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doi:10.1108/S1877-636120220000029015

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Advanced Series in Management

Management and Information Technology in the Digital Era: Challenges and Perspectives

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DOI:

https://doi.org/10.1108/S1877-6361202229

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978-1-80382-295-2

ISBN print:

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2022

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Prelims

Author and Other Information

2022

Doi:

https://doi.org/10.1108/S1877-636120220000029015

Published:

2022

2022

Half Title Page

Management and Information Technology in the Digital Era

Series Title Page

Advanced Series in Management

Series Editors: Miguel R. Olivas-Lujan and Tanya Bondarouk

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Title Page

Advanced Series in Management Volume 29

Management and Information Technology in the Digital Era: Challenges and Perspectives

Edited by

Nawal Chemma

University of Relizane, Algeria

Mohammed El Amine Abdelli

University of Western Brittany, France

Anjali Awasthi

Concordia University, Canada

And

Emmanuel Mogaji

University of Greenwich, UK

United Kingdom – North America – Japan India – Malaysia – China

Copyright Page

Emerald Publishing Limited

Howard House, Wagon Lane, Bingley BD16 1WA, UK

First edition 2022

Published under exclusive licence by Emerald Publishing Limited.

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British Library Cataloguing in Publication Data

A catalogue record for this book is available from the British Library

ISBN: 978-1-80382-296-9 (Print)

ISBN: 978-1-80382-295-2 (Online)

ISBN: 978-1-80382-297-6 (Epub)

ISSN: 1877-6361 (Series)

List of Tables and Figures

Theme 2

Table 5.1.

Table of Hypothesis.

Table 7.1.

Twitter Account of the Selected Banks.

Table 8.1.

Profile of Respondents.

Table 8.2.

Description of Used Variables.

Table 8.3.

Frequency of Binary Variables.

Table 8.4.

Resilience's Descriptive Statistics for Each Level of the Exogenous Variables.

Table 8.5.

Spearman Correlations Matrix.

Table 8.6.

Analysis of Variance Results.

Table 8.7.

The Model Derived Estimations of the Different Levels of the Factors in the Model.

Table 9.1.

E-Commerce Sales: Top 10 Countries, 2017.

Table 9.2.

Statistics on the State of Technology in Algeria, 2020.

Table 9.3.

ITU's ICT Development Index.

Table 9.4.

E-Government Development Index.

Table 9.5.

Huawei Global Connectivity Index.

Table 9.6.

B2C E-Commerce Index (UNCTAD).

Table 9.7.

The Global Innovation Index (World Intellectual Property Organization).

Table 9.8.

Sustainable Development Goal Index.

Theme 3

Table 11.1.

Sustainability Measurement.

Table 12.1.

Variables Dependent on the Research Model.

Table 12.2.

Independent Variables of the Research Model.

Table 12.3.

Reliability of the Measuring Instrument.

Table 12.4.

Summary of the Models Proposed by the Step-by-Step Method (CC)

Table 12.5.

Summary of the Models Proposed by the Step-by-Step Method (CA).

Table 12.6.

Summary of the Models Proposed by the Step-by-Step Method (CA).

Table 12.7.

Summary of the Models Proposed by the Step-by-Step Method (CA).

Table 13.1.

Challenges of Digital Transformation and Key Steps.

Theme 1

Figure 2.1.

Inclusion of AI and Gamification in the Emerging Markets.

Figure 3.1.

Challenges of AI Implementation in Education in Africa.

Figure 3.2.

Conceptual Framework for AI Implementation in Africa.

Figure 4.1.

Structure of Intelligent Clothing Ecosystem.

Figure 4.2.

Human-Computer Interactive Customer Trust Model.

Figure 4.3.

Objective Function Result (a: Objective function curve of order 1; b: Objective function curve of order 2).

Figure 4.4.

Optimal Scheduling Scheme.

Figure 4.5.

Assignment Results of Human-Computer Interactive Customer Trust Model (t: acceptable value).

Theme 2

Figure 6.1.

Conceptual Framework for Developing and Adopting Information Technology for Enhancing Transportation in Developing Countries.

Figure 7.1.

Summary of Findings.

Figure 8.1.

Distribution of the Resilience Variable.

Figure 8.2.

Resilience Distributions for Two Categories of Digital Technology Use.

Figure 8.3.

Resilience Means at Each Level of the Variables Digital and Size.

Figure 8.4.

Resilience's Marginal Effects.

Theme 3

Figure 10.1.

Seven Pillars of Sustainability (7PS) Model.

Figure 10.2.

7PS and 3D SocioEcoEnvironmental Models on SMEs Growth.

Figure 10.3.

Economic Risks in the World Beyond COVID-19.

Figure 10.4.

Developing New Business Models and Design of Smart Application Result of the IoE-EQ Project (IoE-EQ, 2020).

