ECOFORUM
[Volume 8, Issue 1(18), 2019]
THE IMPACT OF DIGITAL TRANSFORMATION ON STRATEGIC BUSINESS MANAGEMENT
Benjamin GRAB
The Bucharest University of Economic Studies, 71131, Romania
benny_grab@hotmail.com
Abstract
The research paper aims to identify and showcase key drivers of strategic business management development in
the light of the recent waves of digital transformation experienced by companies around the globe. The paper
consists of an overview on the existing literature and a concise outline of the research conducted. Both research
results from professional associations as well as recognized publishers were considered. Furthermore, expert
interviews as well as market data were factored in for drawing a comprehensive picture on strategic
management theories and frameworks, as well as the history and influence of digital transformation. Our
research revealed that digital transformation is worldwide phenomena; however the regional impact differs
significantly depending on the regulatory environment and the level of economic sophistication. In essence, the
disruptive nature of this trend has the potential to shake the foundations of industries which requires firms to
fundamentally change their strategic management approach. The introduction of the digital transformation
strategy framework aims to address these challenges and aims to foster additional research in this field. The
research was conducted as part of the Research Centre of Business Administration in The Bucharest University
of Economic Studies, Romania.
Key words: Digital transformation, strategic management, innovation
JEL Classification: L22, M16, O31
I. I NTRO DUCTION
In the public domain, firms like Facebook or Google are perceived as the shining example of digital
transformation. Naturally, they receive a lot of attention with people trying to unlock their business secrets or
imitate the processes and procedures that are making them so financially successful. Points of interest span from
the creation of a collaborative and innovation-fueling work environment to team or office structures. Less
attention is however provided to the issue of strategic management and the scope and depth of impact of digital
transformation processes. Despite existing research highlighting the profound nature of change initiated by
digitization, there remains to be a lack of scientific analysis on the matter of strategic management. (Manyika &
McAfee, 2014; Tornjanski et al., 2015).
The power of disruption as unfolded by the latest waves of digital transformation is a concept that is well
established among senior managers. Against this background, 60% of top managers consider it to be a topic
which requires attention going forward, while 30% regard the ongoing changes to be potentially threatening to
both profitability as well as market position. (Ford, 2015; Weill & Woerner, 2015a).
Against this background, the presented research intends to link existing studies, papers and information
conducted by experts, professional associations and scholars from the field of strategic management with the
drivers and repercussions of digital transformation. By assessing and analyzing the various factors of influence,
the digital transformation strategy star to be introduced towards the end of this paper shall work as a framework
for structuring and channeling decision-making processes in the context of the current digital challenges.
II. R ESEARCH PURPO SE
In the light of the conducted desk study on strategic management and digital transformation, it became
evident that the recent scientific debate predominantly centers on three key issues. The first point of
consideration focuses on demand for upgraded IT infrastructure and skilled labor. In this context, questions
concerning adopting future-proof and cutting-edge technology are weighed against internal skills capacities as
well as ramp-up, investment and training costs involved. Essentially, firms are striving for an improved value
proposition both for existing and new customers as well as for the firm itself. (Joseph et al., 1999; Malik, 2016)
The second point of consideration covers the wide issue of human labor and potentially disruptive impact
that digital transformation has. In this light, issues such as the future relationship between humans and artificial
intelligence, the effect of automation on employment and salary structures as well as the role and future of
education are broadly discussed. (Brynjolfsson & McAfee, 2014; Ford, 2015)
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The third question centers on the customer expectations and product delivery. Business planning on
company level is under pressure from changes in the market environment with new competitors arising from
unexpected areas, increased transparency and constant pressure for innovation. Given this interplay of market
forces, the current leaders of the technological elite such as Apple, Amazon or Tesla are among the players
expressing most concern regarding the consequences of the next waves of digital transformation. (Tong, Li
&Yuan, 2008; Weill & Woerner, 2015b).
In the light of the disruptive nature of changes at work, firms need to assess and address those individual
factors of influence with the aim of adopting strategic options suitable for their industry. While the current
discussion mainly centers on isolated aspects of digital transformation, firms are required to establish a broader
digital strategy framework as not to fall victim to the substantial changes posed by the new digital market
landscape. (Weill & Woerner, 2015b).
III. M ETHODOLOGY
This paper on the impact of digital transformation on strategic management is based on an inclusive and
thorough assessment and review of existing research from various professional sources. It includes books, papers
and expert opinions from a range of scholars, research firms and professional associations. With the aim of
drawing an integrated picture of the current research landscape, over 50 available publications were considered,
processed and analyzed. Furthermore, expert interviews as well as market data were factored in for drawing a
comprehensive picture on strategic management theories and frameworks, as well as the history and influence of
digital transformation.
In a nutshell, the desk research presented in this paper is intended to form the basis for further research in
this field, with the aim of broadening the scope of the scientific debate on the effects of digital transformation on
current strategic management models and tools. Consequently, the introduction of factors of influence in the
form of the integrated digital strategy framework shall be enriched by empirical research on the degree of impact
across various industries going forward.
IV. F ORM AND IMPACT OF D IGITAL T RANSFO RMATI ON
Achieving operational excellence is at the core of most digitization efforts. Ultimately, this translates into
an improved cost position and efficiency. In order to achieve those targets, companies engage in activities
towards standardizing and automating business processes. Considering the potential effects of such
implementation efforts, industry champions might see their market share under attack from more digitizationdriven competitors. However, firms who are capable of mastering the challenges of digitization are able to
provide a new value proposition to their clients in the light of a better and more reliable data management.
