There are numerous examples of how digitalization is changing the rules of entire industries, and how the business model is being innovated in the process. For example, while deploying new digital technologies enables organizations to be more competitive, it is not necessarily a business model innovation, even when it may be one of the means or drivers to that end. The main originality of this paper is in addressing a research gap at the intersection of DT and BMI in the HEI context.ĭigital transformation (DT) and business model innovation (BMI) are hot topics in both the business and academic areas, and, although the two concepts are often related, they are not necessarily the same thing. Additionally, the results uncover the existence of an emergent (non-formalized) envisioned business model, which is a visualization of how the current business model is expected to be innovated, due to the impact of DT. The results present the HEI understanding of DT, the main tensions arising from the DT process for each of the business model dimensions, and the anticipated solutions for solving these tensions. This research explores the impact of DT on the HEI business model, through analyzing the case of a traditional university, conceived non-digitally. Despite the relevance of this transformation, little remains known about how the business model is innovated (BMI), due to the impact of digital transformation in the context of higher education institutions (HEI). The higher education sector is in the eye of the hurricane of the digital revolution, immersed as it is in an ongoing digital transformation (DT) process that is expected to result in significant changes in the current business model.
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