Humanities and Social Sciences Communications,
Год журнала:
2024,
Номер
11(1)
Опубликована: Дек. 23, 2024
Abstract
Digital
transformation
elicits
new
management
challenges.
Studies
have
investigated
its
direct
impact
on
employee
behavior,
but
how
employees
evaluate
enterprise
digital
capability,
and
underlying
mechanism
remains
unknown.
Employees’
evaluations
of
capability
tend
to
shape
their
subsequent
attitudinal
behavioral
responses
towards
the
transformation,
which
may
ultimately
stress
influence
overall
initiative
in
a
“bottom-up”
manner.
Drawing
from
work
design
theory
conservation
resources
theory,
this
study
proposes
that
through
implementation
effective
strategies,
organizations
can
foster
sense
impact,
further
construes
mediated
moderation
model
regarding
relationship
between
evaluation
is
moderated
by
empowering
leadership,
further,
cognitive
adjustment
at
work.
Empirical
results
based
three-wave
survey
featuring
424
full-time
Chinese
show
that:
predicts
such
linkage
not
only
enhanced
leadership
also
strengthened
The
effect
We
explore
antecedents
mechanisms
differences
employees’
propose
takeaway
managerial
messages.
Journal of industrial safety.,
Год журнала:
2024,
Номер
1(1), С. 100006 - 100006
Опубликована: Май 16, 2024
Leadership
4.0
focuses
on
leaders
developing
their
digital
transformation
strategy
and
ensuring
alignment
with
the
organization's
business
development
ambitions.
This
is
accomplished
by
successfully
displaying
disruptive
leadership
characteristics,
which
include
emotional
social
intelligence
abilities
such
as
empathy
relationship
management,
cognitive
preparedness,
critical
thinking,
inventive
agility,
resilience.
Academics
consultants
increasingly
use
to
describe
new
style
required
for
Fourth
Industrial
Revolution
(Industry
4.0).
It
strategically
addresses
people's
concerns,
are
crucial
effective
integration
of
Industry
4.0,
plays
a
significant
role
in
integrating
into
modern
workplaces.
The
primary
purpose
this
paper
explore
its
needs.
Several
quality
characteristics
associated
Digital
investigated,
two-dimensional
matrix
presentations
briefed.
Finally,
study
identifies
upcoming
industrial
management
systems.
Because
technologies
now
impact
entire
business,
advancing
strategies
requires
strong
at
all
levels.
With
increasing
prevalence
sector
intensification
"battle
talent,"
organizations
need
consider
more
methodical
approach
building
solid
pipeline
capabilities
lead
era.
They
may
place
future
positions
that
require
them
go
beyond
current
competencies
skills
instruct
motivate
promptly
acquire
skills.
In
working
setting,
effectively
managing
dynamic
interactions
between
machines,
technology,
people
essential
influential
leaders.
expected
foster
an
open
innovative
culture
welcomes
change
progress.
will
encourage
inspire
teams
adapt
ongoing
changes
market.
Systems,
Год журнала:
2024,
Номер
12(6), С. 220 - 220
Опубликована: Июнь 20, 2024
This
study
investigates
the
intersection
of
digital
transformation,
business
resilience,
and
marketing
capabilities,
focusing
on
small
businesses
startups.
The
revolution
has
significantly
transformed
operations,
supply
chain
management,
overall
organizational
performance.
Conducted
following
PRISMA
guidelines,
this
systematic
literature
review
used
Scopus
database,
refining
an
initial
247
documents
to
51
relevant
studies.
Key
trends
include
vital
role
transformation
in
enhancing
use
emerging
technologies
for
sustainable
chains,
importance
skills
knowledge
management.
Research
highlights
implications
e-commerce
adoption
SMEs,
revealing
need
firms
develop
dynamic
capabilities
thrive
turbulent
environments.
