1569:
145:
capabilitiesâ refers to the ability of an organization to adapt to contemporary issues arising in the business environment, as well as their capabilities in the field of data analytics. In regards to âWorkersâ skillsâ, workers must be able to develop valuable insights with the use of data, have significant emotional intelligence and effectively part-take in the development of new products. Thirdly, technology is also a vital enabler of digital transformation. Companies can benefit from having access to
303:(DTC) framework is a direct application of this theory, stating that resources can be either tangible, intangible or human. The tangible side of the DTC framework gathers physical assets like the organization's IT infrastructure, whereas the intangible side focuses on its digital transformation strategy, knowledge, and reputational capital. Human resources are broader and include technical skills, continuous training, leadership, and social skills.
1581:
182:
technologies. A 2019 review proposes a definition of digital transformation as "a process that aims to improve an entity by triggering significant changes to its properties through combinations of information, computing, communication, and connectivity technologies". Digital transformation can be seen as a socio-technical programme.
83:(DDP) has been proven to help solve digital challenges, especially for traditional firms. This approach focuses on step-by-step transformation instead of the all-or-nothing approach. A few benefits of DDP are risk mitigation, quick response to changing market conditions, and increased success rate to digital transformations.
295:
theory, successful firms' resources should be valuable, rare, non-imitable, and non-substitutable in order for capabilities such as responsiveness, flexibility, or even agility to be developed. âA capability is a concept that refers to an organizationâs use of a set of resources to carry out its
197:
companies and 27% of
American companies had not embraced digital technology. Over the period of 2017-2020, 70% of European municipalities have increased their spending on digital technologies. By 2019, the Chartered Institute of Procurement & Supply found in a survey of 700 managers, representing
181:
has increased since the 1990s, the usage of digitization has also increased. Digital transformation, however, is broader than just the digitization of existing processes. Digital transformation entails considering how products, processes and organizations can be changed through the use of new digital
205:
has increased the demand for digital technology, and 46% of companies reported that they have grown more digital. Half of these companies anticipate an increase in the usage of digital technologies in the future, with a greater proportion being companies that have previously used digital technology.
221:
Digital transformation plays a crucial role in alleviating the adverse effects of simultaneous and interconnected challenges, while also strengthening the resilience and adaptability of both organizations and supply chains. Represented by the TOP framework, digital transformation acts as a catalyst
924:
Hartl, Eva and Hess, Thomas, (2019). "IT PROJECTS IN DIGITAL TRANSFORMATION: A SOCIO-TECHNICAL JOURNEY TOWARDS TECHNOCHANGE". In
Proceedings of the 27th European Conference on Information Systems (ECIS), Stockholm & Uppsala, Sweden, June 8â14, 2019. ISBN 978-1-7336325-0-8 Research Papers.
189:
hosting, social media, mobile devices and data analytics, while other companies were using individual technologies for specific problems. By 2017, one study found that less than 40% of industries had become digitized (although usage was high in the media, retail and technology industries).
144:
In addition to the several barriers to digital transformation, there are also numerous enablers of digital transformation. The primary enablers are; organizations resources and capabilities, workersâ skills, technologies and culture. The aforementioned enabler âOrganizations resources and
198:
over 20 industries and 55 countries, that over 90% of the businesses represented had adopted at least one new form of information technology, and 90% stated that their digitalisation strategies aimed to secure decreased operational costs and increased efficiency.
67:
the practice of redefining models, functions, operations, processes and activities by leveraging technological advancements to build an efficient digital business environment â one where gains (operational and financial) are maximised, and costs and risks are
311:
Digital transformation is often perceived as a reactive measure to address customer demands, competition, and regulatory compliance. However, it can be a proactive opportunity for organizations to achieve sustainable business practices and facilitate a
212:
In 2022, 53% of businesses in the EU reported taking action or making investments in becoming more digital. 71% of companies in the US reported using at least one advanced digital technology, similar to the average usage of 69% across EU organizations.
282:
Effective communication within an organization is essential among departments and employees. Furthermore, possessing robust skills in communication, leadership, and strategy is imperative for overcoming any adverse effects of the challenges.
