Digital Cultural Transformation: Building Strategic Mindsets via Digital Sociology (Innovation, Technology, and Knowledge Management)

The hypercomplex digital-technological environment is exponential and revolutionary. Our social mindset adaptation, instead, is slower and evolutionary, as an individual’s or an organization culture needs time to transform. This book offers students, institutions, and organisations innovative and interdisciplinary digital sociology tools to help build an adaptive, flexible, imaginative social mindset in order to cope with such a gap and to match a sustainable digital transformation (DT). By disrupting traditional linear approaches to understand the context into which business models are designed, institutions and students are challenged with innovative transdisciplinary holistic models grounded into business case studies. If the book stimulates students to learn how purposefully and autonomously to explore the web, to grasp the deeper meaning of DT and its social impact, institutions are solicited to answer to direct quests that go right to the core of their transformative DNA as: ‘How effectively are you carrying on DT in a sustainable, people-centred way? Which is your socio-cultural DT profile and what are your DT areas of strength and areas of improvement?' In this frame of work, the innovative Four Paradigm Model indicates new coordinates and provides original tools to profile an institution’s digital transformation strategy, to analyse it, and measure the level of sustainable socio-economic value. Sample syllabi, PowerPoint slides and quizzes are available online to assist in the teaching experience. Series Foreword Foreword Preface Acknowledgements Contents List of Figures List of Tables 1: Introduction: Looking for a Social Soul to Transform 1.1 Introduction 1.2 The Book’s Aims 1.2.1 Why Was the Book Written? 1.2.2 To Whom Is It Thought? 1.2.3 The Conceptual Framework 1.3 The Value of the DTSM and of the FPM 1.4 A New Social Role for Institutions and Organizations 1.5 The Digital Sociology Paradigms Behind the DTSM 1.6 Structure of the Book 1.6.1 Why Is the Book Unique? 1.6.2 What Are the Scientific Domains of the Book? 1.6.3 How Is This Book Effective in Developing a New Mindset to the Reader? 1.6.4 What Are the Contents of the Book? References I: The Digital Transfor 2: An Unpredictable Era at the Time of Covid-19 2.1 Introduction 2.2 The Challenges of Our Era 2.3 The Digital Transformation of Work 2.4 The Impact of Covid-19 on Digital Transformation 2.4.1 The Cultural Leap 2.4.2 The 5 Covid-19 Pandemic Challenges References 3: The Digital Transformation Social Mindset 3.1 Introduction 3.2 Research Aims and Methodology 3.3 Digital Transformation: What It Is? 3.4 Behind a DTSM: Culture, Mindset, Technology The Sociological Box 3.1: The Culture within Human and Technology 3.4.1 What Is the Difference Between Culture and Mindset? 3.5 Identifying an Integrated Set of Cultural Markers 3.6 From Cultural Markers to Social Markers The Sociological Box 3.2: The Hofstede Cultural Indexes The Sociological Box 3.3: Artificial Intelligence and Societal, Organizational, Individual Risks The IKEA Case Study 3.7 The Role of Trust The Sociological Box 3.4: The Meaning of Gift References II: The Four 4: The Digital Ecosystem 4.1 Introduction 4.2 Understanding the Context 4.3 The XXI Century Gold Rush 4.4 The 2008 Financial Crisis The Sociological Box 4.1: Holistic Vision. Indications from Economics and Sociology 4.5 The French Revolution 4.6 The New Renaissance and Humanism 4.7 The Konrad Lorenz Aquarium The Sociological Box 4.2: Max Weber’s Explanation and Comprehension The Sociological Box 4.3: Complexity in a Transdisciplinary Perspective 4.8 The Reef 4.9 Space and Time 4.10 Braque’s Fruit Dish 4.11 Fractals 4.12 Routes Across the Indian Ocean 4.12.1 Creativity and Innovation The Sociological Box 4.4: Connecting Art to Mechanical and Biomedical ­Engineering Organizations as Complex Ecosystems: The Topcoder Case Study Customer Journey and Complex Ecosystem: The Music Case Study Appendix 4.1: Multidimensionality as a Paradigm References 5: The Four Paradigm Model 5.1 Introduction to the Four Paradigm Model (FPM) The Sociological Box 5.1: Kuhn and Paradigms 5.2 Hypothesis and Methodology 5.2.1 The FPM Hypothesis 5.2.2 Methodology 5.3 Why Macro, Meso, Micro Levels? 5.4 First Paradigm: From Top-Down to Bottom-Up 5.4.1 The Socio-Techno-Economic Context 5.4.2 The Impact on Value Chains of a Bottom-Up Paradigm 5.4.3 How to Recognize the Bottom-Up Paradigm 5.4.4 The Bottom-Up Paradigm at Macro, Meso, Micro 5.4.4.1 BU at Macro Level Macro-Level Phenomena 5.4.4.2 BU at Meso Level Meso-Level Phenomena 5.4.4.3 BU at Micro Level BU at Micro-Level Phenomena 5.4.5 Applying the Social Markers to the Bottom-Up Paradigm 5.5 Second Paradigm: Connecting the Dots 5.5.1 The Socio-Techno-Economic Context 5.5.2 The Impact on Value Chains of a CtD Paradigm 5.5.3 How to Recognize the Connecting the Dots Paradigm 5.5.4 The Connecting the Dots Paradigm at Macro, Meso, Micro 5.5.4.1 CtD at Macro Level Macro-Level Phenomena 5.5.4.2 CtD at Meso Level The Socio-Techno-Economic Phenomenon 5.5.4.3 CtD at Micro Level The Socio-Techno-Economic Phenomenon 5.5.5 Applying the Social Markers to the CtD Paradigm 5.6 Third Paradigm: Horizontality 5.6.1 The Socio-Techno-Economic Context 5.6.2 The Impact on Value Chains of the Horizontal Paradigm 5.6.3 How to Recognize the Horizontality Paradigm 5.6.4 The Horizontality Paradigm at Macro, Meso, Micro 5.6.4.1 Horizontality at Macro Level Macro-Level Socio-Techno-Economic Phenomena 5.6.4.2 Horizontality at Meso Level Meso-Level Socio-Techno-Economic Phenomena 5.6.4.3 Horizontality at Micro Level Micro-Level Socio-Techno-Economic Phenomena 5.6.5 Applying the Social Markers to the Horizontal Paradigm 5.7 Fourth Paradigm: Sharing 5.7.1 The Socio-Techno-Economic Context 5.7.2 The Impact of the Sharing Paradigm on Value Chains 5.7.3 How to Recognize the Sharing Paradigm 5.7.4 The Sharing Paradigm at Macro, Meso, Micro 5.7.4.1 Sharing at Macro Level Macro-Level Socio-Techno-Economic Phenomena 5.7.4.2 Sharing at Meso Level Meso-Level Socio-Techno-Economic Phenomena 5.7.4.3 Sharing at Micro Level 5.7.5 Applying the Social Markers to the Sharing Paradigm References 6: The Four Paradigm Model in Action 6.1 Introduction 6.2 The FPM in a Holistic Perspective 6.3 The FPM Board and FPM Radar 6.4 The FPM Board 6.4.1 How Do the Questionnaire Assumptions Embed the Checklists, the FPM Strategies, and the FPM Social Markers? 6.4.2 How to Apply the FPM Board? The FPM Board: The Microsoft and the Starbucks Case Study The Microsoft Case Study The Starbucks Case Study 6.5 The FPM Radar The FPM Radar: The Microsoft and Starbucks Case Studies The Microsoft FPM Radar Case Study The Starbucks FPM Radar Analysis References 7: Conclusive Remarks References Index