and teaches you how to correctly identify the digital opportunities under the best practices in managing digital disruptions. I highly recommend this course to executives who want to lead their own organizations' digital transformation successfully.”

Lucy Zhu  Head of Marketing Analytics, EXL Service

I enrolled in Leading Digital Transformation because I’ve always been much more operational than technology-savvy. I thought it would be interesting to see how the business side aligns with the technology side. Also, I’ve always been attracted to Wharton and its reputation. I enjoyed all the sessions, but I particularly liked the one on organizational agility and networks with Professor Lori Rosenkopf. I realized that our organization is very matrixed, which can limit agility. I’ve proposed some changes within my department so that we can move more quickly and with agility, especially with the health care space changing so fast. Professor Tyler Wry’s session on identifying and pitching digital opportunities was also very thought-provoking. He talked about not being distracted by the latest shiny new object in digital, and that you have to work on growing your company’s technology in line with its core cultural values. I’ve used some of his concepts in discussions with my company’s leadership. One of the biggest benefits of the class for me was exchanging ideas with people outside of my industry. There were folks from pharma, biotech, banking, accounting, and advertising and sales. I connected with quite a few on LinkedIn. Overall, the program was terrific, and I would definitely recommend it.”

Ben Negley  Vice President, Physician Practice Management and Ambulatory Care, AtlantiCare

The disruptions that digital technologies have caused in Big Pharma have been drastically accelerated by the global pandemic. As a driver of patient-centric innovation in oncology, I signed up for the Leading Digital Transformation program to develop my knowledge, insights, and skills into how best to transform digital disruption into an opportunity to provide optimal health care for oncology patients across the world. Walking into the course, strategic digital transformation was a relatively abstract concept. Walking out, I was pleasantly surprised about how tangible and concrete this abstract concept became. Aside from the key learnings of the course itself, we were provided with ample opportunities through the program to network with fellow peers through virtual networking cafes and virtual fireside chats. My classmates came from a melting pot of industries and brought forth an abundance of experiences and learnings to share. One of the highlights of the course, amongst many, was the simulation we underwent to react to key decisions driving value creation, competition, and our business' financial health. Following this course, I now look forward to bringing back to my work environment the key course learnings, especially around creating and executing a defined roadmap to digital maturity and fostering an innovative culture that embraces change. A special shoutout to Professor Kapoor for being a true visionary and leader in bringing together all the key elements of this very much-needed course, including a stellar faculty! Especially in light of today's global challenges, I would strongly recommend this course to anyone leading or directly involved in digital transformation in any capacity, across any industry."

Sherin Al-Safadi, MSc, MBA, PhD  Global Medical Affairs Oncology MED3 Director, Bayer U.S. Co-Founder, President, Fondation Amal

If you are a decision maker, Leading Digital Transformation offers a powerful approach and valuable strategies to set the stage for you to lead a digital transformation and build a sustainable business and brand. The course structure provides a framework for guiding business thinking, thoughtful examples, and illuminating business cases. It also offers an opportunity to network with a top-notch faculty and like-minded professionals. A timely and thought-provoking executive training that is essential for all C-suite level aspiring leaders and anyone leading an enterprise.”

Miguel Molina  CFO, Avocados from Mexico

I signed up for Leading Digital Transformation because the way business is conducted is transforming very rapidly with digitalization as the main driver. I needed to gather insights on how to tackle this properly and effectively. I enjoyed that we had multiple professors teaching the different subject areas, which enabled us to learn different perspectives. The highlight of the course was the simulation game we played with Professor Kapoor. It was fun to do and also very eye-opening. I have applied my learnings by taking a step back to identify a customer need where digitalization is the appropriate tool for the business area to thrive. I learned a lot in this course and would definitely recommend it to others.”

Karen Grau  President, PCCI Finance Corp.

Download the program schedule , including session details and format.

Hotel Information

Fees for on-campus programs include accommodations and meals. Prices are subject to change.

Read COVID-19 Safety Policy »

International Travel Information »

Plan Your Stay »

Related Programs

• Business Model Innovation in the Age of AI
• Mastering Innovation: Strategy, Process, and Tools

Schedule a personalized consultation to discuss your professional goals:

 +1.215.898.1776

 [email protected]

Still considering your options? View programs within Leadership and Management , Strategy and Innovation or:

 Find a new program

Digital Transformation : Leading People, Data & Technology

Get your brochure.