Essentially, this is a pre-requirement for effective scaling business operations across various market and
customer segments. While the benefits of investing time and resources in automation and standardization are
straightforward, the major of firms are struggling to steer the internal implementation process. According to
research conducted by MIT, only 1 in 4 established company has so far managed to completely digitalize their
internal processes. Given that automation and standardization are perceived as a natural first step on the way
towards mastering digital transformation, the apparent lack of digital sophistication among firms is potentially
threatening for business (Markovitch & Willmott, 2014; Ross, 2017)
The full scope of digital transformation is both complex in nature and challenging for all companies
involved. It is associated with a technological quantum leap liaised with hot topics such as big data analytics,
artificial intelligence, smart cities or social media channels. In the light of the diverse and colorful digital
transformation landscape, companies may find it challenging to identify and address these trends in a structured
and convincing manner. In addition to that, new market competitors seek opportunities provided by market
changes by creating value swiftly and inclusively. Essentially, becoming a new digital leader is about providing
a both a new customer experience in combination with an enhanced value proposition which ultimate has the
intrinsic potential to reshape the way business has been conducted. (Ross, 2017)
In essence, digital transformation is a phenomena transcending the globe while impacting on the business
activities of companies worldwide. While borders do not bring the power of change to a full stop, it needs to be
noted that the effects of digital transformation are not evenly distributed across countries and regions of the
world. Policy makers and businesses have a great degree of influence in affecting a countries’ digital agenda by
shaping its regulatory and policy framework. In addition to that, the overall state of economic sophistication has
an imprint on the capability of a country to deepen its digital evolution.
The issue of the distribution of digital sophistication among countries as it the core of joint study
conducted by the Harvard Business Review, Fletcher School at Tufts University as well as renown global
financial service company Mastercard. The Digital Evolution Index aims to assess and cluster the degree of
digital evolution in key countries across all continents. In a nutshell, associated researchers formed four types of
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[Volume 8, Issue 1(18), 2019]
countries based on a set of 170 different indicators. The final result of the digital evolution index are in the form
of a landscape introducing the current status of digital transformation in more than 60 countries around the
globe:
Figure 1 - Map of Digital Evolution (Source: Chakravorti, B., et al. 2017)
Among the regions of the world, Asia is at the forefront of digital transformation with the UAE, Malaysia
and Singapore catering successfully to a tech-savvy urban society. While many of the top spots are currently
taken by emerging economies, most of the developed countries such as the United Kingdom or the United States
are forced to revisit their digital strategies, in order not to lose ground to their competitors. Interestingly,
numerous smaller countries such as Estonia or Israel have already outperformed bigger markets. Among the
most interesting cases are the break out countries consisting of a diverse group of nations including Bangladesh,
Bolivia and Colombia. (Billon, 2010; Chakravorti et. al., 2017)
Aside from the regional distribution of digital transformation, Dawson et. al. (2015) targets the individual
factors of influence with regards to supply and demand for redefining market forces at large. Figure 2 sums up
the two main sides of the medallion with the upper part focusing on the modest changes associated with supply
and demand, while the lower part centers on the more disruptive developments as unleashed by the latest wave
of digital transformation.
Figure 2 - Digital change overview (Source: Dawson, A., et al. 2016).
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In the modest development section, the following three points shall be considered with regards to changes
in the supply and demand equilibrium:
• Undistort demand: Digital transformation removes obstacles by allowing customers to experience the
full range of products and services on offer which have previously been limited by dominant market competitors.
In this regard, online insurance brokers can provide a broader selection of services, in contrast to the very
normed and limited insurance products available some years ago.
• Unconstrain supply: The digital era helps to unleash firms’ potential by allowing them to tap upon
segments which have been previously deemed uneconomical. In this context, semi or fully automated processes
provide for a better cost structure on the firms’ side, while customers enjoy a seamless and cost-efficient process.
• Make new markets: Wikipedia has been at the forefront of making a new market by using various
elements of the digital transformation. The business model focuses on crowd founding whereas users pay for the
intrinsic value that they experience in product. In addition to that, content and quality management are steered by
crowd knowledge allowing it to renew and reinvent itself every day. Essentially, it provides access to an
abundance of knowledge anywhere and anytime, which makes paperback versions of the latest encyclopedia a
thing of the past.
With reference to the more extreme section, the impact on the factors balancing demand and supply is of
a more disruptive nature. In its most extreme form, companies may be forced to close down, while others may
experience substantial effects regarding their revenues and profits. These three points include:
• Create new value propositions: This element relates to the fact that customers are sometimes not even
aware of the products or services that they desire. In this context, the invention of tablets serves as a prime
example since oversized smartphones filling the gap between small phone devices and laptops were largely
regarded as difficult to market. However, the initial success of the IPad made both suppliers as well as customers
rethink their initial perception.
• Hyper scale platforms: Today’s tech companies are no longer limited by product or industry frontiers,
but rather benefit from their skills and capabilities in business automation, data analytics and marketing. In this
context, they are capable of adding new business activities to their existing network whenever a promising
opportunity arises.
• Re-imagine business systems: The management of internal processes and superior access to the entire
value chain of products and services forms an integral part of improved business systems. Essentially, it helps to
build new barriers against competitors from all kinds of industries while securing a superior cost position.
V. I NFLUENCE OF S TRATEGI C M ANAGEMENT C ONSIDERATIONS
Digital transformation can already be felt in many industries with business activities being affected in all
parts of the world. While the degree of disruption may be different across business segments and countries, Hirt
and Willmott (2014) successfully define seven main drivers which impact on traditional forms of business.
Against this background, they play a vital role considering strategic planning and implementation processes.