153:
softwares and effective usage of social media. Lastly, âCultureâ pertains to the extent the organizational culture is data-driven and the quality of the top management support and engagement within the corporation.
120:
between workers, which can lead to implementation delays or even complete project failure. Some companies are unable to develop a realistic cost projection due to a too optimistic view of the process. Companies may have
1334:
327:, and reducing risks. A comprehensive business case that prioritizes sustainability benefits and multidimensional returns can secure the necessary resources for successful implementation. To achieve
79:
While there are approaches which see digital transformation as an opportunity to be seized quickly if the dangers of delay are to be avoided, a useful incremental approach to transformation called
389:
1212:
1358:
316:. By building sensing, smart, sustainable, and social capabilities, enterprises can capture valuable information, make faster and smarter decisions, and adapt to changing environments.
300:
1023:
222:
for generating and leveraging benefits. These benefits hold the potential to bolster resilience across not only individual organizations but also throughout the entire supply chain.
711:
Aleksej Heinze; Marie
Griffiths; Alex Fenton; Gordon Fletcher (2018). "Knowledge exchange partnership leads to digital transformation at Hydro-X Water Treatment, Ltd".
48:
by an organization in order to create new or modify existing products, services and operations by the means of translating business processes into a digital format.
1110:
795:
397:
328:
992:
209:
In a survey conducted in 2021, 89% of
African banks polled claimed that the pandemic had hastened the digital transformation of their internal operations.
1310:
430:
1238:
1074:
550:
1383:
829:
60:
875:
1015:
96:
Adopting digital technology can bring various benefits to a business. CIPS has also observed that digital capability can be used to support
76:
on digital transformation at the macro level, the overall effect of digital transformation is still (as of 2020), too early to comment.
112:
There are multiple common barriers that digital transformation initiatives, projects and strategies face. One of the main barriers is
665:
274:. Additionally, it empowers top management to respond swiftly and proactively, effectively reducing and mitigating adverse impacts.
270:
empowers managers to take decisive actions, enables seamless collaboration among workers across diverse departments, and fortifies
940:"Cultural Preparation for Digital Transformation of Industrial Organizations: A Multi-case Exploration of Socio-technical Systems"
577:
602:
17:
206:
A lack of digital infrastructure was viewed as a key barrier to investment by 16% of EU businesses, compared to 5% in the US.
1504:
1294:
1256:
1188:
1172:
1128:
1050:
959:
813:
230:
It does so by leveraging cutting-edge technologies to enhance predictive power and responsiveness. Technologies include the
1099:
844:
129:
there may also be a lack of resources, top management support, workersâ skills, commitment, collaboration and vision.
765:
1213:"EIB Corporate Digitalisation Index 2020/2021: Most EU countries are trailing the United States in digitalisation"
984:
116:, because changes in processes may face active resistance from workers. Related to change management is the
546:
331:, effective governance, integration, change management, and stakeholder involvement are critical factors.
1606:
170:
1601:
1559:
350:
499:
1488:
Digital
Transformation Framework: Creating Sensing, Smart, Sustainable and Social (S^4) Organisations
345:
80:
1611:
500:"Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal"
1276:
909:
Hess T, Matt C, Benlian A, Wiesböck F. Options for
Formulating a Digital Transformation Strategy.
679:
911:
239:
146:
267:
133:
45:
1408:
1154:
797:
Managing the
Digital Transformation: Aligning Technologies, Business Models, and Operations
616:
8:
324:
292:
56:
965:
892:
823:
710:
644:
573:
527:
480:
406:
390:"The digitalization process: what has it led to, and what can we expect in the future?"
231:
1447:
1585:
1543:
1500:
1467:
1428:
1290:
1252:
1168:
969:
955:
809:
761:
728:
687:
648:
636:
531:
519:
484:
422:
414:
202:
113:
31:
1568:
896:
1533:
1492:
1459:
1420:
1282:
1244:
1160:
947:
884:
801:
736:
720:
628:
511:
470:
313:
117:
1573:
1485:
Bordeleau, Fanny-Ăve; Santa-Eulalia, Luis
Antonio; Mosconi, Elaine (2021-01-05).