May 30, 2024

2 months, online 4-6 hours per week

PROGRAM FEE

US$2,700 US$2,403 and get US$270 off with a referral

For Your Team

Enroll your team and learn with your peers

Learn together with your colleagues

Participants report that enrolling in a program with colleagues fosters collaborative learning and amplifies their impact.

Please provide your details to get more information about the group-enrollment pricing.

The benefit of learning together with your friend is that you keep each other accountable and have meaningful discussions about what you're learning.

Congratulations!

Based on the information you provided, your team is eligible for a special discount, for Digital Transformation: Leading People, Data & Technology starting on May 30, 2024 .

We’ve sent you an email with enrollment next steps. If you’re ready to enroll now, click the button below.

Application Details

Program fee, us$2,700 us$2,403, why take this program.

Enrolling in this program is the first step in your journey to alumni benefits. Learn More

Who is This Program For?

This online program is designed for:

• Mid- to senior-level managers who need a strategy to lead their business unit or firm through a sea of massive disruption.
• Leaders who strive to be more proactive in implementing new ideas, staying ahead of the competition, and aligning their people, data, and technology.
• Participants who may be leaders of a functional department, head of a business unit or region, or who have general management responsibilities.

Representative functions and industries of past participants include:

• Director of Technology
• VP of Technology
• IT Director
• Director of Engineering
• IT Project Manager
• Engineering Manager
• Tech Manager
• Systems Manager
• Product Head
• Analytics Head
• Consultants (Management Consultant, Technology Consultant, Software Consultant, IT Consultant, Principal Consultant, Digital Transformation Consultant)
• Solution Architect (Might have other titles such as President, CEO, Partner, Head of a consultancy firm)

Key Takeaways

This program will position you to:

• Identify opportunities to address specific problems within the firm and frame them in a way where a digital solution can be optimal.
• Manage the organizational transformations, in the form of people and processes, required to enable measurable and significant change.
• Navigate the legal and ethical considerations that surround digital business practices, such as privacy and data protection.

Your Learning Journey

Live Webinars

Peer Discussions

Case Studies

Assignments

Live Office Hours

Program Topics

There’s no question that data and technology are key levers for digital transformation, but it’s also about people and organizational alignment. While much of this online program focuses on opportunities for advancing your strategic digital plan, there is also an emphasis on people and the organization.

Learn about a framework for digital transformation and successful examples within companies.

Explore different experimental approaches that business leaders should consider for determining whether digital transformations have resulted in desired outcomes.

Analyze the use of descriptive, predictive, or prescriptive modeling and how to assess the different sources of data and problems related to the quantity and format.

Master looking at processes through a customer-centric lens to identify the scope of improvement and create process flows for your organization.

Understand how subscription models are driving massive growth and the difference between dynamic and personalized pricing.

Identify the importance of specifying strategic imperatives for a digital transformation and the key performance indicators that can be used to measure an organization's performance relative to these imperatives.

Understand the regulations around data collection and usage and the ethical questions that emerge. Explore algorithmic bias and uncover when and why algorithmic decisions can be biased. Capitalize on the process differences with data analytics practices for swift development cycles.

For your capstone project, summarize the takeaways from the previous modules and place them into the context of an entire strategy for your firm.

Industry Examples

Across all industries, digital technologies have changed how information is transmitted and processed. Every organization is effectively an information company, and every industry is vulnerable to some degree of disruption. Learn from these examples:

Optimize hospital patient flow in an emergency department.

Conduct network analysis to find the high-value customers and leverage those relationships.

Advertising

Use A/B testing to determine the effectiveness of advertising—how much exposure is enough to convert?

Optimize an in-store shopping order using “shopper engineering” from Instacart and predict what item the shopper will add to cart next.

Transportation

Using indoor location tracking of airline passengers, learn how predictive and prescriptive analytics help understand where passengers go and what services to offer them.

Company Examples

UC Berkeley Executive Education's faculty have strong relationships with industry. Content from the program is either inspired by or directly derived from research and applications from companies that include:

Cambridge Analytica

One of the most notorious data breaches of all time occurred when Cambridge Analytica sold Facebook user data and violated the terms and conditions of the API. Learn the ways that legal and ethical considerations factor into digital business transactions.