Price setting and profits remain under substantial pressure The abundance and structure of information provided to customers across the internet helps closing the
previously existing information asymmetry between firms and clients. This improvement in market transparency
puts customers in a better position with the effect of higher bargaining power and lower prices. However, the
later might be subject to regional differences given substantial fluctuations in digital sophistication across the
globe. (Grab et al., 2018b)
Competition is no longer limited to your own industry Barriers for market entry have proven to be useful for many decades, allowing market participants to
defend themselves against competition from other players. The rise of digital firms has largely distorted this old
perception of shielding industries. These companies rely on superior management skills, flat organizations,
technical-savvy staff and entrepreneurial spirit to challenge the current heavyweights in any given industry. In
the process, they do not only question the status quo of doing business, old paradigms are further put into
question. As a result, ramp up costs are no longer the deciding factors for success, which forces the old guard to
seek new strategies beyond pure rent-seeking.
Satisfied customers reinforce a winner takes all dynamic Large tech firms such as Apple or Google have taken the element of perfect customer lock-in to new
levels by pooling internal resources and capabilities in the form of superior business organization, talented staff
and technological advancements for the benefit of an attractive company culture. This stimulates a positive
perception cycle which in addition to high quality services and products turns firms into go-to places for
customers. This return effect reinforces the customer relationship and manifests the winner takes it all dynamic
of the digital era.
Modular business models are a key success factor -
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Against the background of the winner takes it all dynamic stimulated by large tech companies, smaller
firms may find it particularly difficult to compete on an equal footing. Therefore, innovative market participants
aim to piggyback on the success of larger market players by adding their businesses to existing platform
structure provided by bigger firms. This translates into a win-win situation since customers are able to find a
broader selection of products and services within a known environment.
Fighting for smart brains is crucial Frey & Osborne (2013) take a strong stand towards the impact of ongoing business automation as well as
further introduction of robotics and artificial intelligence in the work place by stating that almost half of all
professions worldwide have the potential to be replaced by machines over the decades to come. While
institutions such as the OECD are in strong disagreement regarding the scale and scope of the effect on the
global labor market, it is widely acknowledged among scholars that digital transformation forces a shift in skills
and capabilities required for the future. In this context, firms need to find new strategies to address the issue of
talent gaps within their organization, while at the same time thinking of new ways to train people who are stuck
in professions which will no longer be needed. (Manyika et al., 2017; Nedelkosa & Quintini, 2018)
Convergence of global supply and demand Online service providers are not limited in their regional focus. In this light, firms have almost unlimited
access to customers when it comes to expanding their growth strategies. From a customers’ perspective,
standardized products are made available across country frontiers. Along the entire value chain, clients expect a
harmonized process from the moment a delivery is made to the after sales service. (Grab et al., 2018a).
Constantly evolving business models Digital transformation represents a major change for most firms who have so far lived under the
impression that small incremental changes are sufficient to stay in business. However, in a world where your
next competitor is formulating and implementing radical solutions for your industry, this kind of slow moving
approach will no longer be successful. In this light, the tourism industry makes for an excellent example where
tech platforms such as Tripadvisor continuously reshape their business models to improve access to new clients.
(Grab et al., 2018c)
In the light of these statements, the waves of digital transformation are not a single event, but shall be
considered the new normal requiring firms to continually change, evolve and innovate. This puts substantial
pressure on both internal as well as external strategic factors.
Figure 3 aims to isolate and combine the most imminent elements of digital strategy formulation, in order
to structure the discourse on the topic with the help of an integrated framework:
Figure 3 - Digital transformation strategy star (Source: own illustration)
Company For companies to compete successfully in the fast changing market environment, the power of innovation
and creativity needs to be unleashed among the workforce with the aim of staying ahead of competitors with
superior product and service delivery. In order to create an environment driven by collaboration and
entrepreneurial thinking, firms are required to introduce new management methods which go beyond the old way
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of leadership. Against this background, the next generation of leaders will play a vital role in deciding whether
hierarchical structures are outdated and to what extend new forms of organizational development can take center
stage. (Hamel & Breen, 2007; Hamel, 2012; Weill &Woerner, 2015; Manyika et al., 2017)
Employees Digital transformation represents a significant challenge for employees on various levels. Most notably,
members of the workforce are confronted with new styles of leadership and organizational set-ups. Additionally,
they are required to learn and adopt new skills and capabilities to actively contribute to the requirements of the
innovation-driven business environment. Furthermore, the issue of artificial intelligence and human-robot
relations in the work place will require new concepts going forward, in order to harmonize internal processes,
(Hamel, 2012; Ford, 2015; Weill & Woerner, 2015; Nedelkoska & Quintini, 2018)
Customers Customer experiences and expectations have been significantly impacted by digital companies operating
on local or global basis. This can associated with an increased level of transparency allowing customers to
compare products and services with only a few clicks. Against this background, firms feel the increase in
bargaining power of consumers, which forces them to provide for an improved value proposition in the form of a
seamless customer value chain from product selection to after sales service. (Hamel, 2012; Hirt & Willmott,
2014)
Information The management of information is one of the cornerstones of the digital transformation era. Therefore
firms can gain a competitive edge based on their individual ability to collect, select, process and utilize large
chunks of available data. In the context of big data analytics, firms may filter data from various different sources
with the aim of utilizing information for the benefit of providing bespoke products and services to different
customer groups. In the light of challenges posed by a fast-paced and volatile business environment, planning
processes can be further enhanced through the targeted use of data analytics. If companies aim to profit from
such development, an internal focus on sharing knowledge and fostering internal communication across
department lines is at the core of establishing a work culture based on learning and innovation.. (Hamel, 2012;
Bennett & Lemoine, 2014)
Risk management Classic approaches on risk management may fall short in capturing the substantial changes created by
digital transformation. In this context, new systems and specialists are required to take a more holistic view,
while at the same time focusing on the key drivers of future developments. The improvement of internal risk
management systems shall hence be more flexible as well as closer to the core of the business activities, in order
to create additional value (Hamel, 2012; Tupa et al., 2017)
VI. C ONCLUSIONS
Digital transformation has the power to shift the balance between firms competing in the same market
environment. It essentially impacts on known tectonic business structures by setting a new playing field changes
the way firms compete on various levels. The existing strategic management theories and models still partly
serve the purpose to assess firm’s internal resources and capabilities. In combination with tools and systems for
analyzing the existing and future market environment, firms can still adopt strategic options. However, as
outlined in the paper, the challenges posed by digital transformation are disruptive in nature and a thorough
understanding, monitoring and acting on the key factors will be crucial for firms going forward. Therefore, the
integrated framework on digital strategies aims to complement the existing models while addressing individual
shortfalls as described.