Figure 10.5.

Lack of Technical Skills/Competencies and Security Concerns Result of the IoE-EQ Project (IoE-EQ, 2020).

Figure 10.6.

5N.BG.7PS Model.

Figure 10.7.

Key Questions for Digitalized Business Plannings.

Figure 10.8.

Strategic Workforce Planning: Focus is on Clusters of Staff and Tomorrow (20).

Figure 10.9.

Business Architecture (20).

Figure 10.10.

Human Resource Development – The Five Rights (20).

Figure 10.11.

KTB Model.

Figure 10.12.

Human Resource Assessment (20).

Figure 10.13.

Six Dimensions That Form the Basis of I4.0 (20).

Figure 10.14.

I4.0 – Readiness Check (20).

Figure 10.15.

The Fifth Wave/Tomorrow Age Theory and Evaluation of Ages.

Figure 10.16.

Smart SMEs in Industry 4.0 and SME 4.0.

Figure 10.17.

SMEs' Business Models and SME 4.0.

Figure 10.18.

Connected Participants and Capabilities in a Smart Manufacturing Ecosystem.

Figure 10.19.

Towards Sustainable, Innovative, Smart and Inclusive SMEs 5.0.

Figure 11.1.

Digitalisation Dimensions and Digitisation Index by Industry.

Figure 11.2.

Aspects of Livability (Doost, 2017).

Figure 11.3.

Research Project FHM-NZBA: The Entrepreneurial Sustainability Compass Criteria.

Figure 11.4.

The 5th Wave/Tomorrow Age Theory or Theory of Comprehensive Everything.

Figure 11.5.

A Comprehensive View of the Societies and Industries of the 5th Wave Theory.

Figure 11.6.

Histomap of 5th Wave/Tomorrow Age Theory (Doost, 2010–2017).

Figure 11.7.

Tomorrow's Crises Waves at the Edge of Tomorrow.

Figure 11.8.

Tomorrow's Crises Chain at the Edge of Tomorrow.

Figure 11.9.

Knowledge, Technology, Business (KTB) model (Doost, 2010–2017).

Figure 11.10.

i-Sustainability Plus Theory.

Figure 11.11.

Relation among Quality of Liveability and Life and Seven Pillars of Sustainability.

Figure 11.12.

7PS Pattern Model.

Figure 11.13.

3D Socio-Eco-Environment SMEs Model.

Figure 11.14.

3D Socio-Eco-Environment SMEs Indexes Model.

Figure 11.15.

Hybrid SMEs/SME 5.0/Tomorrow's SMEs.

Figure 11.16.

Hybrid SMEs/SMEs 5.0 are/have 14 Points.

Figure 11.17.

IoB Development.

Figure 11.18.

Modern SME and IoE-Education Cycle.

Figure 11.19.

DCT (Doost Cultural Theory).

Figure 11.20.

Synchronised Development (20).

Figure 11.21.

Human Resource Planning (20).

Figure 11.22.

Digital Transformation Requires a Cultural Change (20).

Figure 11.23.

Important Adoption Factors (Made Initially for AR/VR/XR-Technology Adoption).

Figure 12.1.

Relationship Between Culture and Cooperation in a Cluster.

Figure 13.1.

Elements of Digital Transformation.

Figure 13.2.

Challenges of Digital Transformation.