Panera Bread

The customer experience was suffering at Panera Bread due to long order and wait times. Being a data-driven company, they studied the problem using customer data and launched an ‘order-ahead’ mobile app, greatly decreasing order and wait times. They also updated the staffing algorithm, achieving operational gains.

How does a payment platform become ubiquitous? It requires both buyers and sellers to get on board, presenting the old chicken and the egg conundrum: which comes first? Learn how a onesided market evolves into a two-sided market where both buyers and sellers derive value.

United Parcel Service (UPS)

Imagine you are tasked with creating the best driving routes to provide the ‘last mile’ of residential delivery service to customers. How can data help you find the optimal routes for your drivers? We’ll pull from descriptive, predictive, and prescriptive analytics techniques to solve this challenge

Note: All product and company names are trademarks or registered trademarks of their respective holders. The study of these products and/or companies does not imply any affiliation with or endorsement by them.

Participant Testimonials

"I have to say the overall balance between short videos, case studies, assignments, discussions and webinars was good. Great overview on Digital Transformation and good use of examples." — Clelia Lancelot, Portfolio Lead Director

"All topics were good and there was plenty of learning. Discussions on organizational alignment, importance of data quality and alignment of all the 3 organization, data and technology was enlightening. It was interesting to learn how an organization can move forward through digital transformation." — Lolita Tan, IMS head

"The program is filled with lots of examples from different industries and covers every layer involved in Digital Transformation: Data, People and Technology." — Miguel Ortega, Director Management Consulting

The use case scenarios presented in the program were most valuable as there is immense opportunity to learn from real-world examples. — Randal Castro, VP, Professional Services

Program Faculty

Learn from our distinguished faculty at the forefront of information and communication technology, online marketing strategy and management philosophy.

SAMEER B. SRIVASTAVA Professor & Harold Furst Chair in Management Philosophy and Values Sameer B. Srivastava is an Associate Professor and Harold Furst Chair in Management Philosophy and Values at UC Berkeley's Haas School of Business and is also affiliated with UC Berkeley Sociology. His research unpacks the complex interrelationships among the culture of social groups, the cognition of individuals within these groups, and the connections that people forge within and across groups... More info

THOMAS LEE Associate Adjunct Professor, Research Scientist Thomas Lee is an Associate Adjunct Professor and Research Scientist in the Haas Operations and Information Technology Management Group at the Haas School of Business. He teaches and conducts research on information and communication technologies to support innovation and new product development. Specifically, he develops and applies text and data mining methods for processing user-generated content... More info

ZSOLT KATONA Professor of Marketing Zsolt Katona holds a Ph.D. in computer science from the Eotvos University in his native Hungary and a Ph.D. in marketing from INSEAD France. He is a Professor of Marketing and the Cheryl and Christian Valentine Associate Professor at the Haas School of Business, University of California, Berkeley. He is an expert in online marketing strategy and social media. Zsolt’s research focuses on online marketing strategy... More info

SAMEER B. SRIVASTAVA Professor & Harold Furst Chair in Management Philosophy and Values Sameer B. Srivastava is Associate Professor and Harold Furst Chair in Management Philosophy and Values at UC Berkeley's Haas School of Business and is also affiliated with UC Berkeley Sociology. His research unpacks the complex interrelationships among the culture of social groups, the cognition of individuals within these groups, and the connections that people forge within and across groups. Much of his work is set in organizational contexts, where he uses computational methods to examine how culture, cognition, and networks independently and jointly relate to career outcomes. His work has been published in scholarly journals such as American Journal of Sociology, American Sociological Review, Management Science, and Organization Science. It has been covered in media outlets such as Fortune, The Wall Street Journal, Financial Times, - Sameer teaches a popular MBA elective course, Power and Politics in Organizations, and co-directs the Berkeley-Stanford Computational Culture Lab. In a prior career, Sameer was a partner at a global management consultancy (Monitor Group; now Monitor Deloitte). He holds AB, AM, MBA, and PhD degrees from Harvard University.

