Evaluation and Innovation of Methods for Measuring the Development Level of Urban Digital Economy

Authors

  • Jiaqi Liu

DOI:

https://doi.org/10.54097/e5f5gk51

Keywords:

Digital economy; Measurement of development level; Data Envelopment Analysis (DEA).

Abstract

 With the continuous development of Internet technology, the digital economy has become a new engine of contemporary economic development. In particular, on March 12, 2021, China released the "14th Five Year Plan" and the Outline of Vision Goals for 2035, clearly proposing to "create new advantages of the digital economy". Based on this background, this article first analyzes and evaluates the mainstream methods for measuring the development level of the digital economy in China and foreign countries. It is found that the current measurement methods and indicator selection vary greatly, and the accuracy and credibility of the measurement are questionable. Therefore, this article proposes to use Data Envelopment Analysis (DEA) method to measure the level of digital economy development in Chinese cities, and elaborates on its rationality.

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References

Ran, Q., Yang, X., Yan, H., Xu, Y., & Cao, J. (2023). Natural resource consumption and industrial green transformation: does the digital economy matter?. Resources Policy, 81, 103396.

Sheng Bin, Liu Yuying Research on the Measurement and Spatial Differentiation Characteristics of China's Digital Economy Development Index [J] Nanjing Social Sciences, 2022, (01): 43-54

Li Jie, Wang Qinmei Analysis of the Differences in the Development of China's Digital Economy between North and South and Their Causes [J] Statistics and Decision Making, 2023, 39 (21): 103-107

Bukht, R., & Heeks, R. (2017). Defining, conceptualising and measuring the digital economy. Development Informatics working paper, (68).

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Published

21-03-2024

Issue

Section

Articles

How to Cite

Liu, J. (2024). Evaluation and Innovation of Methods for Measuring the Development Level of Urban Digital Economy. Frontiers in Business, Economics and Management, 14(1), 151-152. https://doi.org/10.54097/e5f5gk51