In a next step, the presented desk study shall be complemented by empirical research with a focus on
individual or combined elements of the digital transformation strategy star. Points of consideration for future
research may include the role of leadership in stewarding digital transformation processes or the introduction of
self-managed teams as a vehicle for successfully addressing the most imminent challenges of the new digital
reality.
VII.
1.
2.
3.
4.
R EFERENCES
Bennett, N., Lemoine, G.J., (2014). What VUCA really means for you, Harvard Business Review, Jan-Feb 2014, pp. 27
Billon, M., Lera-Lopez, F., Marco, R., (2010). Differences in digitalization levels: a multivariate analysis studying the global
digital divide. Review of World Economics, (146) 39, pp. 39-73.
Brynjolfsson E., McAfee A. (2014). The second machine age: Work, progress, and prosperity in a time of brilliant technologies
(1st ed.). W. W. Norton
Chakravorti B., Bhalla A., Chakravorti R.S., (2017) 60 Countries’ Digital Competitiveness, Indexed; Harvard Business Review July 2017 [online] Available at: [Accessed 01 May 2018]
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[Volume 8, Issue 1(18), 2019]
5.
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8.
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10.
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14.
15.
16.
17.
18.
19.
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23.
24.
25.
Dawson, A., et al., (2016). The economic essentials of digital strategy, McKinsey Quarterly April 2016 [online] Available at:
[Accessed 12 April 2018]
Ford, M., (2015). Rise of the robots: Technology and the threat of a jobless future, 15th edition, APA: Washington D.C.
Frey, C. B., Osborne, M. A., (2017), The future of employment: How susceptible are jobs to computerisation?, Technological
Forecasting and Social Change, 114, issue C, p. 254-280
Grab, B., Geldmacher W., Ionescu R., (2018) Managing the risks associated with the cyber city project - case study of the NEOM
Project; 31st IBIMA Conference in Milan Proceedings, ISBN:978-0-9998551-0-2, 25 - 26 April 2018
Grab, B., Gavril, R.M., Bothe J., (2018). Managing the challenges and opportunities of e-commerce platforms in the Gulf region;
6th International Conference on Management, Leadership and Governance in Bangkok Proceedings, ISBN: 978-1-911218-81-4,
24 - 25 May 2018
Grab, B., Bumbac, R., Gavril, R., Ilie, C., (2018). The winner takes it all - business model innovation in the tourism industry,
BASIQ Conference in Heidelberg 2018, 4th BASIQ International Conference on New Trends in Sustainable Business and
Consumption Proceedings, ISSN: 2457-483X, 11 -13 June 2018
Hamel, G., Breen, B., (2007). The Future of Management. Boston: Harvard Business School Press
Hamel, G., (2012) What Matters Now: How to Win in a World of Relentless Change, Ferocious Competition, and Unstoppable
Innovation, Chicago, IL: Jossey Bass
Hirt, M., Willmott, P., (2014). Strategic principles for competing in the digital age. McKinsey Quarterly May 2014. [online]
Available at: [Accessed 10 February 2018].
Joseph, M., McClure, C., Joseph, B., (1999). Service quality in the banking sector: the impact of technology on service delivery.
International journal of bank marketing, 17(4), pp. 182-193.
Malik, V., (2016). Impact of information technology on banking services comparative analysis of public and private sector banks.
Manyika, J., McAfee, A., (2014). Why every leader should care about digitization and disruptive innovation. McKinsey Global
Institute
Manyika, J., (2017). What the future of work will mean for jobs, skills, and wages. McKinsey Quarterly November 2017. [online]
Available at: [Accessed 8 February 2018].
Markovitch, S., Willmott, P., (2014). Accelerating the digitization of business processes. McKinsey - Corporate Finance Business
Practise, May 2014, pp. 1-4.
Nedelkoska L., Quintini G., (2018) “Automation, skills use and training”, OECD Social, Employment and Migration Working
Paper, No. 202, Paris: OECD Publishing
Ross J., (2017). Don’t Confuse Digital With Digitization. MIT Sloan Review - September 2017; [online] Available at:
[Accessed 10 January 2018]
Tong, Y., Li, D., Yuan, M., (2008). Product lifecycle oriented digitization agile process preparation system. Computers in
industry, 59(2), pp. 145-153.
Tornjanski et al., (2015). A need for research focus shift: banking industry in the age of digital disruption, ESMSJ, 5 (3), pp. 1116
Tupa, J., Simota, J., Steiner, F., (2017). Aspects of Risk Management Implementation for Industry 4.0. Procedia Manufacturing.
Volume 11, pp. 1223-1230.
Weill, P., Woerner, S. L., (2015). Thriving in an increasingly digital ecosystem. MIT Sloan Management Review, 56(4), pp. 2734.
