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Your search keyword '"Papadopoulos, Thanos"' showing total 437 results
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437 results on '"Papadopoulos, Thanos"'

18. The transformation of digital strategy and value creation in omnichannel organisations: the case of the gambling industry.

Author

Spanaki, Konstantina, Zissis, Dimitris, Papadopoulos, Thanos, and Li, Feng

Abstract

Digital transformation strategy (DTS) involves redesigning various organisational operations to encompass digital technologies and achieve business objectives. In this study, we explored digital strategy and value creation shifts in omnichannel organisations that aimed to deliver seamless online and on-premises (dual-mode) customer experiences. Using comprehensive data on the gambling industry, we focused on the long-term effects of dynamic relationships among multiple DTS events over time. Building on digital strategy and value-creation theory, we observed and analysed organisational changes linked to technological shifts in omnichannel organisations during turbulent times and disruptions. Herein, we discuss the balance between online and on-premises service channels in terms of a DTS pathway, viewing it as a dual-mode value-creation process. By exploring this dual-mode value-creation process, we contribute to DTS theory and omnichannel operations. Furthermore, we enhance theory by unveiling the impact of shifting digital strategy perspectives on the transformation of omnichannel organisations in dynamic and disruptive business environments. We also present strategic propositions for planning and realising DTS requirements for omnichannel service providers in a broad context. [ABSTRACT FROM AUTHOR]

Published
2024
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23. Digital transformation: A multidisciplinary perspective and future research agenda

Author

Paul, Justin, Ueno, Akiko, Dennis, Charles, Alamanos, Eleftherios, Curtis, Lucill, Foroudi, Pantea, Kacprzak, Agnieszka, Kunz, Werner H., Liu, Jonathan, Marvi, Reza, Nair, Sree Lekshmi Sreekumaran, Ozdemir, Ozlem, Pantano, Eleonora, Papadopoulos, Thanos, Petit, Olivia, Tyagi, Sapna, Wirtz, Jochen, Paul, Justin, Ueno, Akiko, Dennis, Charles, Alamanos, Eleftherios, Curtis, Lucill, Foroudi, Pantea, Kacprzak, Agnieszka, Kunz, Werner H., Liu, Jonathan, Marvi, Reza, Nair, Sree Lekshmi Sreekumaran, Ozdemir, Ozlem, Pantano, Eleonora, Papadopoulos, Thanos, Petit, Olivia, Tyagi, Sapna, and Wirtz, Jochen

Abstract

Digital transformation has had an unprecedented influence on all sectors of business over the last decade. We are now entering an era characterized by the extensive digital transformation of businesses, society, and consumers. Therefore, digital transformation has become a pivotal focus for organizations across various sectors in recent years. Despite differing scholarly perspectives on the concept and elements of digital transformation, a consensus exists that it significantly impacts consumer decisions and necessitates organizational adaptation. Recent challenges such as the COVID‐19 pandemic have further accelerated the need for digital transformation and its effects on consumers. This necessitates an editorial perspective on this most important topic to establish future research agenda encompassing the various dimensions of digital transformation. The purpose of this editorial perspective is to review research on digital transformation from a multidisciplinary viewpoint and provide insights into several key domains—Internet‐of‐Things, social media, mobile apps, artificial intelligence, augmented and virtual reality, the metaverse, and corporate digital responsibility—that are poised to fuel the pace of digital transformation. Each domain is analyzed through a lens of introduction, role, importance, multifaceted impact, and conclusions. Future research directions are suggested.