Theme 1
Figure 2.1.	Inclusion of AI and Gamification in the Emerging Markets.
Figure 3.1.	Challenges of AI Implementation in Education in Africa.
Figure 3.2.	Conceptual Framework for AI Implementation in Africa.
Figure 4.1.	Structure of Intelligent Clothing Ecosystem.
Figure 4.2.	Human-Computer Interactive Customer Trust Model.
Figure 4.3.	Objective Function Result (a: Objective function curve of order 1; b: Objective function curve of order 2).
Figure 4.4.	Optimal Scheduling Scheme.
Figure 4.5.	Assignment Results of Human-Computer Interactive Customer Trust Model (t: acceptable value).
Theme 2
Figure 6.1.	Conceptual Framework for Developing and Adopting Information Technology for Enhancing Transportation in Developing Countries.
Figure 7.1.	Summary of Findings.
Figure 8.1.	Distribution of the Resilience Variable.
Figure 8.2.	Resilience Distributions for Two Categories of Digital Technology Use.
Figure 8.3.	Resilience Means at Each Level of the Variables Digital and Size.
Figure 8.4.	Resilience's Marginal Effects.
Theme 3
Figure 10.1.	Seven Pillars of Sustainability (7PS) Model.
Figure 10.2.	7PS and 3D SocioEcoEnvironmental Models on SMEs Growth.
Figure 10.3.	Economic Risks in the World Beyond COVID-19.
Figure 10.4.	Developing New Business Models and Design of Smart Application Result of the IoE-EQ Project (IoE-EQ, 2020).
Figure 10.5.	Lack of Technical Skills/Competencies and Security Concerns Result of the IoE-EQ Project (IoE-EQ, 2020).
Figure 10.6.	5N.BG.7PS Model.
Figure 10.7.	Key Questions for Digitalized Business Plannings.
Figure 10.8.	Strategic Workforce Planning: Focus is on Clusters of Staff and Tomorrow (20).
Figure 10.9.	Business Architecture (20).
Figure 10.10.	Human Resource Development – The Five Rights (20).
Figure 10.11.	KTB Model.
Figure 10.12.	Human Resource Assessment (20).
Figure 10.13.	Six Dimensions That Form the Basis of I4.0 (20).
Figure 10.14.	I4.0 – Readiness Check (20).
Figure 10.15.	The Fifth Wave/Tomorrow Age Theory and Evaluation of Ages.
Figure 10.16.	Smart SMEs in Industry 4.0 and SME 4.0.
Figure 10.17.	SMEs' Business Models and SME 4.0.
Figure 10.18.	Connected Participants and Capabilities in a Smart Manufacturing Ecosystem.
Figure 10.19.	Towards Sustainable, Innovative, Smart and Inclusive SMEs 5.0.
Figure 11.1.	Digitalisation Dimensions and Digitisation Index by Industry.
Figure 11.2.	Aspects of Livability (Doost, 2017).
Figure 11.3.	Research Project FHM-NZBA: The Entrepreneurial Sustainability Compass Criteria.
Figure 11.4.	The 5th Wave/Tomorrow Age Theory or Theory of Comprehensive Everything.
Figure 11.5.	A Comprehensive View of the Societies and Industries of the 5th Wave Theory.
Figure 11.6.	Histomap of 5th Wave/Tomorrow Age Theory (Doost, 2010–2017).
Figure 11.7.	Tomorrow's Crises Waves at the Edge of Tomorrow.
Figure 11.8.	Tomorrow's Crises Chain at the Edge of Tomorrow.
Figure 11.9.	Knowledge, Technology, Business (KTB) model (Doost, 2010–2017).
Figure 11.10.	i-Sustainability Plus Theory.
Figure 11.11.	Relation among Quality of Liveability and Life and Seven Pillars of Sustainability.
Figure 11.12.	7PS Pattern Model.
Figure 11.13.	3D Socio-Eco-Environment SMEs Model.
Figure 11.14.	3D Socio-Eco-Environment SMEs Indexes Model.
Figure 11.15.	Hybrid SMEs/SME 5.0/Tomorrow's SMEs.
Figure 11.16.	Hybrid SMEs/SMEs 5.0 are/have 14 Points.
Figure 11.17.	IoB Development.
Figure 11.18.	Modern SME and IoE-Education Cycle.
Figure 11.19.	DCT (Doost Cultural Theory).
Figure 11.20.	Synchronised Development (20).
Figure 11.21.	Human Resource Planning (20).
Figure 11.22.	Digital Transformation Requires a Cultural Change (20).
Figure 11.23.	Important Adoption Factors (Made Initially for AR/VR/XR-Technology Adoption).
Figure 12.1.	Relationship Between Culture and Cooperation in a Cluster.
Figure 13.1.	Elements of Digital Transformation.
Figure 13.2.	Challenges of Digital Transformation.

About the Editors

Nawal Chemma is an Associate Professor of Economics at the University of Relizane, Algeria, and the Director of ‘laboratory of financial markets management by the application of mathematics and computer science-GMFAMI’.

Mohammed El Amine Abdelli is a Researcher at the University of Western Brittany and the Technical University of Cartagena and Member at Western Economics and Management Laboratory LEGO and Visiting Researcher at the University of Salamanca, Spain.

Anjali Awasthi is Full Professor and Concordia University Research Chair (Tier-II) in Connected Sustainable Mobility Systems at Concordia Institute for Information Systems Engineering (CIISE), in Concordia University, Montreal, Canada.

Emmanuel Mogaji is a Senior Lecturer in Advertising and Marketing Communications at the University of Greenwich, and a Fellow of the Higher Education Academy (HEA).