Weill, P., Woerner, S. L., (2015). Working With Your Board on Digital Disruption?. Research Briefing, MIT CISR
Cardiff School of Management (CSM)
Module Number: (MBA 7002)
Strategic Management
PORT 1 (50%)
‘2000 Words’ Critical Article Review
December 2019
Gulf College OMAN
Student Guidance, Instructions and Marking
Scheme
Important Dates:
Submission Date: TBC by Gulf College
Coursework Must Be Submitted Online Via (MOODLE) As Per
The Dead Line Set By Gulf College, Muscat Oman.
Module Lecturer:
Dr Asif Zaman
azaman@cardiffmet.ac.uk
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 1 of 20
Mapping Assessments to Module
Learning Outcomes
EXAM1 (50%) + PORT1 (50%):
Module Descriptors Learning Outcomes:
NO
1
At the end of this module students should be able to:
•
2000 words
Essay Review
Port 1
(50%)
Evaluate and reflect on the influences driving demand
within the business to consumer and business to
business markets and the factors influencing the
strength of their influence
✓
Exam1
(50%)
✓
2
•
Critically assess the debate that surrounds corporate
values and social responsibilities.
✓
✓
3
•
To analyse competition and customer requirements in
order to identify opportunities for competitive
advantage within an industry.
✓
✓
4
•
Identify different types of strategic change
programmes and assess the value of different
leadership styles in managing strategic change.
✓
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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Course Assessment MBA7002 (December2019)
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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(PORT 1) Assessment- Essay 2000 words- Critical Article
Review
Module Title: Strategic Management
Module Code: MBA 7002
Assessment Method: Essay
Level: 7
Module Credits: 20
Weighting: 50 %
Due Date :
Word Count: 2000 ± 10%
TBC by Gulf College, Oman
To be submitted Via Moodle
Number of Submissions allowed: 2 ( TWO )
Assessment Task (PORT 1- Essay) 50% :
You are required to write a fully referenced 2000 words critical review on
following journal article topic.
Article: (See separate file for the article)
THE IMPACT OF DIGITAL TRANSFORMATION
ON STRATEGIC BUSINESS MANAGEMENT
ECOFORUM [Volume 8, Issue 1(18), 2019]
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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2000 Essay Word Count Guidance
Marks
Sections with (Approximate) word count guide
Allocated
Introduction
(200)
10%
A-Discussions (Knowledge)
(800 words)
40%
B-Critically evaluation
(700 words)
30%
(350 words)
10%
Main Body :
Sections
Conclusion
Referencing:
(Correct use of Harvard Referencing system)
Total Marks
10%
100%
Activity:
This PORT1 (50%) requires you to write 2000 words critical article review and developing the
citation using Harvard referencing format. The above table is ONLY a guide for your
understanding.
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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Guidance notes (2000 words essay)
1.
Title page (front cover).
See below
2.
Article Review
Here are some things you should consider as you examine a document and
write your review:
As a start, first, skim through the article and then giving it an once-over read.
As you do this, ask the major questions that are central to the review process:
1. What is the purpose of this article?
2. Why is it important to investigate or examine the subject of the article?
3. How are the authors carrying out the task? Are their methods and comments appropriate and
adequate to the task?
4. What do they claim to have found out? Are the findings clearly stated?
5. How does this advance knowledge in the field?
How well do the authors place their findings or comments within the context of ongoing scholarly
inquiry about this topic?
Look at the organization of the article. Can you find answers to the above questions quickly and
easily?
Can you trace the logic consistently from the opening paragraphs to the conclusion?
Then go back to the opening paragraphs of the article. Is the groundwork adequately and clearly
laid to guide readers into the topic that is being addressed? Is it clear what the authors are talking
about?
Do they make the case that this is an important area for inquiry or examination?
An early section of many articles is usually a review of the existing literature on this topic. Do the
authors present a convincing line of argument here—or does it appear that they are just namedropping (citing sources that may be important, without a clear underlying logic for how they may
be important)? Do the authors focus on ideas, or merely on discrete facts or findings? Have they
given sufficient attention to theory—the cumulative attempts at prior explanations for the
questions they are investigating?
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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In short: How well do the authors set the stage for the problem or issue that they are reporting?
In the case of a research article like this, the section presenting research results is surely the heart
of the article—though not its soul (which the reader should find in the opening paragraphs and in
the discussion section).
The writing style is important.
Consider the three guidelines for successful communication—
to be clear, concise, and correct—and whether the authors have achieved it:
1. Is the writing clear?
Do the authors communicate their ideas using direct, straightforward, and unambiguous
words and phrases? Have they avoided jargon (statistical or conceptual) that would
interfere with the communication of their procedures or ideas? Have they clearly and
satisfactorily explained the key concepts relevant to the article?
3. Is the writing concise?
Are too many words or paragraphs or sections used to present what could be communicated
more simply?
4. Is the writing correct?
Many writers have only a rudimentary grasp of grammar and punctuation, and that results in
meandering commas, clauses in complex sentences that are struggling to find their verbs, and
adjectives or even nouns that remain quite ambiguous about their antecedents in the sentence.
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
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(PORT 1 -50%) (2000 words) Essay Marking Scheme
Sections /
Marks
Structure (10)
Content (10)
Presentation
(10)
Individual Marking Scheme
None, muddled.
0–3
Some attempt, a
little disjointed.
4–7
Some relevance, a
few errors of fact,
most statements
supported by
evidence.
4–7
Good clear structure, beginning,
middle and ending.
8 –10
High relevance, no errors of fact, all
statements supported by evidence.
8 –10
Spelling and
grammar fairly
good, tables &
figures mostly
support text.
4–7
Excellent spelling and grammar, all
tables and figures support the text.
8 –10
Missed the jest
of the article.
Does not focus on
major issues.
0–4
5–9
Some points
selected
couple minor
issues or no
supporting
example
explained.
