Sustainable Digital Ecosystem Establishment Through Strategizing the Business Model in Public Higher Education Institution

DOI

10.2991/aebmr.k.211119.043How to use a DOI?

Keywords

Digitalization; Internal control system; Open business model; Public higher education institution; Sustainable digital ecosystem

Abstract

With the present digitalization megatrend (Hoe, 2019), digitalization has transformed business processes (Antonucci et al., 2020) and led to the increasing attention of academic and practitioner world (Caliskan et al., 2020). The current research focuses on providing a coherent picture with respect to how digitalization of accounting information system (DAIS) and internal control system (ICS) demonstrated an impact on open business model (OBM), and also highlight the role of these aforementioned components in shaping sustainable digital ecosystem (SDE). Structural equation modeling was employed to investigate the hypothesized model grounded on statistical data captured from a survey distributed to a cross-sectional sample of 312 accountants in public higher education institutions (PHEIs). The outcomes show positive interlinks among DAIS, ICS and OBM, with varying significance and effect sizes. Additionally, the positive and significant interconnections of these three components and SDE were underscored. These observations guided PHEIs’ leaders to realize how to become efficacious in the digital transformation journey as well as devised appropriate strategies to direct their digital transformation process effectively. The value of more fine-grained insights in this article enabled policymakers to promulgate laws and rules regarding of digitalization.

Research purpose:

Establishing the consistent ecosystem for any organization is considered important in helping their business running as planned. This also matters to public sector organizations because they have utilized state budget for assigned responsibilities. In addition, the Forth Industrial Evolution Movement has taken place across different sectors all around the world. Therefore, public entities should manage their activities on digitalized ecosystem to optimize their operations.

Research motivation:

The digital system in public sector organizations is a new topic that has not been studied by researchers and this matter in public sector is very important to developing counties as well as developed countries.

Research design, approach and method:

Structural equation modeling was employed to investigate the hypothesized model on statistical data obtained from a survey distributed to a cross-sectional sample of 312 accountants in public higher education institutions. Based on that, SPSS with SEM is used to verify the reliability of this model.

Main findings:

The outcomes show some positive interlinks among DAIS, ICS and OBM, with varying significance and effect sizes. Additionally, the positive and significant interconnections of these three components and SDE were underscored. These observations guided PHEIs’ leaders to realize how to become efficacious in the digital transformation journey as well as devised appropriate strategies to direct their digital transformation process effectively.

Practical/managerial implications:

The value of more fine-grained insights in this article enabled policymakers to promulgate laws and rules regarding digitalization. Managers of public sector entities should set the strategies for constituting their organizational structure and all duties depending on their business models.

Copyright

© 2021 The Authors. Published by Atlantis Press International B.V.

Open Access

This is an open access article under the CC BY-NC license.

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TY  - CONF
AU  - Pham Quang HUY
AU  - Vu Kien PHUC
PY  - 2021
DA  - 2021/12/07
TI  - Sustainable Digital Ecosystem Establishment Through Strategizing the Business Model in Public Higher Education Institution
BT  - Proceedings of the International Conference on Emerging Challenges: Business Transformation and Circular Economy (ICECH 2021)
PB  - Atlantis Press
SP  - 462
EP  - 475
SN  - 2352-5428
UR  - https://doi.org/10.2991/aebmr.k.211119.043
DO  - 10.2991/aebmr.k.211119.043
ID  - HUY2021
ER  -