THOMAS LEE Associate Adjunct Professor, Research Scientist Thomas Lee is an Associate Adjunct Professor and Research Scientist in the Haas Operations and Information Technology Management Group at the Haas School of Business. He teaches and conducts research on information and communication technologies to support innovation and new product development. Specifically, he develops and applies text and data mining methods for processing user-generated content. His goal is to discover and select opportunities for product and service innovation. Recent research has mined the text of online customer reviews to induce market structure and mined electronic medical records to redesign emergency department healthcare service processes. He holds Ph.D. and M.S. degrees from MIT's Engineering Systems Division and B.A. and B.S. degrees in Political Science and Symbolic Systems (Artificial Intelligence) from Stanford University. He has served as a visiting scientist at the Computer Security Division of the National Institute of Standards and Technology, a research engineer at the MITRE Corporation, and as a contractor for DynCorp-Meridian supporting the Defense Advanced Research Projects Agency doing research on Internet privacy and security.

ZSOLT KATONA Professor of Marketing Zsolt Katona holds a Ph.D. in computer science from the Eotvos University in his native Hungary and a Ph.D. in marketing from INSEAD France. He is a Professor of Marketing and the Cheryl and Christian Valentine Associate Professor at the Haas School of Business, University of California, Berkeley. He is an expert in online marketing strategy and social media. Zsolt’s research focuses on online marketing strategy, networks, and social media. He studies how firms can better take advantage of new Internet technologies and how they can integrate them into their marketing mix. His research has appeared in leading scientific journals such as Management Science, Marketing Science, Journal of Consumer Research, Journal of Marketing Research, and Journal of Applied Probability. His research has been featured in Bloomberg Business News and the U.S. National Public Radio. He has consulting experience with companies such as Autodesk, IBM, Kelora Systems, Singtel, Telkomsel, and Vodafone.

Path to Alumni Benefits

Enrolling in the Digital Transformation : Leading People, Data & Technology program can become your first step toward pursuing the UC Berkeley Executive Education Certificate of Business Excellence (COBE) . The Certificate of Business Excellence gives individuals the opportunity to acquire and hone new skills and do it on a timeline that works with your busy schedule. Participants will earn a mark of distinction with certification from a world-class university, and enjoy the flexibility of completing the program in up to three years. Learn more about the program and associated alumni benefits here .

Networking and events

• Join local alumni chapters or clubs in your region
• Participate in the annual Berkeley Haas Alumni Conference
• Attend select Berkeley Haas and Berkeley Executive Education Networking events open to the COBE community

Exclusive Berkeley Resources

• Activate an @haas.executivealumni.berkeley.edu email forwarding address
• 15% discount on the list price of future eligible Berkeley Executive Education programs.
• 30% discount on the list price of future eligible programs after completion of your Certificate of Business Excellence.
• Public visitor access to select campus libraries and university database services.

News and communication

• A one year complimentary digital subscription to California Management Review
• Berkeley Haas Alumni newsletter
• Berkeley Haas Alumni Jobs e-Newsletter featuring job postings from distinguished employers
• Haas Insights offering the latest research and thought leadership from industry speakers and faculty

Note: All benefits subject to change.

Certificate

Get recognized! Upon successful completion of the program, UC Berkeley Executive Education grants a verified digital certificate of completion to participants. Participants must complete 80% of the required activities including a capstone project (if any) to obtain the certificate of completion. This program also counts toward a Certificate of Business Excellence. Successful completion of this program fulfills two curriculum days (minimum requirement of 17 curriculum days) towards the UC Berkeley Certificate of Business Excellence (COBE) . Learn more on how it works here.

Note: This program results in a digital certificate of completion and is not eligible for degree credit/CEUs. After successful completion of the program, your verified digital certificate will be emailed to you in the name you used when registering for the program. All certificate images are for illustrative purposes only and may be subject to change at the discretion of UC Berkeley Executive Education.

How do I know if this program is right for me?

After reviewing the information on the program landing page, we recommend you submit the short form above to gain access to the program brochure, which includes more in-depth information. If you still have questions on whether this program is a good fit for you, please email [email protected], and a dedicated program advisor will follow-up with you very shortly.

Are there any prerequisites for this program?

Some programs do have prerequisites, particularly the more technical ones. This information will be noted on the program landing page, as well as in the program brochure. If you are uncertain about program prerequisites and your capabilities, please email us at the ID mentioned above.

Note that, unless otherwise stated on the program web page, all programs are taught in English and proficiency in English is required.

What is the typical class profile?

More than 50 percent of our participants are from outside the United States. Class profiles vary from one cohort to the next, but, generally, our online certificates draw a highly diverse audience in terms of professional experience, industry, and geography — leading to a very rich peer learning and networking experience.