None, little
relevance to title,
many errors of
fact, statements
not supported by
evidence.
0–3
Poor spelling and
grammar, poor
layout, poor use
of tables &
figures.
0–3
Analysis (25)
None, little
relevance.
0–3
Relevant but
rambling or
repetitive.
4–7
Does not write
any of your own
thoughts or
ideas about what
is discussed in
the article.
0–3
Brief mention of
thoughts, but did
not elaborate. No
mention of
learning from
reading the
article.
None, or do not
follow logically
from earlier
content.
0–3
None, Does not
follow Harvard
style, or very
poor.
0–3
4–7
Some valid
conclusions that
mostly follow from
earlier content.
4–7
Some attempt but
citations and
references not
matching.
4–7
Discussion (15)
Your Thoughts
(10)
Conclusions
(10)
Referencing
(10)
Your
Score
/100
Student Name:
Total Marks:
10 – 14
Relevant but
demonstrating
little
understanding
of issues in the
field.
8 – 12
Major points
selected and
discussed.
15 – 20
High relevance,
insightful analysis.
21 - 25
High relevance,
demonstrating a
good understanding
of wider issues
related to the field.
13 – 15
Articulates your thoughts on the
article in clear manner. Discusses
what you learned from reading the
article or ideas you might use in
the future.
8 – 10
Good, valid conclusions that logically
follow from earlier content.
8 –10
Good referencing, no omissions.
8 –10
Student ID:
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 8 of 20
General instructions
Coursework must be submitted online (MOODLE) as per the dead line set by Gulf College, Muscat
Oman.
You will two chances to submit your work, only the final submission will count.
The only circumstance in which assignments can be uploaded late via Turnitin is if a Mitigating
Circumstances (MC) form is submitted at the same time. In these circumstances work may be
submitted within five (5) working days. Make sure to secure MC form and submit the same to the
concerned staff.
Write the number of words used, excluding references, at the end of your assignment. Provide the
list of sources you used at the last page of your assignment with proper label ‘References’. You
may include diagrams, figures etc. without word penalty. The number of words will be + or – 10%
of the total words allowed.
A work declaration must be included just after the reference page of your assignment. This ensures
that you prepare your work in good faith. Any form of collusion and/or academic unfair practice
will be dealt with according to the pertinent rules and regulations of the partner university. Please
read carefully the plagiarism guide.
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 9 of 20
Instructions to students:
•
This assessment word count is 2000
•
Your student identification number (ID) must be clearly stated at the top of each page of your
work.
•
Each page must be numbered.
•
Please use a minimum font size of 12
•
Times new Roman Font Style
•
1.5 line spacing and justify alignment
•
All referencing must adhere to Institutional requirements.(Harvard Referencing Style)
•
A word count must be stated at the end of your work.
•
If applicable, all tables and figures must be correctly numbered and labelled.
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 10 of 20
USE THIS FRONT COVER
CRITICAL REVIEW
THE IMPACT OF DIGITAL TRANSFORMATION ON
STRATEGIC BUSINESS MANAGEMENT
Name: ________________________
Student No: ___________________
Degree Programme: MBA (Gulf College, Oman)
Course: Strategic Management (MBA 7002)
Date:
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 11 of 20
Plagiarism
1. Plagiarism, which can be defined as using without acknowledgement another person’s words or
ideas and submitting them for assessment as though it were one’s own work, for instance by
copying, translating from one language to another or unacknowledged paraphrasing. Further
examples of plagiarism are given below:
Use of any quotation(s) from the published or unpublished work of other persons, whether
published in textbooks, articles, the Web, or in any other format, which quotations have not been
clearly identified as such by being placed in quotation marks and acknowledged.
Use of another person’s words or ideas that have been slightly changed or paraphrased to make it
look different from the original.
Summarising another person’s ideas, judgments, diagrams, figures, or computer programmes
without reference to that person in the text and the source in a bibliography or reference list.
Use of services of essay banks and/or any other agencies.
Use of unacknowledged material downloaded from the Internet.
Re-use of one’s own material except as authorised by the department.
2. Collusion, which can be defined as when work that has been undertaken by or with others
is submitted and passed off as solely as the work of one person. This also applies where
the work of one candidate is submitted in the name of another. Where this is done with the
knowledge of the originator both parties can be considered to be at fault.
3. Fabrication of data, making false claims to have carried out experiments, observations,
interviews or other forms of data collection and analysis, or acting dishonestly in any other
way.
Plagiarism Detection Software (PDS)
As part of its commitment to quality and the maintenance of academic standards, the University reserves
the right to use Plagiarism Detection Software (PDS), including Turnitin. Such software makes no judgment
as to whether a piece of work has been plagiarised; it simply highlights sections of text that have been
found in other sources.
The use of plagiarism detection software fulfills two functions. The first is to enhance student learning (i.e.
as a developmental tool); the second is to guard against and identify unfair practice in assessment.
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 12 of 20
Generic Marking Rubrics:
0
20
30
40
50
60
70
80
100
Very Poor
No
answer
given or a
totally
irrelevant
answer.