951:
755:
355:
186:
1424:
475:
458:
320:
150:
101:
1274:
888:
515:
426:
125:
in place, which can lead to integration difficulties with new systems. Within
1595:
1547:
1471:
1432:
870:
732:
704:
691:
640:
632:
523:
418:
410:
166:
122:
1240:
Finance in Africa: for green, smart and inclusive private sector development
939:
926:
666:
Future-proof procurement - Now or never: the big procurement transformation
360:
271:
255:
162:
126:
97:
946:. Lecture Notes in Networks and Systems. Vol. 273. pp. 457â463.
805:
740:
365:
247:
174:
1538:
1521:
617:"Digital Transformation and Organization Design: An Integrated Approach"
1496:
340:
251:
243:
52:
724:
459:"Understanding digital transformation: A review and a research agenda"
1156:
EIB Investment Report 2021/2022: Recovery as a springboard for change
938:
Butt, Aurangzeab; Imran, Faisal; Kantola, Jussi; Helo, Petri (2021).
1486:
1463:
1359:"Europe's migration to digital services during COVID-19 | McKinsey"
1286:
1075:"Unlocking Private Investment in Climate Adaptation and Resilience"
845:"The Company Cultures That Help (or Hinder) Digital Transformation"
235:
178:
73:
1580:
1248:
1164:
574:"What is digital transformation? Definition, Examples, Main Areas"
136:
can struggle with the changes required by digital transformation.
1522:"Impact of Digital Transformation toward Sustainable Development"
757:
Leading
Digital: Turning technology into business transformation
185:
A 2015 report stated that maturing digital companies were using
1275:
European
Investment Bank.; Ipsos Public Affairs. (2022-11-08).
194:
1484:
1335:"COVID-19 digital transformation & technology | McKinsey"
323:
can enhance performance by engaging stakeholders, optimizing
51:
The goal for its implementation is to increase value through
306:
1446:
Helfat, Constance E.; Peteraf, Margaret A. (October 2003).
661:
944:
Advances in Physical, Social & Occupational Ergonomics
869:
Matt, Christian; Hess, Thomas; Benlian, Alexander (2015).
1236:
1152:
985:"Strategy, not Technology, Drives Digital Transformation"
286:
1448:"The dynamic resource-based view: capability lifecycles"
1520:
Alojail, Mohammed; Khan, Surbhi Bhatia (January 2023).
201:
In a 2021 survey, 55% of European companies stated the
1311:"Digital economy and society statistics - enterprises"
59:
and efficiency. Focusing on efficiency and costs, the
1557:
1129:"CIPS: Digitalisation in Procurement and Supply 2019"
794:
Wamba, Maciel M. Queiroz, Samuel Fosso (2022-10-12).
1409:"Firm Resources and Sustained Competitive Advantage"
937:
615:
Kretschmer, Tobias; Khashabi, Pooyan (August 2020).
498:
Warner, Karl S. R.; WĂ€ger, Maximilian (2019-06-01).
388:
Mirzagayeva, Shamiya; Aslanov, Heydar (2022-12-15).
1384:"Business needs a tighter strategy for remote work"
44:) is the process of adoption and implementation of
1381:
614:
387:
86:
601:Chartered Institute of Procurement & Supply,
177:or for digital audio recordings. As usage of the
27:Adoption of digital technology by an organisation
1593:
1014:Bughin, Jacques; et al. (9 February 2017).
668:, published April 2016, accessed on 20 June 2024
868:
61:Chartered Institute of Procurement & Supply
876:Business & Information Systems Engineering
677:
1445:
713:Global Business and Organizational Excellence
603:Digitalisation in procurement and supply 2020
828:: CS1 maint: multiple names: authors list (
463:The Journal of Strategic Information Systems
1519:
678:McGrath, Rita; McManus, Ryan (2020-05-01).
497:
266:Digital transformation embedded within the
1126:
983:Kane, Gerald; et al. (14 July 2015).
