Un modelo conceptual de transformación digitalOpenergy y el caso de la Universidad Nacional de Colombia

  1. ARANGO SERNA, Martín Darío 1
  2. BRANCH, John W. 1
  3. CASTRO BENAVIDES, Lina María 1
  4. BURGOS, Daniel 2
  1. 1 Universidad Nacional de Colombia
    info

    Universidad Nacional de Colombia

    Bogotá, Colombia

    ROR https://ror.org/059yx9a68

  2. 2 Universidad Internacional de La Rioja
    info

    Universidad Internacional de La Rioja

    Logroño, España

    ROR https://ror.org/029gnnp81

Journal:
Education in the knowledge society (EKS)

ISSN: 2444-8729,  1138-9737

Year of publication: 2018

Volume: 19

Issue: 4

Pages: 95-107

Type: Article

DOI: 10.14201/EKS201819495107 DIALNET GOOGLE SCHOLAR lock_openOpen access editor

More publications in: Education in the knowledge society (EKS)

Abstract

Digital transformation is addressed as a turning point created by new paradigms that emerge from the digital world, and that has led it to rethink itself as an institution to remain competitive, visible in its dynamics of social, sustainable transformation through of time, and not lose its validity, in the technological development that arises in constant change, thus taking care of the needs of the social environment of which it is part. By taking on this challenge, the University acknowledges that it becomes of vital importance in the first measure, to carry out a Cultural Transformation. This paper presents the case study of Universidad Nacional de Colombia (U.N.) that has carried out that approach in its initial phase through divulgation with the members of the top management of the National University of Colombia. To achieve the above, a methodology was designed, which prioritizes its intervention in two aspects. The first, the generation of the organizational culture around the Digital Transformation, and the second, in the creation of the Institutional Strategic Project “Transformación Digital U.N. 2030”; both aspects seek to align the existing corporate culture with the new digital realities of the National University of Colombia, through a prospective study. The Openergy Network and la Universidad Nacional de Colombia share the vision about the specific definition of what Digital Transformation means: a process of cultural change inside an institution, with a clear impact in their context. To this extent, la Universidad Nacional de Colombia provides Openergy with their experience of definition and practical implementation of the vision 2030. In practice, this means contributions from management, tutoring, lecture and interaction between the various actors in all the process. In this article the most relevant results that were identified in the taking of the primary information, and in the characterization of the imaginaries and expectations of the different participants and actors of the digital transformation process are presented. Throwing an approach to the model that the authors have called the Great Parthenon; this model that explicitly states in a concise manner in this article. Further, the authors show a few insights as a contribution to the Openergy Network. Finally, the most relevant conclusions that have been found in this modeling exercise are presented, aiming to show the alignment and coordination of institutional policies with which to do university studies.

€ View funding

Funding information

Este artículo se ha realizado gracias al apoyo explícito de la red Openergy, de la revista Education in the Knowledge Society, de la Universidad Nacional de Colombia (U.N.) y del Instituto de Investigación sobre Tecnología e Innovación Educativas (UNIR iTED) de la Universidad Internacional de La Rioja (UNIR).

Funders

Bibliographic References

  • Arango Serna, M., Londoño Salazar, J. & Zapata Cortés, J. (2010). Arquitectura Empresarial – Una Visión General. Revista Ingenierías Universidad de Medellín, 9(16), 101–111. https://doi.org/10.1016/j.eswa.2009.06.073
  • Capgemini Consulting. (2013). Digital Transformation Review - Vol 4. Digital Transformation Review, 04(May), 64.
  • Faria, J. A. & Nóvoa, H. (2017). Digital Transformation at the University of Porto (pp. 295–308). https://doi.org/10.1007/978-3-319-56925-3_24
  • Fitzgerald, B. M., Kruschwitz, N., Bonnet, D. & Welch, M. (2013). Embracing Digital Technology: A New Strategic Imperative. https://goo.gl/gSXkHH
  • García-Peñalvo, F. J. (2011). La Universidad de la próxima década: La Universidad Digital. In C.
  • Suárez-Guerrero & F. J. García-Peñalvo (Eds.), Universidad y Desarrollo Social de la Web (pp. 181-197). Washington DC, USA: Editandum.
  • García-Peñalvo, F. J. (2018, 08/11). Universidades traslúcidas más que transparentes. Retrieved from https://goo.gl/6wEgKi
  • Gobble, M. M. (2018). Digital Strategy and Digital Transformation. Research-Technology Management, 61(5), 66–71. https://doi.org/10.1080/08956308.2018.1495969
  • PwC. (2018). The 2018 digital university. Staying relevant in the digital age, 1–18.
  • Schwartz, P. (1991). The Art of the Long View: Planning for the Future in an Uncertain World. Nueva York: Bantam.
  • Schwarzmüller, T., Brosi, P., Duman, D. & Welpe, I. M. (2018). How Does the Digital Transformation Affect Organizations? Key Themes of Change in Work Design and Leadership. Management Revu, 29(2), 114–138. https://doi.org/10.5771/0935-9915-2018-2-114
  • Spathari, E. (2018). Mitología Griega. Atenas, Grecia: Papadimas Ekdotiki.
Data source: Dialnet