However,
gaps
remain,
such
as
understanding
long-term
impacts
interactions
between
maturity,
innovation,
sustainability,
necessity
comparative
studies
across
industries
regions.
Additionally,
investigating
how
contribute
resilience
is
essential,
enabling
startups
withstand
recover
from
disruptions.
Addressing
these
will
enhance
our
transformation’s
multifaceted
SMEs
startups,
helping
them
leverage
navigate
challenges
seize
opportunities
era.
Frontiers in Manufacturing Technology,
Год журнала:
2025,
Номер
5
Опубликована: Фев. 28, 2025
There
is
growing
research
on
the
implementation
of
Digital
Materials
Passports
(DMPs)
in
different
industries,
yet
there
lack
guidance
for
preparing
human
and
organizational
components
within
this
ecosystem
change.
To
help
fill
void,
position
paper,
we
develop
propositions
dealing
with
people
challenges
implementing
DMP’s
organizations
across
supply
chains.
Applying
a
socio-technical
systems
approach,
highlight
interconnectedness
between
human,
organizational,
technical
factors
when
designing
DMPs.
We
also
use
IGLOO
framework
which
highlights
that
support
needs
to
occur
at
individual,
group,
leader,
omnibus
(interorganizational)
levels.
draw
from
literature
behavior
work,
covering
areas
such
as
social
identity,
trust,
resilience
organizations,
leadership,
participatory
job
redesign,
training
learning
mechanisms
reduce
reach
important
interorganizational
goals.
Understanding
these
helps
us
seven
chains
can
put
place
These
offer
mutually
reinforcing
implemented,
be
adapted
consider
both
long-term
immediate
context.
discuss
role
employee
involvement
enhancing
benefit
moving
towards
Industry
5.0.
Information Technology and People,
Год журнала:
2025,
Номер
38(8), С. 42 - 72
Опубликована: Март 17, 2025
Purpose
Digital
transformation
is
a
complex
and
continuous
process
that
presents
significant
challenges
for
companies
employees.
Employee
resistance,
factor
often
cited
the
failure
of
digital
initiatives,
hinders
these
initiatives
contributes
to
stress,
affecting
employee
well-being
–
connection
not
yet
fully
explored
in
extant
literature.
Therefore,
this
study
aimed
determine
factors
increase
resistance
how
it
can
be
mitigated.
Design/methodology/approach
This
adopts
multiple
case
approach
analyze
qualitative
data
from
ten
industrial
Finland.
Findings
Factors
influencing
at
individual,
organizational,
technological
levels
were
identified,
three
key
components
mitigation
strategy
identified:
learning,
communication
participation.
The
findings,
supported
by
relevant
literature,
link
propose
identified
reduces
supports
during
transformation.
Practical
implications
provides
practical
suggests
avenues
future
studies
examine
unsaturated
important
research
area.
Originality/value
among
first
empirically
well-being.
Advances in business information systems and analytics book series,
Год журнала:
2025,
Номер
unknown, С. 119 - 142
Опубликована: Фев. 14, 2025
Digital
transformation
(DT)
has
shifted
from
a
trend
to
an
increasingly
accepted
reality
in
the
global
and
organizational
scenarios,
shaping
behaviors,
social
interactions,
economies
operations,
as
well
driving
innovation.
While
DT,
powered
by
emergent
technologies,
holds
significant
potential
for
businesses,
its
success
hinges
on
effective
stakeholder
engagement.
By
involving
stakeholders
actively
process,
organizations
can
maximize
impact
of
change
initiative
drive
long-term
success.
The
DT
literature
lacks
understanding
stakeholders'
involvement
process.
lack
roadmaps
capable
successfully
conducting
initiatives
is
also
acknowledged.
In
this
chapter,
predominantly
theoretical
contribution,
types
involved
are
identified
characterized
their
roles
presented.
Moreover,
reduce
gap
between
theory
practice,
different
practical
approaches
activities
framing
promote
active
participation
discussed.
