The Strategic Role of Digital Transformation: Leveraging Digital Leadership to Enhance Employee Performance and Organizational Commitment in the Digital Era

Systems, Journal Year: 2024, Volume and Issue: 12(11), P. 457 - 457

Published: Oct. 30, 2024

Given the rapid advancements in digital transformation era, leadership has become essential for enhancing employee performance and organizational commitment. This study specifically examines mediating role of relationship between leadership, performance, commitment, drawing on data collected June August 2024 from 579 participants across diverse industries. The findings demonstrate that significantly enhances outcomes by driving transformation, which serves as a crucial intermediary amplifies positive effects leadership. research underscores importance aligning strategies with initiatives, especially DT-driven business landscape, to promote sustainable growth maintain competitive edge. By highlighting combined influence this provides valuable insights organizations addressing complexities change. It also emphasizes pivotal fostering innovation resilience era.

Language: Английский

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Digital Transformation: Quo Vadit?

Information Systems Journal, Journal Year: 2025, Volume and Issue: unknown

Published: Jan. 7, 2025

Digital transformation (DT) has become an important theme in information systems (IS) and adjacent fields (Carroll et al. 2023; Hanelt 2021; Kraus Piccoli, Grover, Rodriguez 2024; Schallmo Van Veldhoven Vanthienen 2022; Verhoef Vial 2019). This is of course unsurprising given the widespread interest how digital technologies occasion change markets, societies at large, political landscape (Bareikytė Cowburn Davidson Faik, Barrett, Oborn 2020; Majchrzak, Markus, Wareham 2016; Tana, Breidbach, Burton-Jones 2023). Coming to terms with these changes, their outcomes, unintended consequences is, therefore, both timely. However, fully understanding phenomena questions extant theories (Nambisan 2017; Yoo 2013; Yoo, Henfridsson, Lyytinen 2010; 2024) warrants us pause more carefully consider IS as a field tackled 'DT' what challenges this entails (see also, Markus Rowe 2021). special issue comes down two motivations that made organise call for papers. One motivation rooted abovementioned observations cumulatively point diverse reverberations have across levels, processes, actors altogether raising scholarship about DT (Baiyere 2024). We, field, need reflect on implications assumptions shaping narratives around DT. For example, shorthand "change" driven by technology 2004). Further, also been discussed being desirable contemporary organisations, which implies discussion exhibits favourability bias (Davidsson 2015, 2017). Revisiting underlying avoid perceptions as, 'misnomer' (Kane 2018). Put differently, revisiting was one key aspect we had mind when were working papers issue, emphasises 'frontiers' research We wanted our foreground shifting baselines (Davison Tarafdar 2018) where related gradually overflow conventional concepts models novel conceptualizations (Mousavi Baygi, Introna, Hultin sensed studies theorising developed its contents, levels analysis, processes would contribute widening conceptual apparatuses empirical accounts. leads second motivation. Given first calls plurality (Markus 2023), it becomes critical work toward path knowledge systematically developed. More specifically, there engage literature stringency. argue many problems result from frequent yet somewhat uncritical adoption compound term 'DT', sidestepping extent engagement either 'digital' or 'transformation' long before invented Besson 2012; Wessel The problem straightforward: remains loosely applied, criticisms will persist legitimately so If are solve problems, engaging must be top priority developing constructs Rivard Suddaby 2010). These seek specifically put construct centre-stage further meaning, application, impact. asked authors specify means them identify frontiers aimed advance. In editorial, explain "stringency plurality" approach help advance showcase context providing overview each paper. then highlight future advanced offer additional based reflections editing issue. As result, agenda motivate deeper considers hope provide fresh take helps researchers conduct next wave way respects discourse while enabling tradition generating DT-related systematically. associated transformations imposed 'management puzzle' (Rivard 2004) upon organisations invented. Indeed, accounts loom large history organisations. Economists addressed industrial early 1930s, explaining general-purpose required changes contexts led societal (Smil Wright 1997). energy production shaped people, societies, businesses centuries Management started organisational