Digital transformation and risk taking are again at the forefront for practitioners and academics as the digital economy increasingly plays a significant role in global economic recovery. Building on the dynamic capability theory, we conduct an empirical analysis and investigate the relationship between digital transformation and strategic risk taking using data from China's A-share listed companies. The results show that digital transformation increases strategic risk taking, with dynamic capability serving as a partial mediator. Additionally, the positive effect of digital transformation on strategic risk taking is weaker in SOEs (State-owned enterprises) than non-SOEs. These findings add to our understanding of both digital transformation and strategic risk taking, and they also offer novel insights on how digital transformation affects corporate strategic management.

In this book, the study of strategic risk is not only for its control and mitigation using analytics and digital transformation in organizations, but also it is about the strategic risks that digital transformation can bring to organizations. Strategic risk control is one of the goals in creating intelligent organizations and at the same time it is part of the appetite for creating smarter organizations to support organizations' development. Knowledge that is created by data analytics and the capacity to operationalize that knowledge through digital transformation can produce potential sustainable competitive advantages.The core of the volume is connecting data analytics and artificial intelligence, risk management and digitalization to create strategic intelligence as the capacity of adaptation that organizations need to compete and to succeed. Strategic intelligence is a symbiotic work of artificial intelligence, business intelligence and competitive intelligence. Strategic risk is represented by the probability of having variations in the performance results of the organizations that can limit their capacity to maintain sustainable competitive advantages. There is an emphasis in the book about the conversion of models that support data analytics into actions to mitigate strategic risk based on digital transformation.This book reviews the steps that organizations have taken in using technology that connects the data analytics modeling process and digital operations, such as the shift from the use of statistical learning and machine learning for data analytics to the improvement and use of new technologies. The digitalization process is a potential opportunity for organizations however the results are not necessarily good for everyone. Hence, organizations implement strategic risk control in cloud computing, blockchain, artificial intelligence and create digital networks that are connected internally and externally to deal with internal and external customers, with suppliers and buyers, and with competitors and substitutes. The new risks appear once new knowledge emerges and is in use, but at the same time the new knowledge supports the initiatives to deal with risks arising from novel ways of competing and collaborating.

"In this book, the study of strategic risk is not only for its control and mitigation using analytics and digital transformation in organizations, but also it is about the strategic risks that digital transformation can bring to organizations. Strategic risk control is one of the goals in creating intelligent organizations and at the same time it is part of the appetite for creating smarter organizations to support organizations' development. Knowledge that is created by data analytics and the capacity to operationalize that knowledge through digital transformation can produce potential sustainable competitive advantages. The core of the volume is connecting data analytics and artificial intelligence, risk management and digitalization to create strategic intelligence as the capacity of adaptation that organizations need to compete and to succeed. Strategic intelligence is a symbiotic work of artificial intelligence, business intelligence and competitive intelligence. Strategic risk is represented by the probability of having variations in the performance results of the organizations that can limit their capacity to maintain sustainable competitive advantages. There is an emphasis in the book about the conversion of models that support data analytics into actions to mitigate strategic risk based on digital transformation. This book reviews the steps that organizations have taken in using technology that connects the data analytics modeling process and digital operations, such as the shift from the use of statistical learning and machine learning for data analytics to the improvement and use of new technologies. The digitalization process is a potential opportunity for organizations however the results are not necessarily good for everyone. Hence, organizations implement strategic risk control in cloud computing, blockchain, artificial intelligence and create digital networks that are connected internally and externally to deal with internal and external customers, with suppliers and buyers, and with competitors and substitutes. The new risks appear once new knowledge emerges and is in use, but at the same time the new knowledge supports the initiatives to deal with risks arising from novel ways of competing and collaborating"--

Contemporary Studies in Economic and Financial Analysis publishes a series of current and relevant themed volumes within the fields of economics and finance.

Contemporary Studies in Economic and Financial Analysis publishes a series of current and relevant themed volumes within the fields of economics and finance.

Groundbreaking book that redefines risk in business as potentially powerful strategically to help increase profits. bull; Get out of your "defensive crouch ": learn which risks to avoid, which to mitigate, and which to actively exploit. bull; Master risk management techniques that can drive competitive advantage, increase firm value, and enhance growth and profitability. bull; By Dr. Aswath Damodaran, one of the field's top "gurus " - known worldwide for his classic guides to corporate finance and valuation.

This book looks at the critical demands imposed on directors and leaders when faced with corporate risks in turbulent global markets. It shows show why successful risk management outcomes require ethical governance principles and organizational structures that enhance effective risk-taking practices by all actors.

Pulling together into a single framework the two separate disciplines of strategy management and risk management, this book provides a practical guide for organizations to shape and execute sustainable strategies with full understanding of how much risk they are willing to accept in pursuit of strategic goals.

This book presents a new approach to risk management that enables executives to think systematically and strategically about future risks and deal proactively with threats to their competitive advantages in an ever more volatile, uncertain, complex, and ambiguous world. Organizations typically manage risks through traditional tools such as insurance and risk mitigation; some employ enterprise risk management, which looks at risk holistically throughout the organization. But these tools tend to focus organizational attention on past actions and compliance. Executives need to tackle risk head-on as an integral part of their strategic planning process, not by looking in the rearview mirror. Strategic Risk Management (SRM) is a forward-looking approach that helps teams anticipate events or exposures that fundamentally threaten or enhance a firm's position. The authors, experts in both business strategy and risk management, define strategic risks and show how they differ from operational risks. They offer a road map that describes architectural elements of SRM (knowledge, principles, structures, and tools) to show how leaders can integrate them to effectively design and implement a future-facing SRM program. SRM gives organizations a competitive advantage over those stuck in outdated risk management practices. For the first time, it enables them to look squarely out the front windshield.

This handbook provides an authoritative and truly comprehensive overview both of the diverse applications of information and communication technologies (ICTs) within the travel and tourism industry and of e-tourism as a field of scientific inquiry that has grown and matured beyond recognition. Leading experts from around the world describe cutting-edge ideas and developments, present key concepts and theories, and discuss the full range of research methods. The coverage accordingly encompasses everything from big data and analytics to psychology, user behavior, online marketing, supply chain and operations management, smart business networks, policy and regulatory issues – and much, much more. The goal is to provide an outstanding reference that summarizes and synthesizes current knowledge and establishes the theoretical and methodological foundations for further study of the role of ICTs in travel and tourism. The handbook will meet the needs of researchers and students in various disciplines as well as industry professionals. As with all volumes in Springer’s Major Reference Works program, readers will benefit from access to a continually updated online version.