Published
2024

24. The role of managerial activities in achieving Information technology ambidexterity and new product development performance in small and medium-sized enterprises

Author

Syed, Tahir Abbas, Blome, Constantin, Benitez, Jose, Papadopoulos, Thanos, Syed, Tahir Abbas, Blome, Constantin, Benitez, Jose, and Papadopoulos, Thanos

Abstract

Given their limited portfolio of resources, small and medium-sized enterprises (SMEs) have to manage information technology (IT) exploitation and exploration at the same time to support a major shift in their product focus while maintaining their current array of products. We theorise that SMEs rely on managerial activities to enable IT ambidexterity to enhance the performance of their new product development (NPD). To this end, we hypothesise and test the relationships between managerial activities, IT ambidexterity, and NPD performance. Using multiple respondent data from 292 high-tech SMEs, we find that managerial activities enable IT ambidexterity, and this relationship is moderated by structural configurations. Considering the NPD management challenges ushered in by the digital era, our findings identify IT ambidexterity as a key mechanism to enhance NPD performance in SMEs. Our results contribute novel insights into the effective role of managerial activities in SMEs and help to explain the role of IT ambidexterity in the NPD literature, thereby facilitating continued theory development in this field of research.

Published
2024

29. Digital transformation: A multidisciplinary perspective and future research agenda

Author

Paul, Justin, primary, Ueno, Akiko, additional, Dennis, Charles, additional, Alamanos, Eleftherios, additional, Curtis, Lucill, additional, Foroudi, Pantea, additional, Kacprzak, Agnieszka, additional, Kunz, Werner H., additional, Liu, Jonathan, additional, Marvi, Reza, additional, Nair, Sree Lekshmi Sreekumaran, additional, Ozdemir, Ozlem, additional, Pantano, Eleonora, additional, Papadopoulos, Thanos, additional, Petit, Olivia, additional, Tyagi, Sapna, additional, and Wirtz, Jochen, additional

Published
2024
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36. Supply chain integration and supply chain sustainability relationship: a qualitative analysis of the UK and Ghana pharmaceutical industry.

Author

Donkor, Frank, Papadopoulos, Thanos, and Spiegler, Virginia

Abstract

This study identifies and proposes a framework that provides insights into supply chain integration (SCI) and supplies chain sustainability (SCS) relationships. Drawing on dynamic capability theory, stakeholder theory, and contingency theory, it analyses primary qualitative data obtained by interviewing managers and executives and conducting observations, as well as secondary data within leading pharmaceutical companies, national pharmaceutical institutions, and regulators in the UK and Ghana. The study illustrates how and why (i) SCS can be achieved through SCI, and (ii) identifies the internal and external contextual factors (IECFs) that influence the relationship between SCI and SCS, that is, 'external uncertainty (EU)', 'patient satisfaction', and 'leadership style'. The contribution of the paper lies in (i) providing an in-depth understanding of the IECFs affecting supply chains' sustainability performance, and (ii) proposing a framework that extrapolates the IECFs influencing the relationship between SCI and SCS for both developed and developing country contexts. Practitioners are provided with guidance on how to effectively and efficiently operationalise SCI to achieve SCS whilst managing the effects of the IECFs on supply chain activities. [ABSTRACT FROM AUTHOR]

Published
2024
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38. Editorial: Artificial Intelligence (AI) and data sharing in manufacturing, production and operations management research.

Author

Papadopoulos, Thanos, Sivarajah, Uthayasankar, Spanaki, Konstantina, Despoudi, Stella, and Gunasekaran, Angappa

Subjects
ARTIFICIAL intelligence, INFORMATION sharing, PRODUCTION management (Manufacturing), OPERATIONS research, ARTIFICIAL neural networks, REINFORCEMENT learning, BOTTLENECKS (Manufacturing)
Abstract

They argue that the implementation of AI directly with supply chain finance is not supported, whereas implementing AI with supply chain networks, is supported as well as the implementation of AI, supply chain networks, and supply chain finance. The term AI refers to the digital technologies performing activities, tasks and decisions normally deployed by human intelligence (Pomerol [17]). Recently, the context of Artificial Intelligence (AI) was brought to the forefront of attention, as a wide range of operations could be transformed through multidisciplinary approaches based on data sharing (Spanaki et al. [19]) and AI applications. [Extracted from the article]

Published
2022
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