It is widely acknowledged that organizations have suffered a large evolution at the social, economic and technological levels where the traditional barriers of transferring information and knowledge have been progressively eliminated. This evolution allowed the elimination of silos, the breaking down of hierarchies, the connection of internal and external stakeholders and the empowering of employees. In this context, the integration of technological innovations, such as Big Data – Analytics, Cloud Computing, Mobile Connectivity, and Social, the four pillars of digital transformation, in business practice can enable significant competitive advantage.
The definition of digital transformation (DT) is not consensual among the stakeholders involved, particularly in organizations, leading to several perspectives of what it really means. These perspectives range from a focus on technology, to digital customer engagement, to new digital business models and so one. The lack of clarity often results in piecemeal initiatives, missed opportunities and false starts in the organization digitalization.
According to Earley Information Science DT is today a top priority for executives, being that (1) 125000 enterprises expect revenue from their digital initiatives to increase by 80% by 2020; (2) DT initiatives will more than double by 2020, from 22% to almost 50% and, (3) only 27% of businesses have a coherent digital strategy for creating customer value in place. The main purpose of digital transformation is to obtain benefits of digital technologies, such as productivity improvements, cost reductions and innovation. Nevertheless, for these results to be achieved, a total organizational commitment is required.
From the organizations’ point of view, DT can be seen as a deep and accelerating transformation with regard to processes, activities, competencies and models, in order to take advantage of the changes and opportunities offered by the inclusion of digital technologies into an organization. However, this advantage is only possible if the information systems of the organizations are aligned with these new technologies.
Continuous education/training may be seen as the process of identifying and implementing professional skills, enabled by new scientific and technological knowledge and implemented in an organizational context, to address new professional needs. Professionals need new lifelong learning approaches to assist them in keeping up with the rhythm of technological change that requires a continuous update of the learning contents, learning processes and delivery approaches of developing training.
According to this, our goal is developing a forum dedicated to the reflection and discussion around Digital Transformation, both from a theoretical and practical perspective. The intention is to gather people from the scientific community, industry, and society, to debate the state of art on the impact of the DT in the everyday life citizens, enterprises and governments. Additionally, how Higher Education Institutions will design the curriculums to include the DT, and these implications.
Perspectives and challenges associated with digital transformation.
Business strategies implemented.
Adoption of systems and technologies
eHealth in DT.
Assessing new methods and technologies in education.
Usability and accessibility.
Quantitative, qualitative and mixed methods applied to assess DT.
Digital skills in the information society.
New roles of citizens in DT.
Organization of society and tax collection.
Social impact of DT.
- Deadline for paper submission: February 25, 2018
- Notification of paper acceptance: March 26, 2018
- Deadline for final versions and conference registration: April 1, 2018
- Deadline for Workshop final papers delivery to CISTI organizers: April 8, 2018
- Conference dates: June 13-16, 2018
Paper Submission and Format Guidelines
We invite authors to submit unpublished work resulted from research that present original scientific result, methodological aspects, concepts and approaches. Submitted work must not be not under revision elsewhere. The submissions will be double-blind reviewed on a rolling basis to ensure a rapid decision. Therefore, authors should not include on submissions names and affiliations during the reviewing phase and avoid references in the text that can possibly identify authors. Submissions must be of Full Paper (up to 6 pages). Papers must be written in one of the official conference languages (English, Spanish or Portuguese) and must follow the conference format guidelines. Format guidelines: http://cisti.eu/2017/images/templates.zip . Although submissions shall be done using PDF file format, camera ready versions of the accepted papers must be delivered in MS Word format also. Submissions must be done using EasyChair: https://easychair.org/conferences/?conf=cistiworkshops2018 chosing the appropriate Workshop.
Regardless of the type of submission, Programme Committee and Organizing Committee may suggest papers to be accepted as full-paper (6 pages), short-paper (4 pages) or poster (2 pages). Workshops full papers will be published in the conference proceedings in specific Workshop chapters. Proceedings will be submitted for indexation by ISI Thomson, SCOPUS, INSPEC and Google Scholar. Detailed and up-to-date information may be found at CISTI 2018 website. Published full and short papers will be sent to EI, IEEE XPlore, INSPEC, ISI, SCOPUS and Google Scholar. Poster papers and company papers will be sent to EBSCO and EI. Authors of accepted papers must register for the workshop to have papers published in the proceedings.
Workshop Organizing Committee
Provisional Program Committee (to be extended)
Manuel Peréz Cota, Universidade de Vigo
César Collazos, Universidad del Cauca
Lorna Uden, Staffordshire University
Arnaldo Martins, Universidade de Aveiro
Philippe Palanque, Université Toulouse III
Jezreel Mejia, Centro de Investigación en Matemáticas
Jörg Thomaschewski, University of Applied Sciences
Vitor Santos, NOVA Information Management School
Manuel Ortega, Universidad de Castilla – La Mancha
Rosa Vicardi, Universidade Federal do Rio Grande do Sul
Alex Sandro Gomes, Universidade Federal de Pernambuco
Martin Schrepp, SAP SE