Very Poor
An attempt to
answer the
basic
requirements
of the task but
lacks clarity;
highly
irrelevant
ideas and
concepts;
highly
irrelevant
materials
which reflects
very limited
subject
knowledge; no
assignment
objectives set
Poor
Poor
discussion of
the
assessment
task;
irrelevant
ideas and
concepts;
irrelevant
materials
which reflects
very limited
subject
knowledge;
no clear
assignment
objectives
Satisfactory
Basic
discussion of
the
assessment
task; limited
ideas and
concepts;
limited use of
relevant
materials
which reflects
limited
subject
knowledge;
assignment
objectives are
unclear
Good
Good
discussion of
points in the
assessment;
relevant
ideas;
relevant
materials
reflects
subject
knowledge;
assignment
objectives are
set
Very Good
Very good
discussion of
the points in
the
assessment
task; relevant
ideas and
concepts;
relevant
materials
reflects
thoroughness
of subject
knowledge;
assignment
objectives are
defined
Excellent
Excellent
discussion of
the main
points in the
assessment
task; highly
relevant ideas
and concepts;
excellent
presentation
of relevant
materials
which reflects
thoroughness
of subject
knowledge;
clearly defined
assignment
objectives
Outstanding
Outstanding
discussion of
the main
points in the
assessment
task; highly
relevant ideas
and concepts;
outstanding
presentation
of relevant
materials
which reflects
thoroughness
of subject
knowledge;
clearly defined
assignment
objectives
Exceptional
Exceptional
discussion of
the main
points in the
assessment
task; highly
relevant ideas
and concepts;
exceptional
presentation
of relevant
materials
which reflects
thoroughness
of subject
knowledge;
clearly defined
assignment
objectives
No
answer
given or a
totally
irrelevant
answer.
An attempt to
answer the
basic
requirements
of the task but
lacks clarity;
very poor
comprehensio
n of the
theories and
Poor
understandin
g of the
theories and
concepts;
inability to
relate the
theories and
concepts to
other fields of
Basic
understandin
g of the
theories and
concepts;
ability to
relate the
theories and
concepts;
limited
Good
understandin
g of the
theories and
concepts;
ability to
relate the
theories and
concepts;
discussion of
Very good
understanding
of the theories
and concepts
in relation to
the
assessment;
ability to
relate the
theories and
Excellent
understanding
and
comprehensio
n of the
theories and
concepts
related to the
assessment;
ability to relate
Outstanding
understanding
and
comprehensio
n of the
theories and
concepts
related to the
assessment;
ability to relate
Exceptional
understanding
and
comprehensio
n of the
theories and
concepts
related to the
assessment;
ability to relate
Introductio
n 10%
Knowledge
40%
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 1 of 20
No
answer
given or a
totally
irrelevant
answer.
Evaluation
30%
concepts;
unable to
relate the
theories and
concepts to
other fields of
study; unclear
discussion of
the key terms
of the
assessment.
An attemp to
judge the case
but no
originality;
appraisal of
arguments
with no pros
and cons;
critique of
theories with
no details; no
consideration
of evidences to
address the
issues; no
solutions
raised in the
assessment
task
study; poor
discussion of
the key terms
of the
assessment.
discussion of
the key terms
needed in the
assessment.
the terms
needed in the
assessment.
concepts;
discussion of
the terms
needed in the
assessment.
the theories
and concepts
to other fields
of study;
discussion of
the key terms
needed in the
assessment.
the theories
and concepts
to other fields
of study;
discussion of
the key terms
needed in the
assessment.
the theories
and concepts
to other fields
of study;
discussion of
the key terms
needed in the
assessment.
Poor
judgement of
the case with
no originality;
appraisal of
arguments
with no pros
and cons;
critique of
theories with
no details;
very limited
consideration
of evidences
to address
the issues;
very limited
solutions
raised in the
assessment
task
Basic
judgement of
the case with
limited
originality;
appraisal of
arguments
provide
limited pros
and cons;
critique of
theories with
limited
details;
limited
consideration
of evidences
to address
the issues;
limited
solutions
raised in the
assessment
task.
Good
judgement of
the case with
originality;
appraisal of
arguments
provide pros
and cons;
critique of
theories with
details;
consideration
of evidences
to address
the issues;
solutions
raised in the
assessment
task.
Very good
judgement of
the case with
perception
and originality;
appraisal of
arguments
provide valid
pros and cons;
critique of
theories
supported by
details;
consideration
of evidences
relevant to
theories to
address the
issues;
solutions to
problems
raised in the
assessment
task.
Excellent
judgement of
the case with
high degree of
perception and
originality;
appraisal of
arguments
provide strong
and valid pros
and cons;
critique of
theories and
concepts
supported by
relevant
details;
consideration
of various
evidences
relevant to
theories and
concepts to
address issues;
solutions to
Page 2 of 20
Outstanding
judgement of
the case with
high degree of
perception and
originality;
appraisal of
arguments
provide strong
and valid pros
and cons;
critique of
theories and
concepts
supported by
relevant
details;
consideration
of various
evidences
relevant to
theories and
concepts to
address issues;
solutions to
Exceptional
judgement of
the case with
high degree of
perception and
originality;
appraisal of
arguments
provide strong
and valid pros
and cons;
critique of
theories and
concepts
supported by
relevant
details;
consideration
of various
evidences
relevant to
theories and
concepts to
address issues;
solutions to
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Conclusion/
Synthesis
10%
No
answer
given or a
totally
irrelevant
answer.
References
10%
No
reference
s given
An attempt to
summarise the
assessment
task; very poor
synthesis of
the
assessment
task; very
weak summary
of the points
presented;
very weak
position on the
points raised
Includes very
limited list of
references
from online
sources with
no Harvard
referencing
style
problems and
issues raised in
the
assessment
task.
problems and
issues raised in
the
assessment
task.
problems and
issues raised in
the
assessment
task.
