TY - CHAP A1 - Schork, Sabrina T1 - Innovation Leadership in the Digital Enterprise: Lessons From Pioneers T2 - Handbook of Research on Management and Strategies for Digital Enterprise Transformation N2 - In this chapter, the EIL (Effective Innovation Leadership) framework is tested empirically. First, peer-reviewed journals in the innovation management, leadership, and transformation discipline are analyzed. Second, a pre-test with 58 executives takes place. The response behavior of the participants varies depending on the company's degree of digital maturity. Third, 20 innovation leaders employed in mature digital companies answer the survey. The participants perceive their company as innovative and state that up to 89% of created innovations are digital. Values relevant to digital innovation leaders are innovation, responsibility, positivity, and transparency. Relevant strengths are creativity and learning. Both strongly correlate with a few efficacy items. Decisiveness correlates with innovation strategy. Entrepreneurship, self-regulation, and culture correlate with each other. Creativity connects the value of innovation and the practice of communication. The insights from this chapter contribute to building a reliable and valid factor-based effective digital innovation leadership questionnaire in the future. KW - Innovationsmanagement KW - Digitalisierung KW - Führung Y1 - 2021 UR - https://www.igi-global.com/chapter/innovation-leadership-in-the-digital-enterprise/273781 SP - 86 EP - 109 PB - IGI Global CY - Hershey, Pennsylvania, USA ER - TY - CHAP A1 - Rötzel, Peter A1 - Smeets, Mario A1 - Osterndorf, Ralf T1 - RPA for the Financial Industry Particular challenges and outstanding suitability combined T2 - Robotic Process Automation N2 - Like many service industries, the financial industry is largely characterized by administrative and back-office processes and distinguished by a broad systems landscape with a high proportion of legacy systems. Missing interfaces between Information Systems, User Interfaces or Web Applica-tions often require many manual activities. As banks are often functionally organized into traditional departments, a process-oriented organizational structure is rarely in place. The financial industry therefore offers enormous potential for the use of Robotic Process Automation (RPA) and the rais-ing of potential benefits such as process-related cost savings, time reductions and quality im-provements. The aim of this chapter is to describe the tremendous opportunities that the use of RPA technology offers to the financial industry and to explain how these opportunities can be realized. Therefore, we start by explaining the challenges that progressive digitalization poses to the industry and how RPA, but also more advanced technologies (that work not only rule-based but also define own rules), such as Artificial Intelligence (AI), can help to overcome them. As well as providing an over-view of the various applications of RPA in the financial industry, we also provide a comprehensive case study of a relevant practical application. KW - Robot Process Automation KW - Artificial Intelligence KW - Finance KW - Accouting KW - Legacy systems KW - Finanzdienstleistungsinstitut KW - Automation KW - Digitalisierung Y1 - 2021 PB - De Gruyter CY - Amsterdam ER -