72:However, since there are no comprehensive
1537:
842:
753:
680:"Discovery-Driven Digital Transformation"
474:
307:Sustainability and digital transformation
1281:. European Investment Bank. p. 14.
1278:EIB Investment Survey 2022 - EU overview
1237:European Investment Bank. (2021-11-18).
1153:European Investment Bank. (2022-01-12).
927:https://aisel.aisnet.org/ecis2019_rp/162
544:
754:Westerman, George; et al. (2014).
169:information into digital form using an
14:
1594:
1406:
1270:
1268:
1013:
597:
595:
452:
450:
287:The role of resources and capabilities
1045:
1043:
1041:
793:
789:
787:
785:
783:
781:
779:
777:
383:
381:
319:Aligning digital transformation with
982:
571:
456:
1265:
1181:
1146:
1100:"Smart Cities and Inclusive Growth"
871:"Digital Transformation Strategies"
592:
447:
296:routine and strategic activitiesâ.
24:
1230:
1038:
1016:"The case for digital reinvention"
843:McConnell, Jane (28 August 2015).
774:
378:
63:(CIPS) defines "digitalisation" as
25:
1623:
1189:"EIB Investment Report 2020-2021"
1051:"EIB Investment Report 2020-2021"
547:"What is Digital Transformation?"
301:digital transformation capability
1579:
1567:
1116:from the original on 2020-05-30.
572:Wren, Hannah (1 December 2020).
216:
1513:
1478:
1439:
1400:
1375:
1351:
1327:
1303:
1205:
1120:
1092:
1067:
1026:from the original on 2017-02-09
1007:
995:from the original on 2015-07-17
976:
931:
918:
903:
862:
836:
747:
580:from the original on 2020-12-02
553:from the original on 2019-11-30
261:
87:Benefits, barriers and enablers
1127:Galea-Pace, S. (17 May 2020).
671:
655:
608:
565:
545:Schmarzo, Bill (31 May 2017).
538:
491:
13:
1:
371:
225:
165:is the process of converting
1452:Strategic Management Journal
1243:. European Investment Bank.
1159:. European Investment Bank.
952:10.1007/978-3-030-80713-9_58
621:California Management Review
7:
989:MIT Sloan Management Review
334:
171:analog-to-digital converter
139:
107:
91:
30:For signal processing, see
10:
1628:
1425:10.1177/014920639101700108
1407:Barney, Jay (March 1991).
760:. Harvard Business Press.
476:10.1016/j.jsis.2019.01.003
351:Government Digital Service
157:
29:
889:10.1007/s12599-015-0401-5
800:. Boca Raton: CRC Press.
605:, accessed 13 August 2023
516:10.1016/j.lrp.2018.12.001
346:Electronic medical record
277:
81:discovery-driven planning
1382:PricewaterhouseCoopers.
1217:European Investment Bank
1193:European Investment Bank
1055:European Investment Bank
633:10.1177/0008125620940296
912:MIS Quarterly Executive
849:Harvard Business Review
684:Harvard Business Review
240:artificial intelligence
147:artificial intelligence
457:Vial, Gregory (2019).
268:organizational culture
248:additive manufacturing
173:, such as in an image
70:
55:, invention, improved
38:Digital transformation
18:Digital Transformation
1413:Journal of Management
915:. 2016;15(2):123-139.
806:10.1201/9781003226468
65:
1133:Supply Chain Digital
329:sustainability goals
1539:10.3390/su152014697
504:Long Range Planning
325:resource allocation
293:resource-based view
193:As of 2020, 37% of
57:customer experience
1607:Digital technology
236:big data analytics
232:Internet of Things
46:digital technology
1602:Business planning
1506:978-0-9981331-4-0
1296:978-92-861-5397-6
1258:978-92-861-5063-0
1174:978-92-861-5155-2
961:978-3-030-80712-2
815:978-1-003-22646-8
725:10.1002/JOE.21859
291:According to the
203:COVID-19 pandemic
114:change management
100:transparency and
32:Digital transform
16:(Redirected from
1619:
1584:
1583:
1572:
1571:
1563:
1552:
1551:
1541:
1517:
1511:
1510:
1482:
1476:
1475:
1458:(10): 997â1010.