half twentieth century, seminal works Pettigrew (1985, 1987), Mintzberg (1979) Waters (1985) setting stage debate 'radical organisation change' (Anderson Tushman 1986; Greenwood Hinings 1996; Romanelli 1994; 1985). grew rich, diverse, significant size (see, e.g., Poole De Ven scholars conducted change, much IT implementation (Berente Lapointe 2005; 2012) IT-enabled (see; in, show. Starting 1980s 1990s might transform corporations (Hammer Champy 1993; Kling 1980; Scott Morton 1991), over considerations alignment strategy (Henderson Venkatraman 1992, 1999), practice-based (Barrett Walsham 1999; Orlikowski 2022), nuanced IT. Notably, most stem time perspective management considered support function (albeit transformative impacts organisations). It stress insights remain valid age Sebastian fact data now central business companies does not translate into devaluation earlier works. Conversely, ERP like generation transactional oftentimes serve backbones (Sebastian turn, why theoretical frameworks extended remains, question scholarship. Just used various disciplines management, different variations computer science. Managers, software developers, concerned digitization decades (Brennen Kreiss Goblick Holsinger 1967; Tilson, Lyytinen, Sørensen Representing objects encoding zeros ones historical von Neumann architecture became driving force modern efficiency gains (Alaimo Kallinikos Baiyere Faulkner Runde 2019; 2006; Kallinikos, Aaltonen, Marton Relatedly, can seen resemble 'digitalization'; embedding material carrying sociotechnical Bharadwaj Gray Rumpe 2015). Organisational resulting digitalization form tried grapple years Against background, well-known emerged practice think phenomenon. Their value lies establishing topic and, doing so, bringing today. Perhaps model noteworthy impact (2019), who defines process aims enhance operational entity, improve customer experience develop new increase competitiveness create revenue sources Fabian Giessmann Legner Schallmo, Williams, Boardman model, play role creating reinforcing disruptions society industry Organisations respond strategically leveraging products services competitive, having overcome barriers such cultural resistance obsolete (Vial (2021) stronger emphasis implied al.'s Pettigrew's 1987) framework three elements: contextual conditions, mechanisms, outcomes. Companies embedded wider ecosystems interacting external internal factors shape (Hanelt Mechanisms refer actions link conditions reconfiguration structures Iden Bygstad Outcomes including performance, economic broader effects dynamic interconnected nature DT, highlighting continuous adaptation represents articulate account conceptualised change. There other domains. They all legitimate spaces debate. Our intent editorial devalue others. Instead, characterise broad strokes currently perceived relying played stream research. stands reason if aim clarify phenomenon relate advancements. follow 'hard science' trajectory unified definitions homogeneity methods (Rowe Quite contrarily, diversity studying vital field. synonymous 'anything goes'—there sustain without risking opaqueness lack rigour. turn addressing objective next. section introduce appreciates inherent current offering systematic manner. To ends, four dimensions relevant once only concerning but individuals large. obvious begin conceive domains than below matter. depicted starting drive forward. Table 1 summarises deem regard: 'distinctiveness', 'object(s)', 'level(s) analysis', 'processual' dimensions. Guiding question: Is why? Key challenges: What undergoing DT? Where studied? study challenge: rows suggest ways concisely elaborate dimension demands clarity 2014, do adopt Suddaby's (2010) criteria clarity. Definitions matter because clear precise definition, opaque mean speak While agree should definition meaning draws. Scope few, any, universal law-like. Good clarifies apply not. Relationships between clarifying 'boxes arrows' making focal relates constructs. Finally, coherence arguments ought internally consistent. risk built ontology includes entity-based arguments, even though individual use ontologies predecessors (Thompson 2011). criticism 'the [DT] [sometimes used] could substitute almost any art no discernible effect' 2021, 275). Criticisms doubt distinctiveness compared aware decades—for example challenge clear-cut: interested distinctiveness. straightforward define make novelty using makes differences explicit (Mozaffar Candi 2025). Some meet standards rigour (Suddaby 2010)1 say anything Because neighbouring concepts, (Bharadwaj 2013), innovation (Yoo, 2024), entrepreneurship 2017), others mindful differ contributes maintaining conflating Not drives considerable manifold interpretations encouraged Special Issue they Mozaffar (2025) multiple ongoing lines action traverse intra-organisational inter-organisational boundaries correspond along flow. difference inter occurs Braa, Sahay, Monteiro few failed (Kersten Considering overly positive inhibit progress limiting potential inquiry. Therefore, distance. Hovorka Mueller (2025), challenged traditional view present distinctive "being digital" reorient some prior literature. Challenging defining mindfulness 'historical lineage' 2010, 350) affects understood aspects unfolding outcomes (Wessel Yet, attention paid transformation, importance valuing vom Brocke 2021) contributing same time. applies equally deductively those through inductive analyses (Langley widely adopted catchphrase, leading easily 'signal jamming' (Rai regarding supposed transformed date, implicit consensus seems organisation-level Still, matters stakeholders beyond (Essén Värlander 2016), needs address units analysis commercial clearly object(s) transforming. 'object' research, relationships Most come intellectual history, likely studied fields. instance, Mirbabaie Marx (2024) theorise work-life transitions unfold exploring micro-level analysis. distinguishes transitions, illustrating micro macro cross boundaries—physical, temporal, emotional, cognitive, relational—used structure environments 'work'. previous 2012), defined focus, focusing remote work. Several Whetten, Felin, King 2009). building logical here face balancing act staying faithful baseline theory further. Demonstrating concepts-in-use serves guidance rather rule. advancements happen we, scholars, use. how, time, emerge existing viewed viewpoints qualitative, quantitative beginning emerge, robustly generalising scale (Fabian flipside discussing incite chart territory 'where happen?' bulk focuses level strategic decisions certain rich Ashrafi contribution space view, individuals, communities, ecosystems, illustrated Oberländer Phenomena organised under considering within begins charted (Braa, (Scott 2022) community-level (Tana, questions. Likewise, addition 'more macro' accounts, less aggregate show (Iden Kersten qualitatively conceptually organisation. enable differentiate attending technology, ensure extend build theories. Braojos, Weritz, Matute paper lenses leadership learning environment commitment capabilities. focused since depend employees' behaviours actions, results common differentiating 'micro', 'meso', 'macro' (Coleman Foss, Ployhart 2015; Gersch Haack, Sieweke, 2019), although capture exist 2020). declare accurate another, arise level(s) commonly research—See Researchers evoke in. Issue, leverage 'configuring lens' largely sociological practices area applying consistent amplified attempting exemplary exposition interconnection unpacking ecosystem level. Similarly, links struggle proverbially 'on' linking antecedents missing out rival explanations difficult 1999). ask ourselves 'what' transforming 'where' transforming, consequence 'when actually looking DT?' Are entering during process, after concluded? timing taking seriously temporal Michailova 2014). explicating sets boundary Consider, suggested wherein moved centre organisation's proposition Understanding per reflecting concluded Whether understand successful look end; generally strong materialise. Departing start ended, early-stage intended well unfolding. rationale conclude happens collapse nuances transformation. very granular, slow contested 1996) akin sedimentation (Cooper 1996). resources empirically mask details aggregated potentially overshadowing hindsight often achieve hard happening. bring fore move nuance Issue. flow-based happen, sensitises flows collect own reproduction identified forward downplaying richness nor losing sight growing distinctiveness, object, exemplified published integrate stringency stems submitted ideas articulated foster scholarship, shift focus open doors relatively unexplored opportunities. horizons opportunities venture uncharted territories kinds elaboration synthesising literature, thus presenting provides ample outline contributions 2 summary). Each highlights least frontier mobilise insightful avenues. follows, 2. Flows Highlighting transitional moments integral part process. Proposing taxonomy evolving continuous, emphasising non-linear progression rejecting notion idealised direct predefined goal. A set avenues regardless phenomena, domain. Multi-level OCO (orientation, cooperation, orchestration) explains influence Uncover interdependent mechanisms concretize cross-level interactions Multidimensional Identify five trajectories of: (1) architectures, (2) models, (3) forms, (4) affordances relationality (5) identity, culture, leadership. Show pointing six distinct constructing contributions. Mobilise questioning trajectories. Micro-level Three types ro

