Seidova-Bohoslovska E., Shvedun V., Kovalchuk V. DIGITALIZATION OF BUSINESS PROCESS AS AN AREA OF ACTIVITY OF LOCAL GOVERNMENTS

Seidova-Bohoslovska E.

graduate student, National Aerospace University H.E. Zhukovsky «Kharkiv Aviation Institute»

Shvedun V.

Doctor of Science (Public Administration), Full Professor, Head of the Scientific Department on Problems of Management in the Civil Protection Sphere of the Educational and Scientific and Production Center, National University of Civil Protection of Ukraine 

Kovalchuk V.

Doctor of Science (Public Administration), Full Professor, Head of the Department of Public Administration and Business, National Aerospace University H.E. Zhukovsky «Kharkiv Aviation Institute», Kharkiv

DIGITALIZATION OF BUSINESS PROCESS AS AN AREA OF ACTIVITY OF LOCAL GOVERNMENTS

DOI: 10.52363/passa-2023.2-23

Abstract

The article is devoted to analysis of digitalization of business process as an area of activity of local governments. The authors prove that digital transformation in modern conditions has the following number of features and advantages: (1) process optimization. New technologies allow enterprises and management systems to automate simpler processes and eliminate intermediate stages in more complex processes. This increases the “flexibility” of enterprises that can now make much more efficient use of their resources; (2) search for new revenue streams. With the advent of new technologies, new ways of making a profit are being discovered that were previously unavailable; (3) creation of a personalized and attractive service infrastructure. Modern customers expect businesses to listen to their opinions and meet their specific needs. Modern technologies are developed so much that they can solve all these problems.

Key words: digitalization, business process, local governments, digital transformation.

References

  1. Alekseev A., Korchuganova T. & Padolski, S. (2018), “The BigPanDA self-monitoring alarm system for ATLAS”, The Distributed Computing and Grid-technologies in Science and Education, Dubna, 13–16.
  2. Davis F.D., Bagozzi R.P. & Warshaw P.R. (1989), “User Acceptance of Computer Technology: A Comparison of Two Theoretical Models”, Manag. Sci., 35, 982–1003.
  3. Barnes C., Blake H. & Pinder D. (2009), “Creating and Delivering Your Value Proposition: Managing Customer Experience for Profit”, Kogan Page: London, UK, 2009.
  4. Gebhart M., Mevius M. & Wiedmann P. (2014), “Application of Business Process Quality Models in Agile Business Process Management. In Proceedings of the Sixth International Conference on Information, Process, and Knowledge Management”, eKNOW, Barcelona, Spain, 152–158.
  5. Marrella A. (2017), “What Automated Planning Can Do for Business Process Management in Business Process Management Workshops”, Springer: Barcelona, 2017, 22, 7–19.
  6. Koopman A. & Seymour L.F. (2020), “Factors impacting successful BPMS adoption and use: A South African financial services case study in Enterprise, Business-Process and Information Systems Modeling”, Springer: Cham, 387, 55–69.
  7. Nunamaker J.F., Briggs R.O., Derrick D.C. & Schwabe G. (2015), “The Last Research Mile: Achieving Both Rigor and Relevance in Information Systems Research”, Manag. Inf. Syst., 32, 10–47.
  8. Rahimi, F., Møller C. & Hvam L. (2016), “Business process management and IT management: The missing integration”, Int. J. Inf. Manag., 36, 142–154.
  9. Rosemann M., de Bruin T. (2005), “Towards a business process management maturity model, The London School of Economics: London, UK, 521–532.