Outstanding
synthesis of
the main
points of the
assessment
task;
outstanding
summary of
the evidences
presented;
profound
position on the
main points
raised
Includes a
comprehensiv
e list of
references
from all
sources
including
books, ebooks, online
Exceptional
synthesis of
the main
points of the
assessment
task;
exceptional
summary of
the evidences
presented;
profound
position on the
main points
raised
Includes a
comprehensiv
e list of
references
from all
sources
including
books, ebooks, online
Poor
synthesis of
the
assessment
task; weak
summary of
the points
presented;
weak position
on the points
raised
Satisfactory
synthesis of
the
assessment
task;
satisfactory
summary of
the points
presented;
unclear
position on
the points
raised
Good
synthesis of
the
assessment
task; good
summary of
the points
presented;
clear position
on the points
raised
Very good
synthesis of
the points of
the
assessment
task; very
good summary
of the
evidences;
strong position
on the points
raised
Excellent
synthesis of
the main
points of the
assessment
task; excellent
summary of
the evidences
presented;
profound
position on the
main points
raised
Includes very
limited list of
references
mostly from
online
sources which
are not
following
proper
Includes a
limited list of
references
mostly from
sources
including
books and
online
sources with
Includes a list
of required
number of
references
but mostly
from sources
including
books, online
sources, and
Includes a
comprehensiv
e list of
references
mostly from
sources
including
books, ebooks, online
Includes a
comprehensiv
e list of
references
from all
sources
including
books, ebooks, online
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 3 of 20
Harvard
referencing
system
no proper
Harvard
referencing
system
journals with
lapses on on
the use of
Harvard
referencing
system
sources,
journals and
publications
with minor
mistakes on
the use of
Harvard
referencing
system
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
sources,
newspapers,
journals and
publications
using the
proper
Harvard
referencing
system
Page 4 of 20
sources,
newspapers,
journals and
publications
using the
proper
Harvard
referencing
system
sources,
newspapers,
journals and
publications
using the
proper
Harvard
referencing
system
Referencing guide:
The University regulations on plagiarism and unfair practice must be
observed.
Your attention is drawn in particular to the need to
acknowledge all sources of information by clearly referencing all material
using the Harvard Convention. The Cardiff School of Management
reserves the right to ask for further proof of the nature and source of
material used and you are advised to keep complete records of such
sources.
Throughout your assignment you should been referring to the work of other
people. This must be properly referenced as a reader may wish to consult the
original text.
It is essential to cite ALL sources of references and to acknowledge works
consulted.
There are many referencing styles, like Harvard, APA, MLA, MHRA,
OSCOLA, Vancouver and Chicago.
For this assignment, use ‘HARVARD’ referencing format.
Please explore the following comprehensive link to referencing.
‘Cite Them Right Online’
Link to www.citethemrightonline.com refining guide.
End of Assignment Brief
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 1 of 20
Guidance Notes
Further Guidance Notes on referencing.
As stated above do not forget to explore the ‘Cite Them Right Online’
web link:
For this assignment, use ‘HARVARD’ referencing format.
Please explore the following comprehensive link to referencing.
‘Cite Them Right Online’
Link to www.citethemrightonline.com refining guide.
In the text you should refer to pieces of work in a consistent manner. The
required method for doing so is the Harvard system, as noted below:
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 2 of 20
Harvard System
References are indicated in the text as follows:
(Name, Date) e.g. - (Jones, 1999)
Where there are two authors:
(Name and Name, Date) e.g. - (Jones and Kemp, 1998)
Where there are more than two authors, all authors should be listed on first
use, thereafter ‘et al’ is acceptable:
(Name et al, Date) e.g. - (Jones et al, 1991)
Use a,b,c etc. to indicate different publications by the same author(s) in the
same year.
e.g. ...In contrast to others (Jones, 1996a; Jones, 1996b Norman, 1988;),
Mathews (1999) suggested that...
When listing authors in this way you must use either alphabetical (names as
listed above) or chronological order (date of publication as listed below), so it
is also feasible to write:
e.g. …In contrast to others (Norman 1988, Jones 1996a, Jones 1996b),
Mathews (1999) suggested that…
Short quotes, less than three lines of typescript should be run into the text like
this: "Most writers, even professionals, have trouble getting started" (Becker,
1986:45).
Where you have a longer quote, indent it, single-spaced with no quote marks:
They start over and over again, destroying reams of paper, working over the
first sentence or paragraph again and again as they find each successive try
unsatisfactory in some new way (Becker, 198:45).
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 3 of 20
Please note where the full stop occurs in these quotes. The source must be
part of the sentence. Please also note that page numbers are given for quotes.
One point: try not to use too many quotes, make sure the ones you use are
pertinent, otherwise it ends up messy and disjointed - they will seldom all be
relevant. Quotes should rarely exceed 8 lines.
At the end of the dissertation you will include a list of references in
alphabetical order - books, journals, conference papers etc. all together. The
name of the book, journal, conference paper should be underlined and the
date of publication, place of publication and publisher given e.g.
Balchin, P. and Bull, G. (1987) Regional and Urban Economics London:
Harper
Inverted commas should be used with chapters from edited collections, and
article titles e.g.
Bateley, R. (1989) ‘London Docklands: An Analysis of Power Relations
Between UDCs and Local Government’ Public Administration Vol. 67
pp167-187
Cardiff City Council (1971) South Butetown: Proposals for the Seventies
Cardiff: Planning Department
Cawson, A. (1985) ‘Corporatism and Local Politics’ in Grant, W. (Ed.) The
Political Economy of Corporatism London: Macmillan
Duffy, H. (1989) ‘ Title of Article’ London: Financial Times 28th February
Saunders, P. (1981a) Social Theory and the Urban Question London:
Hutchinson
Saunders, P. (1981b) ‘Notes on the specificity of the Local State’ in Boddy,
M. and Fudge, C. (Eds) The Local State: Theory and Practice Working
Paper 20 University of Bristol - SAUS
Essay 2000 Words- Critical – Strategic Management (MBA 7002) - Gulf College OMAN
Page 4 of 20
Purchase answer to see full
attachment