Language: Английский

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How Does Digital Leadership Foster Employee Innovative Behavior: A Cognitive–Affective Processing System Perspective

Behavioral Sciences, Journal Year: 2024, Volume and Issue: 14(5), P. 362 - 362

Published: April 25, 2024

Employee innovative behavior is crucial for organizations to engage in activities and gain competitive advantages the context of digital transformation. Despite many studies having focused on relationship between leadership employee behavior, role underlying mechanisms remain unclear. Using cognitive–affective processing system framework, study investigated dual mediating psychological empowerment affective commitment moderating a proactive personality such relationships. Employing data from 359 employees, conducted structure equation modeling examine hypotheses. The results show that influences through but not commitment. Furthermore, does moderate direct effect or indirect behavior. Theoretical practical implications are discussed.

Language: Английский

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Pengaruh Kepemimpinan Digital dan Pemberdayaan Karyawan Terhadap Kinerja Karyawan Dimediasi Oleh Komitmen Organisasi pada Industri Manufaktur

Journal of Economics and Business UBS, Journal Year: 2024, Volume and Issue: 13(1), P. 282 - 295

Published: Feb. 28, 2024

Kepemimpinan Digital telah menjadi sebuah model kepemimpinan yang sangat penting dalam memastikan dan mendorong transformasi perubahan di industri 4.0. Pemberdayaan Karyawan memiliki hal dimana untuk mengetahui kinerja karyawan suatu organisasi. Tujuan penelitian ini adalah mengidentifikasi pengaruh Digital. Penelitian didesain dengan menggunakan metode purposive sampling melibatkan 305 garment dari 2 perusahaan manufaktur terbesar Indonesia. Data dianalisis Structural Equation Model (SEM) SmartPLS 3.0. Beberapa temuan studi danPemberdayaan berpengaruh langsung terhadap Kinerja melalui mediasi Komitmen Organisasi. Sedangkan Organisasi signifikan Karyawan. Implikasi manajerial praktisi maupun peneliti menerapkan perusahaan, meningkatkan Karyawan, serta mengembangkan kuat dapat akan mengarah pada keungulan kompetitif masing-masing perusahaan.

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How does big data analytics capability affect firm performance? Unveiling the role of organisational resilience and environmental dynamism

European Journal of Information Systems, Journal Year: 2024, Volume and Issue: unknown, P. 1 - 27

Published: July 8, 2024

Language: Английский

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Influence of digital transformation on employee innovative behavior: roles of challenging appraisal, organizational culture support, and transformational leadership style

Frontiers in Psychology, Journal Year: 2025, Volume and Issue: 16

Published: March 19, 2025

Introduction This study investigates the relationships between digital transformation (DT), challenging appraisal (CA), organizational culture support (OCS), transformational leadership style (TLS), and employee innovative behavior (EINB) in Brazzaville’s banking sector. Grounded Social Cognitive Theory Self-Determination Theory, research aims to provide insights into how these factors interact influence innovation within organizations undergoing change. Methods Data were collected from 280 employees working top five banks Brazzaville. Structural Equation Modeling (SEM) was applied using SPSS 26 SmartPLS analyze among DT, CA, OCS, TLS, EINB. Results The findings reveal significant positive DT EINB, CA Moreover, OCS partially mediate relationship While has a effect on TLS moderates DT-EINB by weakening its impact. Hypotheses regarding largely confirmed, except for interaction of Discussion These results highlight crucial role facilitating impact innovation. Additionally, they suggest that higher levels may not always strengthen digitally transforming organizations. provides valuable managerial implications fostering an workforce

Language: Английский

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The Deployment of AI to Infer Employee Skills: Insights From Johnson & Johnson's Digital‐First Workforce Initiative