What other dates will this program be offered in the future?

Check back to this program web page or email us to inquire if future program dates or the timeline for future offerings have been confirmed yet.

How much time is required each week?

Each program includes an estimated learner effort per week. This is referenced at the top of the program landing page under the Duration section, as well as in the program brochure, which you can obtain by submitting the short form at the top of this web page.

How will my time be spent?

We have designed this program to fit into your current working life as efficiently as possible. Time will be spent among a variety of activities including:

• Engaging with recorded video lectures from faculty
• Attending webinars and office hours, as per the specific program schedule
• Reading or engaging with examples of core topics
• Completing knowledge checks/quizzes and required activities
• Engaging in moderated discussion groups with your peers
• Completing your final project, if required

The program is designed to be highly interactive while also allowing time for self-reflection and to demonstrate an understanding of the core topics through various active learning exercises. Please email us if you need further clarification on program activities.

What is it like to learn online with the learning collaborator, Emeritus?

More than 300,000 learners across 200 countries have chosen to advance their skills with Emeritus and its educational learning partners. In fact, 90 percent of the respondents of a recent survey across all our programs said that their learning outcomes were met or exceeded. All the contents of the course would be made available to students at the commencement of the course. However, to ensure the program delivers the desired learning outcomes the students may appoint Emeritus to manage the delivery of the program in a cohort-based manner the cost of which is already included in the overall course fee of the course. A dedicated program support team is available 24/5 (Monday to Friday) to answer questions about the learning platform, technical issues, or anything else that may affect your learning experience.

How do I interact with other program participants?

Peer learning adds substantially to the overall learning experience and is an important part of the program. You can connect and communicate with other participants through our learning platform.

What are the requirements to earn the certificate?

Each program includes an estimated learner effort per week, so you can gauge what will be required before you enroll. This is referenced at the top of the program landing page under the Duration section, as well as in the program brochure, which you can obtain by submitting the short form at the top of this web page. All programs are designed to fit into your working life. This program is scored as a pass or no-pass; participants must complete the required activities to pass and obtain the certificate of completion. Some programs include a final project submission or other assignments to obtain passing status. This information will be noted in the program brochure. Please email us if you need further clarification on any specific program requirements.

What type of certificate will I receive?

Upon successful completion of the program, you will receive a smart digital certificate. The smart digital certificate can be shared with friends, family, schools, or potential employers. You can use it on your cover letter, resume, and/or display it on your LinkedIn profile. The digital certificate will be sent approximately two weeks after the program, once grading is complete.

Can I get the hard copy of the certificate?

No, only verified digital certificates will be issued upon successful completion. This allows you to share your credentials on social platforms such as LinkedIn, Facebook, and Twitter.

What is the organizational structure of Berkeley Executive Education?

UC Berkeley Center for Executive Education, dba Berkeley Executive Education, is a California nonprofit organization formed for the purpose of operating executive education programs in support of UC Berkeley and the Haas School of Business.

Do I receive alumni status after completing this program?

No, there is no alumni status granted for this program. In some cases, there are credits that count toward a higher level of certification. This information will be clearly noted in the program brochure.

How long will I have access to the learning materials?

You will have access to the online learning platform and all the videos and program materials for 12 months following the program start date . Access to the learning platform is restricted to registered participants per the terms of agreement.

What equipment or technical requirements are there for this program?

Participants will need the latest version of their preferred browser to access the learning platform. In addition, Microsoft Office and a PDF viewer are required to access documents, spreadsheets, presentations, PDF files, and transcripts.

Do I need to be online to access the program content?

Yes, the learning platform is accessed via the internet, and video content is not available for download. However, you can download files of video transcripts, assignment templates, readings, etc. For maximum flexibility, you can access program content from a desktop, laptop, tablet, or mobile device. Video lectures must be streamed via the internet, and any livestream webinars and office hours will require an internet connection. However, these sessions are always recorded, so you may view them later.

Can I still register if the registration deadline has passed?

Yes, you can register up until seven days past the published start date of the program without missing any of the core program material or learnings.

What is the program fee, and what forms of payment do you accept?

The program fee is noted at the top of this program web page and usually referenced in the program brochure as well.

• Flexible payment options are available (see details below as well as at the top of this program web page next to FEE ).
• Tuition assistance is available for participants who qualify. Please email [email protected].