1443:
1437:
1436:
1404:
1398:
1397:
1395:
1394:
1379:
1373:
1372:
1370:
1369:
1363:www.mckinsey.com
1355:
1349:
1348:
1346:
1345:
1339:www.mckinsey.com
1331:
1325:
1324:
1322:
1321:
1307:
1301:
1300:
1272:
1263:
1262:
1234:
1228:
1227:
1225:
1224:
1209:
1203:
1202:
1200:
1199:
1185:
1179:
1178:
1150:
1144:
1143:
1141:
1139:
1124:
1118:
1117:
1115:
1104:
1096:
1090:
1089:
1087:
1086:
1071:
1065:
1064:
1062:
1061:
1047:
1036:
1035:
1033:
1031:
1020:McKinsey Digital
1011:
1005:
1004:
1002:
1000:
980:
974:
973:
935:
929:
922:
916:
907:
901:
900:
866:
860:
859:
857:
855:
840:
834:
833:
827:
819:
791:
772:
771:
751:
745:
744:
708:
702:
701:
699:
698:
675:
669:
659:
653:
652:
612:
606:
599:
590:
589:
587:
585:
569:
563:
562:
560:
558:
542:
536:
535:
495:
489:
488:
478:
454:
445:
444:
442:
441:
435:
429:. Archived from
394:
385:
314:circular economy
134:company cultures
118:miscommunication
21:
1627:
1626:
1622:
1621:
1620:
1618:
1617:
1616:
1612:Information Age
1592:
1591:
1590:
1578:
1566:
1558:
1556:
1555:
1518:
1514:
1507:
1483:
1479:
1464:10.1002/smj.332
1444:
1440:
1405:
1401:
1392:
1390:
1380:
1376:
1367:
1365:
1357:
1356:
1352:
1343:
1341:
1333:
1332:
1328:
1319:
1317:
1309:
1308:
1304:
1297:
1273:
1266:
1259:
1235:
1231:
1222:
1220:
1211:
1210:
1206:
1197:
1195:
1187:
1186:
1182:
1175:
1151:
1147:
1137:
1135:
1125:
1121:
1113:
1102:
1098:
1097:
1093:
1084:
1082:
1081:. March 4, 2021
1073:
1072:
1068:
1059:
1057:
1049:
1048:
1039:
1029:
1027:
1012:
1008:
998:
996:
981:
977:
962:
936:
932:
923:
919:
908:
904:
867:
863:
853:
851:
841:
837:
821:
820:
816:
792:
775:
768:
752:
748:
709:
705:
696:
694:
676:
672:
660:
656:
613:
609:
600:
593:
583:
581:
570:
566:
556:
554:
543:
539:
496:
492:
455:
448:
439:
437:
433:
392:
386:
379:
374:
356:Online shopping
337:
309:
289:
280:
264:
228:
219:
160:
142:
110:
94:
89:
35:
28:
23:
22:
15:
12:
11:
5:
1625:
1615:
1614:
1609:
1604:
1589:
1588:
1576:
1554:
1553:
1526:Sustainability
1512:
1505:
1477:
1438:
1399:
1374:
1350:
1326:
1302:
1295:
1287:10.2867/488028
1264:
1257:
1229:
1219:. 21 July 2021
1204:
1180:
1173:
1145:
1119:
1091:
1066:
1037:
1006:
975:
960:
930:
917:
902:
883:(5): 339â343.
861:
835:
814:
773:
766:
746:
703:
670:
654:
607:
591:
564:
537:
510:(3): 326â349.
490:
469:(2): 118â144.
