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- Title
企业家在数字化转型中的战略选择与实践推进 --2022·中国企业家成长与发展专题调查报告
- Authors
李 兰; 董小英; 彭泗清; 戴亦舒; 叶丽莎; 王云峰
- Abstract
In recent years, China's economy has experienced a shift from high-speed development to high-quality development, from natural resource intensive to data resource intensive, and the digital economy has been growing quickly. In this context, the digital transformation of traditional enterprises has become a popular research and practice topic. Chinese Entrepreneur Survey System conducted enterprise surveys from August to October 2021 from five perspectives: influence of the government on the growth of the digital economy and entrepreneurs' driving force for digital transformation, digital strategic management and resource allocation, digital organization and talent, digital technology applications and digital transformation performance evaluation, and self-positioning and benchmarking of digital transformation enterprises. Based on the survey data, this study analyzes entrepreneurs' perceptions, motivations and goals of digital transformation, organizational guarantee for and strategic investment in digital transformation, digital capability construction and transformation impact on performance. It also analyzes the major challenges faced by enterprises in digital transformation and suggests corresponding policy suggestions. The survey has found that entrepreneurs are significant leaders, promoters and practitioners in the process of the national digital economy strategy implementation. Entrepreneurs have a comprehensive understanding of the digital economy and are reasonable and pragmatic in their strategic decision of digital transformation. The main motivation for entrepreneurs to promote digital transformation comes from organizations, focusing on seeking future development opportunities for enterprises, while the external motivation comes from changes in customer behavior and government policy guidance. The primary goal for entrepreneurs to initiate digital transformation is to reduce costs and increase efficiency. The more positively an entrepreneur views the environment, the current situation and the future, and the more attention is paid to digital economy policies, the more emphasis is placed on digital strategy and digital transformation, and the more money is invested. Additionally, they perform better in the areas of digital capability construction and data asset management and will have a more positive impact on both financial and non-financial performance. The survey also found that leading enterprises play the role of leaders and pathfinders in digital transformation as they pay high attention to digital strategy, invest more in digital transformation, act faster, do longer-term plan, and build digital capability with higher maturity. Fast followers aim to replicate success quickly by keeping pace with leaders and adopting their strategies. Cautious adopters and observers confront more challenges in digital transformation and participate less in transformation, while skeptics have more doubts about digital transformation and participate less in the process. In terms of the organizational guarantee for digital transformation, most enterprises take digital transformation as a top leadership project. The higher the status of digital strategy is, the higher the percentage of top leadership to take charge is. The key competency of the digital transformation principal is overall planning and decision. In terms of organizational structure, most enterprises don not set up specialized departments in charge of digital transformation. Instead, they delegate the majority of the work to middle level functional departments, like the IT department, which weakens the requirement for digital integrity and synergy in terms of organizational guarantee. In terms of digital transformation investment, small and medium-sized enterprises (SMEs) generally do not invest enough. Most enterprises' technical investment is concentrated on building management information systems, and the task of enterprise informatization has not yet been completed. Consequently, SMEs are in the primary stage of digital transformation, and the overall digital capability construction is still weak. The lack of digital talent and transformation methodology is currently the key challenge for enterprises trying to promote digital transformation. It is worth noting that the difficulties of digital transformation of small and private enterprises are more prominent. Based on the above findings, this study has the following policy suggestions. First, there should be coordinated talent training planning among the government, universities, enterprises and social organizations. Second, entrepreneurs should have a strong conviction, increase long-term investment in digital transformation, hasten the selection and retention of key talents such as strategic leaders and digital implementation promoters, and create a wild goose queue, pattern of talents. Third, the government, universities and research institutions need to innovate and develop joint training mechanisms for digital talents to provide more case studies and public knowledge products. In order to prevent the digital divide between enterprises of different sizes, the government should encourage major enterprises to share their platforms, capabilities as well as resources and give SMEs more consideration when developing digital transformation policies.
- Publication
Nankai Business Review, 2022, Vol 25, Issue 5, p191
- ISSN
1008-3448
- Publication type
Article