What if I don’t have a credit card? Is there another method of payment accepted?

Yes, you can do the bank remittance in the program currency via wire transfer or debit card. Please contact your program advisor, or email us for details.

I was not able to use the discount code provided. Can you help?

Yes! Please email us with the details of the program you are interested in, and we will assist you.

How can I obtain an invoice for payment?

Please email us your invoicing requirements and the specific program you’re interested in enrolling in.

Is there an option to make flexible payments for this program?

Yes, the flexible payment option allows a participant to pay the program fee in installments. This option is made available on the payment page and should be selected before submitting the payment.

How can I obtain a W9 form?

Please connect with us via email for assistance.

Who will be collecting the payment for the program?

Emeritus collects all program payments, provides learner enrollment and program support, and manages learning platform services.

What is the program refund and deferral policy?

For the program refund and deferral policy, please click the link here .

Didn't find what you were looking for? Write to us at [email protected] or Schedule a call with one of our Academic Advisors or call us at +1 864 668 8832  (US) / +44 121 387 3504 (UK) / +65 3129 7057 (SG)

Early registrations are encouraged. Seats fill up quickly!

Flexible payment options available. Learn more.

POPULAR TOPICS

Insurance everywhere all at once: the digital transformation of the APAC insurance industry

Insurance has never been a stagnant industry, however the current era is proving to be one of unprecedented change. With the rise of digitalization, changing customer expectations, and the emergence of new business models like embedded insurance , the insurance landscape is evolving at an accelerated pace. Insurers must urgently address their technology infrastructure and adopt an open technology strategy as consumers demand seamless experiences and personalized products. This means embracing cloud technology, leveraging AI and data analytics, and forming strategic partnerships to stay competitive. The stakes are high, and the time to act is now. Failure to do so could result in irrelevance and loss of market share in an industry that is rapidly transforming.

The current state of the insurance industry

TechWireAsia spoke to Nikola Djokic, the Managing Director of Insurance at SAP Fioneer , about the current state of the insurance industry and the challenges it faces. “Insurance is undergoing a revolution,” he said. “The rise of the insurtech and access to data has allowed non-insurance brands to enter the market and offer insurance as part of their offering, adding value to their customers and generating new revenue. Rather than a separate vertical industry, insurance is now taking a role in several ecosystems. This all represents significant new market opportunities for insurtechs, new players and incumbents alike, but the change is rapid, and traditional insurers need to adapt quickly to take advantage of and benefit from the new world order.”

Digitalization has traditionally been hampered in insurance due to legacy systems. Often built over decades, they have created data silos and operational inefficiencies that hinder the adoption of modern technology. Insurers have struggled to integrate new digital solutions seamlessly into their existing infrastructure, leading to fragmented customer experiences and slow response times. Moreover, the risk-averse nature of the insurance industry has contributed to a reluctance to invest in digital transformation initiatives. Insurers have been cautious about migrating sensitive data to the cloud and adopting emerging technologies like AI and machine learning due to concerns about data security, regulatory compliance, and the potential for disruption to established business processes.

Mr Djokic said: “Decisions need to run from the user interface through the middle office to the back office and back again, and these have typically been disconnected. The process of assessing a customer for a policy, or a claim for a payment, traditionally required (and in many cases still requires) a lot of manual intervention.”

Third-party data has been available to facilitate these assessments, but it is rarely integrated into the core insurance solution, making it challenging to meet customer expectations for digital immediacy. “This has allowed new players – neo-insurers – unencumbered by legacy systems or processes to leapfrog ahead in niche areas,” said Mr Djokic.

Insurance penetration in Asia, standing at around two percent in developed markets and one percent in emerging markets, presents a barrier to sector expansion despite the region’s vast population of over four billion people. TechWireAsia caught up with Chirag Shah, the Managing Director of JAPAC Digital and Core Insurance at SAP Fioneer, to try and understand the growth potential of the industry in APAC.

He said: “The Asia Pacific insurance market is experiencing shifts driven by post-COVID-19 customer perceptions, particularly in healthcare. Rising awareness of the protection gap has led to increased demand for health and life insurance products, especially in emerging markets, where insurance penetration and density are lower compared to developed markets.

“Insurers must navigate challenges such as mobility, cybersecurity, and climate change while enhancing value creation within existing operations like claims and underwriting. Challenges include slowing growth, low penetration, and rising combined ratios, particularly in emerging markets.”

