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Resultados para la búsqueda "digitization" : 12 resultados
Consumption, work, and platform economy: a critical view
Carlos Jesús Fernández Rodríguez

Over the last decade, the business world has experienced abrupt changes due to the irruption of the platform economy. E-commerce giants and application-based business models have become key spaces in the economy, facilitating consumption in terms of convenience, immediacy, and availability. However, these new ways of organizing services, while easing the consumer experience, have controversial effects on the organization of work. This article provides a critical reflection on the newly emerging jobs in the platform economy sector. It will highlight the importance of the imaginary of consumption as a key enabler of these changes in employment.

The (new) ways of working in Spain show organizational flexibility to deal with any challenge
Jesús María García Martínez

The trend toward (new) ways of working in Spain after the Covid-19 pandemic shows a deployment of extensive organizational flexibility for dealing with any environment. The focus is on project-based organization, workers’ overall health, implementing systems to monitor performance and two pending tasks: innovation and digitalization. The article describes a study by the Spanish Association of People Management and Development (AEDIPE) during the last quarter of 2021 and the first of 2022, gathering the opinion of 527 CEOs and Human Resources managers of prominent Spanish companies. The results show eight main ideas that enable companies to develop flexibility and reorganization as a means for their stability. 1) More than 35% of workers will consolidate their partial work from home. 2) Companies are looking for performance monitoring tools that give them support for control and trust. 3) The wellbeing of employees is central in the post-Covid-19 era. 4) Innovation and digitalization continue to be pending issues. 5) There are significant differences between the coping strategies of large and small companies. 6) Workspaces tend to become collaborative and sustainable. 7) Project management displaces departmental management in organizational structures. 8) Recruitment and selection are of increasing concern to human resources professionals.

Telework in evolution: a narrative approach
Mar Sabadell i Bosch

The purpose of this article is to provide some basic information on telework and to develop, in parallel, some reflections on this economic reality and the role of its legal regulation.

For some years, we have been observing a process of transformation of the nuclear bases on which we have built our labour relations. It is the result of digitalization, which challenges the logic of physical concentration and detaches activity from a single, static location. In other words, telework comes as standard with digitalization. However, it is only when its advancement became so abrupt and far-reaching that we noticed the shift and can already sense a break from the traditional work model.

This article explores the evolutionary progress of telework, beginning with two circumstances that were its main driving factors – digitalization and the COVID-19 pandemic –; observing it from a double dimension, namely organizational and regulatory, and summarizing the main changes in the narrative on telework, in order to contribute to the reflection on the work of the future society.

Actions and challenges that have shaped business management over the past 25 years
Fernando Álvarez, Agustí Canals, Mónica Cerdán, Natàlia Cugueró-Escofet, Dalilis Escobar, Àngels Fitó Bertran, Laura Lamolla , Josep Lladós-Masllorens, Enric Serradell, Pere Suau-Sanchez

Coinciding with the twenty-fifth anniversary celebration of the UOC, the following article aims to review the main transformations that the basic areas of business have undergone over the past two and a half decades. For this, we have enjoyed the participation of five female and five male professors in the studies of economy and business, who have given us some broad strokes on some of the main changes during this period and the challenges still to come. These topics are: leadership, decision-making, internationalization, digitalization, strategy, adaptation to change, ethics, corporate social responsibility, diversity, inclusion, business modal innovation, and finance.

The evolution of logistics: past, present and future
Marta Viu Roig, Cristian Castillo

The objective of this article is to analyze the evolution of logistics in three different contexts: past, present and future. By looking at where the concept of logistics began and the point it has now reached, we can understand and better anticipate the trends and logistical challenges of the future. We live in an era where digitalization is increasing rapidly, which enables us to obtain more data, more transparency, a greater capacity for anticipating change and a greater automatization of processes. In addition, the health crisis of COVID-19 has only accelerated the use of electronic devices and online tools, as shown by the increasing figures in e-commerce over the last two years. However, the pandemic has also shone a spotlight on the need to rethink the current logistical model. Aspects such as globalization, sustainability, resilience or security throughout the supply chain are in question. In this changing context, the skills and competencies of logistics professionals will undoubtedly decide future success.

Tourism facing the challenge of transformation
Pablo Díaz, Lluís Alfons Garay Tamajón, Joan Miquel Gomis, Francesc González Reverté, Soledad Morales Pérez, Julie Wilson

On the twenty-fifth anniversary of the opening of the Universitat Oberta de Catalunya and its Economics and Business Studies, a group of professors from the tourism field of the institution reflect upon the current situation of the sector at a key moment. On the one hand, they bring their ideas on what has been the evolution of tourism over the last twenty-five years and the elements and key factors that have conditioned this evolution to date. On the other hand, based on the crisis generated by the effects of the pandemic, they deliberate on identifying possible future scenarios and the key factors that may condition them.