List of Contributors

Raphael Amponsah

Ghana Institute of Management and Public Administration, Accra

Adouane Asma

Higher School of Commerce, Algeria

Imen Baccouche

University of Tunis El Manar, Tunisia

Saadia Benahmed

University of Relizane, Algeria

Hosn el Woujoud Bousselmi

University Tunis Carthage, Tunisia

Joseph Budu

Ghana Institute of Management and Public Administration, Accra

Lorena Caridad y López del Río

University of Cordoba, Spain

Luigi Pio Leonardo Cavaliere

University of Foggia, Foggia, Italy

Samuel Nii Odoi Devine

Presbyterian University College, Okwahu Abetifi

Esra Sipahi Döngül

Aksaray University, Turkey

Sulemana Bankuoru Egala

SDD University of Business and Integrated Development Studies (UBIDS), Ghana

Abu Bakar Abdul Hamid

University Putra Malaysia, Malaysia

Aboubakr Hansal

University of Relizane, Algeria

Varsha Jain

MICA, India

Afef Khalil

Carthage Business School, University of Tunis Carthage, Tunisia

Emmanuel Awuni Kolog

University of Ghana, Accra

Benmanseur Lamis

Higher School of Commerce, Algeria

Hamid Doost Mohammadian

University of Applied Sciences (FHM), Germany

Houssem Edine Nasr

Carthage Business School, University of Tunis Carthage, Tunisia

Nguyen Phong Nguyen

University of Economics Ho Chi Minh City, Vietnam

Lachi Oualid

University of Adrar, Algeria

Mohsin Raza

Phuket Rajabhat University, Thailand

Gourav Roy

MICA, India

Bechir Sabiha

Centre de Recherche en Technologie Agro-alimentaire (CRTAA), Algeria

Anusara Sawangchai

Rajabhat University, Thailand

Chanyanan Somtawinpongsai

Rajapark Institute, Thailand

Foreword

Information technology management facilitates the interaction of intervening actors, improves human resource management procedures and applies new pedagogical models for continuous and distance learning. The growth prospects of artificial intelligence and how it is revolutionising different sectors further present critical challenges for managers on how to harness the opportunities of this technology for their business prospects. Managers need to understand how technology is changing their business operations and the emergence of digital consumers who demand more innovative, technologically driven experiences. In addition, technological considerations are addressed, with topics such as selecting digital tools for developing and exploiting the new trends and applying artificial intelligence technology in the business and management industry. The edited book of these dimensions helps various actors to propose creative and innovative solutions for digital technologies that allow enterprises and organisations to draw positive paths for the future community, allowing for a better discussion and understanding of the issues and challenges created by contemporary society.

This book has presented different chapters, highlighting management and practical implications across other technology, sector and countries. In addition, the chapters provide a wide of reflections on the challenges and perspectives of management and information technology in the digital era.

Preface

Our book highlights the importance of management and information technology in the digital era. The book offers a theoretical and empirical framework in the field of digitalisation. The readers will find the chapters in this book both enriching and thought-provoking. The insights provided in the collection of research materials will enhance the understanding in this area, inspire further interest in management and information technology in the digital era and provide a basis for sound management decisions and stimulate new ideas for future research. This book offers a modern insight for researchers, students, professionals and decision-makers on the application of digitalisation in the Management area.

Raphael Amponsah	Ghana Institute of Management and Public Administration, Accra
Adouane Asma	Higher School of Commerce, Algeria
Imen Baccouche	University of Tunis El Manar, Tunisia
Saadia Benahmed	University of Relizane, Algeria
Hosn el Woujoud Bousselmi	University Tunis Carthage, Tunisia
Joseph Budu	Ghana Institute of Management and Public Administration, Accra
Lorena Caridad y López del Río	University of Cordoba, Spain
Luigi Pio Leonardo Cavaliere	University of Foggia, Foggia, Italy
Samuel Nii Odoi Devine	Presbyterian University College, Okwahu Abetifi
Esra Sipahi Döngül	Aksaray University, Turkey
Sulemana Bankuoru Egala	SDD University of Business and Integrated Development Studies (UBIDS), Ghana
Abu Bakar Abdul Hamid	University Putra Malaysia, Malaysia
Aboubakr Hansal	University of Relizane, Algeria
Varsha Jain	MICA, India
Afef Khalil	Carthage Business School, University of Tunis Carthage, Tunisia
Emmanuel Awuni Kolog	University of Ghana, Accra
Benmanseur Lamis	Higher School of Commerce, Algeria
Hamid Doost Mohammadian	University of Applied Sciences (FHM), Germany
Houssem Edine Nasr	Carthage Business School, University of Tunis Carthage, Tunisia
Nguyen Phong Nguyen	University of Economics Ho Chi Minh City, Vietnam
Lachi Oualid	University of Adrar, Algeria
Mohsin Raza	Phuket Rajabhat University, Thailand
Gourav Roy	MICA, India
Bechir Sabiha	Centre de Recherche en Technologie Agro-alimentaire (CRTAA), Algeria
Anusara Sawangchai	Rajabhat University, Thailand
Chanyanan Somtawinpongsai	Rajapark Institute, Thailand

Prelims

Half Title Page

Series Title Page

Title Page

Copyright Page

List of Tables and Figures

About the Editors

List of Contributors

Foreword

Preface

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