446:
376:
375:
373:
370:
369:
368:
363:
358:
353:
348:
343:
336:
333:
321:sustainability
308:
305:
288:
285:
279:
276:
263:
260:
227:
224:
218:
215:
159:
156:
151:data analytics
141:
138:
123:legacy systems
109:
106:
102:remote working
93:
90:
88:
85:
26:
9:
6:
4:
3:
2:
1624:
1613:
1610:
1608:
1605:
1603:
1600:
1599:
1597:
1587:
1582:
1577:
1575:
1570:
1565:
1564:
1561:
1549:
1545:
1540:
1535:
1532:(20): 14697.
1531:
1527:
1523:
1516:
1508:
1502:
1498:
1494:
1490:
1489:
1481:
1473:
1469:
1465:
1461:
1457:
1453:
1449:
1442:
1434:
1430:
1426:
1422:
1419:(1): 99â120.
1418:
1414:
1410:
1403:
1389:
1385:
1378:
1364:
1360:
1354:
1340:
1336:
1330:
1316:
1312:
1306:
1298:
1292:
1288:
1284:
1280:
1279:
1271:
1269:
1260:
1254:
1250:
1249:10.2867/38529
1246:
1242:
1241:
1233:
1218:
1214:
1208:
1194:
1190:
1184:
1176:
1170:
1166:
1165:10.2867/82061
1162:
1158:
1157:
1149:
1134:
1130:
1123:
1112:
1108:
1101:
1095:
1080:
1076:
1070:
1056:
1052:
1046:
1044:
1042:
1025:
1021:
1017:
1010:
994:
990:
986:
979:
971:
967:
963:
957:
953:
949:
945:
941:
934:
928:
921:
914:
913:
906:
898:
894:
890:
886:
882:
878:
877:
872:
865:
850:
846:
839:
831:
825:
817:
811:
807:
803:
799:
798:
790:
788:
786:
784:
782:
780:
778:
769:
767:9781625272478
763:
759:
758:
750:
742:
738:
734:
730:
726:
722:
718:
714:
707:
693:
689:
685:
681:
674:
667:
663:
658:
650:
646:
642:
638:
634:
630:
627:(4): 86â104.
626:
622:
618:
611:
604:
598:
596:
579:
575:
568:
552:
548:
541:
533:
529:
525:
521:
517:
513:
509:
505:
501:
494:
486:
482:
477:
472:
468:
464:
460:
453:
451:
436:on 2022-11-12
432:
428:
424:
420:
416:
412:
408:
404:
400:
399:
391:
384:
382:
377:
367:
364:
362:
359:
357:
354:
352:
349:
347:
344:
342:
339:
338:
332:
330:
326:
322:
317:
315:
304:
302:
297:
294:
284:
275:
273:
272:supply chains
269:
259:
257:
256:digital twins
253:
249:
245:
241:
237:
233:
223:
217:TOP Framework
214:
210:
207:
204:
199:
196:
191:
188:
183:
180:
176:
172:
168:
164:
155:
152:
148:
137:
135:
130:
128:
127:organizations
124:
119:
115:
105:
103:
99:
84:
82:
77:
75:
69:
64:
62:
58:
54:
49:
47:
43:
39:
33:
19:
1529:
1525:
1515:
1487:
1480:
1455:
1451:
1441:
1416:
1412:
1402:
1391:. Retrieved
1387:
1377:
1366:. Retrieved
1362:
1353:
1342:. Retrieved
1338:
1329:
1318:. Retrieved
1315:ec.europa.eu
1314:
1305:
1277:
1239:
1232:
1221:. Retrieved
1216:
1207:
1196:. Retrieved
1192:
1183:
1155:
1148:
1136:. Retrieved
1132:
1122:
1106:
1094:
1083:. Retrieved
1078:
1069:
1058:. Retrieved
1054:
1028:. Retrieved
1019:
1009:
997:. Retrieved
988:
978:
943:
933:
920:
910:
905:
880:
874:
864:
852:. Retrieved
848:
838:
796:
756:
749:
716:
712:
706:
695:. Retrieved
683:
673:
657:
624:
620:
610:
582:. Retrieved
567:
555:. Retrieved
540:
507:
503:
493:
466:
462:
438:. Retrieved
431:the original
405:(4): 10â21.