Information Systems Journal, Journal Year: 2025, Volume and Issue: unknown

Published: April 2, 2025

ABSTRACT To embark on a digital transformation journey, organisations should prepare and adapt their workforce to meet the continuous need for skill adjustments. This paper reports insights from journey of one organisation—Johnson & Johnson—that developed an employee skills inference platform based artificial intelligence with objective creating digital‐first capable thriving amid new reality innovation. We describe challenges J&J faced during deployment activities they undertook in response these challenges. Based that, we identify three organisational practices critical successful AI: blueprinting future workforce, managing ethical data work across borders, compensating AI blind spots. From Johnson Johnson's experience, derive several important lessons other interested using develop workforce.

Language: Английский

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The impact of digital transformation on organisational dynamics, HR practices, and wellbeing in Ghana's healthcare sector: a social exchange perspective

Future Business Journal, Journal Year: 2025, Volume and Issue: 11(1)

Published: April 9, 2025

Abstract The paper investigates the influence of digital transformation on organisational dynamics (organisational commitment, culture, and professional development) human resource practices (HRP) in Ghanaian healthcare sector. Based social exchange perspective, we suggest that these can improve how employees perceive assess HR practices, which turn affects their wellbeing. In this study, adopt a quantitative approach, collecting data from 509 professionals Ghana through survey questionnaire. This study uses two analytical methods: partial least squares structural equation modelling (PLS-SEM) fuzzy-set qualitative comparative analysis (fsQCA). PLS-SEM tests variable relationships validates hypotheses, while fsQCA explores factor combinations leading to same outcome. We hypothesise indirect effects HRPs are stronger when is high. hypotheses were validated sample health workers Ghana, with 5 out 12 receiving strong support. findings provide valuable insights for managers policymakers developing countries, emphasising importance integrating strategies enhance effectiveness employee concludes theoretical practical ramifications findings. contributes literature by demonstrating significant impact country’s sector, offering novel perspective lens theory. one pioneering efforts employ both methodologies examining intricate relationships.

Language: Английский

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The impact of digital transformational leadership on digital intensity among primary healthcare entities: a moderated mediation model

BMC Health Services Research, Journal Year: 2025, Volume and Issue: 25(1)

Published: Jan. 22, 2025

Uncertain times require healthcare entities to demonstrate strong leadership, develop digitalisation, and respond change in a creative flexible manner. Based on emerging new institutional theory, we developed tested model of how digital transformational leadership (DTL) affects intensity (DI) among through the mediating role organisational agility (OA). In this article, also examine moderating country studied relationship. The study population consisted 400 managers primary from Poland Netherlands. Data was collected using questionnaire method with seven-point Likert scale. gathered data analysed descriptive statistics structural equation modelling (SEM). analysis performed statistical package SPSS Andrew F. Hayes PROCESS macro AMOS v. 29 (Predictive Solution, Poland). results (SEM) revealed that DTL directly indirectly DI, OA mediates Moreover, indirect effect is moderated by country. This contributes development DI offers practical insights for navigating uncertainty volatility post-pandemic market. Ultimately, work provides important into style organizations relation transformation, considering system's role.

Language: Английский

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How Digital Orientation Affects Innovation Performance? Exploring the Role of Digital Capabilities and Environmental Dynamism

Systems, Journal Year: 2025, Volume and Issue: 13(5), P. 346 - 346

Published: May 3, 2025

Digital orientation has attracted significant attention from policymakers and researchers due to its potential drive innovation success. While prior research largely examined the impact of digital on specific types a static lens, holistic dynamic perspective relationship with firms’ overall performance remains limited. Drawing capabilities theory, this study aims bridge gap by developing moderated mediation model that incorporates mediating role moderating effect environmental dynamism in between performance. Using survey data 368 Chinese firms, employs hierarchical regression analysis bootstrap method test hypotheses. The results indicate promotes (encompassing sensing, integrative, transforming capabilities), which turn facilitates Also, is dynamism. This contributes existing literature offering lens elucidate link performance, while also providing managerial insights for firms seeking adopt boost success evolving environments.

Language: Английский

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