The future of employment: new challenges for pending aspirations
Pilar Ficapal-Cusí, Elisabet Motellón Corral

On the occasion of the celebration of the 25th anniversary of the creation of the Open University of Catalonia (UOC), the authors take the opportunity to reflect on the recent evolution of the labour market in Spain and its labour relations, as well as its future challenges. A period that begins with a long phase of expansion of the Spanish economy and ends with the outbreak of the COVID-19 pandemic. In the middle, events with a relevant economic and labour effect such as (i) the relocation that has accompanied globalization, (ii) the migratory movements that have rendered us a host country, (iii) the violent impact that the Great Recession that began in 2008 and the pandemic of 2020, as well as (iv) the process of technological and digital transformation in which we are immersed. Despite this, the article does not have a vocation for the past and stops in the analysis on two great challenges. Job quality, a challenge that has been present in the last twenty-five years and that, far from being resolved, has become more urgent. And the digitization of employment, the great test of the Spanish economy and society that may be a turning point in our employment structure.

Industry 4.0 and firm performance in Spain: a first scan
Joan Torrent-Sellens

This article analyses the relationship between the uses of Industry 4.0 technologies (I4.0), the value generation and firm results. Based on a sample of 1,525 Spanish industrial firms for 2014, the uses of four basic I4.0 technologies are identified: 1) computer-aided industrial design (CAD); 2) robotics; 3) flexible production systems; and 4) the activity’s numerical control machinery and software, an additional indicator is constructed and the statistical association with the value generation and firm results are studied. The research has obtained three main results. First of all, it is worth noting its incipience. 72.5% of Spanish industrial firms either do not use or use very moderately the I4.0 technologies. Despite of this and secondly, it should be noted that the uses of these technologies are associated with a value generating process in industrial firms which is more intensive in R&D and human capital, more innovative, more digital and more sustainable. And, thirdly, the research also concludes that firms with more intensive uses of I4.0 technologies have better results in terms of sales, value added, exports and gross operating margin. Productivity and employment results are especially relevant. I4.0 intensive industrial firms are 30% more efficient than firms that do not use these technologies. They are also able to take on a much larger number of employees (twice the industrial average) and to pay them much better (12.4% above the industrial average). Finally, the article also discusses the role that I4.0 could play as a new general purpose technology.

Fintech and the reinvention of finance
David Igual Molina

The banking industry is facing a major transformation of its activity due to the need to reinvent its services (which are expensive and not designed for online use), the change in user demand for digital products and the need to adjust inefficient structures. Traditionally the financial sector has been almost exclusively an area for financial institutions, but the falling cost of technologies has led to the emergence of new players in the industry, such as fintechs, with alternative proposals in all spheres of financial activity, through new mobile-first and data-driven formulas. However, after a few years, most of these new companies experience scalability problems and, going against their original philosophy, they end up collaborating with banks, generating a partnership of mutual interest: fintechs contribute to the transformation of the bank, and with the support of the bank, they achieve growth that they would not achieve alone. Through these banking-fintech partnerships, a paradox arises in that these entities which initially challenged the banks may end up being their point of support, ensuring the change to the banking sector is quicker and more transformational than disruptive. Conversely, the fintechs that remain in competition with the banks (between 20% and 25%) are forced into mergers, agreements, etc. in order to break-even. In Spain, the growth problems in these areas of competition with the banks (robo-advisors and crowdlending) seem even more intense than in other countries.

The most significant problem for banks comes from the large tech operators that have the capacity to unseat financial institutions in some of the most profitable spheres of activity. It seems impossible for banks to maintain total control of the business in the spheres that are shared with tech operators, such as purchase payments and money transfers. However, banks have an advantage in terms of their widely-recognised customer data protection management, which is a value in which they clearly exceed the fintechs.

Banks are developing multiple agreement strategies with fintechs, such as direct purchases, acceleration and incubation programmes, venture capital funds, service agreements and partnership agreements. Proper analysis of each area of innovation is crucial to identify the contributions made by a fintech, and the key variables are the capacity to generate volume and ability to displace current banking services. This article proposes a relationship model consisting of the gradual integration of fintechs into banking environments through: i) integration into the core of the bank; ii) collaboration or service agreements; iii) contributing to their development through acceleration and incubation programmes and the launch of “challenger” programmes or competitions to discover talent.

The logistics of tomorrow: challenges and opportunities in the digital age
Eduard J. Álvarez-Palau, Marta Viu Roig

In a global and interconnected society, the logistic sector is especially keen to understand the performance of the modern economy. Thanks to their higher level of development, European countries have a privileged position that allows them to face the future with guarantees. Their industry is competitive and its strategic challenges are clear. Supply chain innovation, infrastructure, digitization, networking and integration are key aspects to keep in mind. Public institutions also play a decisive role. They must not only support but also enhance private sector initiatives that may help to ensure global competitiveness. All this also has to be understood in an unstable and volatile context, in which the competences of professionals in the field will undoubtedly be a decisive factor in success in the future.

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