402:
396:
361:Supply chain
318:
310:
298:
290:
281:
265:
262:Organization
229:
220:
211:
208:
200:
192:
184:
163:Digitization
161:
143:
131:
111:
98:supply chain
95:
78:
71:
66:
50:
41:
37:
36:
1497:10125/71176
719:(4): 6â13.
366:Real estate
1596:Categories
1586:Technology
1393:2022-11-28
1368:2022-11-28
1344:2022-11-28
1320:2022-11-28
1223:2021-11-23
1198:2021-11-15
1085:2021-11-15
1079:World Bank
1060:2021-11-15
854:12 January
697:2024-03-26
440:2022-10-14
427:1117709579
398:Metafizika
372:References
341:E-learning
252:blockchain
244:simulation
226:Technology
68:minimised.
53:innovation
1548:2071-1050
1472:0143-2095
1433:0149-2063
1138:13 August
1030:9 October
999:9 October
970:237298363
824:cite book
741:Q56622208
733:1932-2054
692:0017-8012
649:221042306
641:0008-1256
584:9 October
532:158197061
524:0024-6301
485:115202292
419:2616-6879
411:2617-751X
74:data sets
1574:Internet
1111:Archived
1024:Archived
993:Archived
897:30892786
737:Wikidata
578:Archived
551:Archived
335:See also
195:European
179:internet
140:Enablers
108:Barriers
92:Benefits
1560:Portals
175:scanner
158:History
1546:
1503:
1470:
1431:
1293:
1255:
1171:
968:
958:
895:
812:
764:
739:
731:
690:
647:
639:
557:9 July
530:
522:
483:
425:
417:
409:
278:People
254:, and
167:analog
1114:(PDF)
1103:(PDF)
966:S2CID
893:S2CID
645:S2CID
528:S2CID
481:S2CID
434:(PDF)
407:eISSN
393:(PDF)
187:cloud
132:Some
1544:ISSN
1501:ISBN
1468:ISSN
1429:ISSN
1291:ISBN
1253:ISBN
1169:ISBN
1140:2023
1107:OECD
1032:2021
1001:2021
956:ISBN
856:2017
830:link
810:ISBN
762:ISBN
729:ISSN
688:ISSN
662:KPMG
637:ISSN
586:2021
559:2021
520:ISSN
423:OCLC
415:ISSN
299:The
1534:doi
1493:hdl
1460:doi
1421:doi
1388:PwC
1283:doi
1245:doi
1161:doi
948:doi
885:doi
802:doi
721:doi
629:doi
512:doi
471:doi
1598::
1542:.
1530:15
1528:.
1524:.
1499:.
1491:.
1466:.
1456:24
1454:.
1450:.
1427:.
1417:17
1415:.
1411:.
1386:.
1361:.
1337:.
1313:.
1289:.
1267:^
1251:.
1215:.
1191:.
1167:.
1131:.
1109:.
1105:.
1077:.
1053:.
1040:^
1022:.
1018:.
991:.
987:.
964:.
954:.
942:.
891:.
881:57
879:.
873:.
847:.
826:}}
822:{{
808:.
776:^
735:.
727:.
717:37
715:.
686:.
682:.
664:,
643:.
635:.
625:62
623:.
619:.
594:^
576:.
549:.
526:.
518:.
508:52
506:.
502:.
479:.
467:28
465:.
461:.
449:^
421:.
413:.
401:.
395:.
380:^
258:.
250:,
246:,
242:,
238:,
234:,
149:,
104:.
42:DT
1562::
1550:.
1536::
1509:.
1495::
1474:.
1462::
1435:.
1423::
1396:.
1371:.
1347:.
1323:.
1299:.
1285::
1261:.
1247::
1226:.
1201:.
1177:.
1163::
1142:.
1088:.
1063:.
1034:.
1003:.
972:.
950::
899:.
887::
858:.
832:)
818:.
804::
770:.
743:.
723::
700:.
651:.
631::
588:.
561:.
534:.
514::
487:.
473::
443:.
403:5
40:(
34:.
20:)
Text is available under the Creative Commons Attribution-ShareAlike License. Additional terms may apply.