Insurance everywhere

Source: SAP Fioneer

“‘Insurance everywhere’ alludes to embedded insurance,” said Mr Djokic. “Delivering insurance at the point it’s needed, as part of a purchase process, circumventing the need for a consumer or business purchaser to undertake a separate set of steps to insure their car, home, electronic item, or holiday.” By making insurance products more accessible and convenient, insurers can reach a broader audience and meet the evolving needs of modern consumers. Accessibility also opens up new opportunities for insurers to partner with other industries and platforms, expanding their reach and market presence.

Mr Djokic added: “[It] has the potential to increase the level of insurance generally, which is good news not just for the industry but society as a whole, as it becomes more protected. But it also means that non-insurance companies can take market share from the traditional players, unless those players turn the situation to their advantage, and become the ones offering insurance solutions to new industries.”

Personalization with data and AI

Traditional insurance practices rely on limited data and broad assumptions, often leading to unfair assessments of risk based on general demographics. This has sparked frustration among consumers who feel penalized for careful behavior while subsidizing riskier individuals. However, emerging technologies like telematics and IoT devices are beginning to change this dynamic by allowing personalized assessments and rewards for behaviors like safe driving and healthy lifestyles.

“We have seen examples of health insurance companies monitoring exercise levels with fitness trackers and dropping premiums accordingly,” said Mr Djokic. “There is now more data accessible to the insurer to contribute to the risk assessment, be it social media or online behavioral data, credit scores or – in the case of embedded insurance – data held or gathered by the non-insurance company.

“For the first time, we’re witnessing a ‘win-win’ in the industry, where data helps the insurer reduce their risks and pass this on in the form of reduced premiums to the customer. As consumers become accustomed to this level of tailoring, it will be essential for insurers to offer personalized insurance to stay competitive.”

Increased data availability is enhanced by AI, particularly machine learning, enabling dynamic risk assessments and tailored policy generation. Predictive analysis and risk scenario modeling help insurers proactively cover emerging risks like climate change and technological advancements. Automated policy drafting and scenario simulation improve efficiency and ensure comprehensive coverage tailored to specific customer needs.

“AI can interpret data accurately and immediately to deliver real-time claims processing and payment while mitigating risks.” Said Mr Djokic. “It delivers the speed consumers and businesses now expect while protecting the insurer.”

Mr Shah added: “Insurers in Japan and Korea may leverage AI and data analytics uniquely to cater to their distinct demographics and technological landscapes. Japan’s aging population may drive insurers to develop AI solutions for personalized services and risk management tailored to older demographics. Korea’s advanced technological infrastructure may facilitate the adoption of AI-driven underwriting and pricing models to enhance customer experiences and operational efficiency.”

The future with SAP Fioneer

On the future of insurance in APAC, Mr Shah said: “Despite challenges, Asia remains an attractive insurance market, with emerging markets expected to see higher premium growth in the next two years driven by rising economic growth, increasing risk awareness post-pandemic, and digitalization of distribution channels.

“Digitally embedded insurance is expected to grow significantly by 2030, driven by increasing digital penetration and partnerships with digital ecosystems.”

Mr Djokic says that the key to taking advantage of the new opportunities in insurance is connectivity – the ability to connect a core insurance solution to, for example, a new data source or user interface. “The secret to that is open technology,” he said.

For example, SAP Fioneer’s Engagement Hub is a tool for insurers to connect in an evolving ecosystem. With bi-directional communication, the Hub links a core insurance system with diverse digital channels, letting insurers craft tailored insurance solutions and adapt to market demands. The Cloud for Insurance cloud-native platform boasts fully managed services, ecosystem integration, and an intuitive user experience, allowing users to scale, innovate, and adapt quickly.

For more information on how insurers can embrace open technology and navigate the transformative changes in the industry, download the ‘Insurance Everywhere All at Once’ whitepaper from SAP Fioneer today.

• How Japan balances AI-driven opportunities with cybersecurity needs
• Deploying SASE: Benchmarking your approach
• Google parent Alphabet eyes HubSpot: A potential acquisition shaping the future of CRM
• Harnessing humans’ inquisitive nature for humanitarian Life Sciences
• The view of APAC data centers in 2024: Trends, challenges, and EdgeConneX’s impact