The prospects of digital infrastructure in promoting rural economic growth and development are by and large immense. The paper found that rural development is considerably important for economic development and for achievement of sustainable livelihoods that increases people’s ability to achieve good health and wellbeing that enable the achievement of sustainable development. The paper found that digital imbalance and digital illiteracy in the rural areas hinder implementation of digital infrastructure to lead to rural economic growth. Digital infrastructure is the source of economic opportunities that enables local people in the rural areas to be more creative in achieving development success. It enables them to have a unique sense of place and fashioning of vibrant economic and financial opportunities that ensure the achievement of sustainable rural economic development. However, the paper found that the application of digital infrastructure to South Africa’s rural areas in the bid to promote rural economic growth has been hindered by factors like the digital divide, financial constraints, digital illiteracy and the failure to own a smart phone. These factors hinder digital infrastructure from leading to sustainable rural economic development and growth. The paper used secondary data gathered from existing literature. The use of qualitative research methodology and document and content analysis techniques became vital in the process of collecting and analyzing collected data.

Given the issues of urban-rural educational inequality and difficulties for children from poor families to succeed, this study explores the impact mechanism of internet usage on rural educational investment in China within the context of the digital divide. Using data from the 2019 China Household Finance Survey (CHFS), this study analyzed the educational investment decisions of 2064 rural households. Results indicate that in the Eastern region, a high level of educational investment is primarily influenced by the per capita income of the family, with social capital and internet usage also playing supportive roles. In the Northeastern region, the key factor is the diversity of internet usage, specifically using both a smartphone and a computer. In the Central region, factors such as the diversity of internet usage, subjective risk attitudes, the appropriate age of the household head, and per capita income of the family contribute to higher levels of educational investment. In the Western region, the dominant factors are the diversity of internet usage, subjective usage and per capita income of the family. These factors enhance expected returns on the high level of educational investment and boost farmers’ confidence. High internet usage rates significantly promote diverse and stable educational investment decisions, providing evidence for policymakers to bridge the urban-rural education gap.

This paper explores the integration of digital technologies and tools in English as a Foreign Language (EFL) learning in Jordanian Higher Education through a qualitative open-ended online survey. It highlights the perceptions of 100 Jordanian EFL instructors, each with a minimum of five years of experience, on the digital transformation in the EFL learning process. The survey, consisting of ten open-ended questions, gathered in-depth insights on the benefits, challenges, and implications of this transformation. Thematic analysis was employed to analyze the qualitative data, revealing varied levels of experience, the use of diverse digital tools, and both technical and pedagogical challenges. Key findings include the positive impact of digital tools on teaching and learning experiences, enhanced student engagement, and opportunities for personalized learning and collaboration. The study concludes that leveraging digital resources can enhance EFL learner engagement and learning outcomes, inform future pedagogical practices, and shape the landscape of digital transformation in EFL Higher Education for years to come.

Currently, numerous companies intend to adopt digital transformation, seeking agility in their methodologies to reinvent products and services with higher quality, reduced costs and in shorter times. In the Peruvian context, the implementation of this transformation represents a significant challenge due to scarcity of resources, lack of experience and resistance to change. The objective of this research is to propose a digital transformation model that incorporates agile methodologies in order to improve production and competitiveness in manufacturing organizations. In methodological terms, the hypothetical deductive method was used, with a non-experimental cross-sectional design and a quantitative, descriptive and correlational approach. A questionnaire was applied to 110 managers in the manufacturing sector, obtaining a Cronbach’s alpha coefficient of 0.992. The results reveal that 65% of the participants consider that the level of innovation is regular, 88% think that the competition in their companies is of a regular level, and 76% perceive that the level of change is deficient. The findings highlight the importance of digital transformation in manufacturing companies, highlighting the adoption of agile methodologies as crucial to improving processes and productivity. In addition, innovation is essential to developing high-quality products and services, reducing costs and time. Digital transformation with agile methodologies redefines the value proposition, focusing on the customer and improving their digital experience, which differentiates companies in a competitive market.

 The main goal of the article is to formalize the key business models of marketing of modern companies and substantiate the key stages, types and trends of development. The relevance and need to pay significant attention to the marketing digital business model when organizing a business is substantiated. Using structural and logical analysis and criticism of scientific research, the essence, advantages and disadvantages are determined, the main blocks, stages and key elements of the structure of business models of modern companies are argued. It has been proven that marketing digital business models serve as a logical and visual plan for organizing all business processes of companies from production, marketing, sales and logistics to building a hierarchy of profitability. The key development trends are substantiated and the most popular business models of business organization in modern conditions are structured on the basis of scientific generalization, structural and logical analysis and mathematical modeling. Practical significance is characterized by the fact that the marketing business models of world-class companies are generalized and structured, taking into account their specifics and characteristics. Practical recommendations and key stages of building a company’s business model and its implementation into reality have been formed to achieve strategic business goals.

Digital transformation is a significant phenomenon that affects almost every business sector, particularly the telecommunications industry, which is closely intertwined with information technology. This study is grounded in McLuhan’s concept of technological determinism and Martin Heidegger’s philosophy of technology, which asserts that media and technology shape human thoughts and interactions, benefiting individuals, society, and culture alike. The primary objective of this research is to investigate the environmental factors that influence digital transformation and to assess its impact on the strategic renewal of a company. This research employs exploratory qualitative methods, collecting in-depth information through interviews with the respondents from Indonesia’s leading telecommunications operator who can provide comprehensive and contextual insights into digital transformation. The findings reveal specific environmental factors that drive digital transformation. The major identified components of strategic renewal include advancements in information technology, the role of human resources, and interactions with external parties, including customers and partners.