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Corporate digital transformation (DT) and top management team (TMT) internationalization seem to be concomitant phenomena in recent years, the former is a major change and a thorough transformation requiring continuously new technologies and ideas. Excitingly, the latter shows a relatively broad vision, a large risk appetite and interest in new things. Does TMT internationalization promote DT? This question is essential for DT. Given that, this article will aim to discuss and examine whether and how TMT internationalization affects corporate DT.

This article takes China's A-share listed manufacturing companies from 2011 to 2019 as a sample. The quantitative text analysis method is used to measure attention related to digitalization. This paper discusses: (1) The decision-making logic and cognitive process mechanism of “TMT internationalization–attention related to digitalization–corporate DT”. (2) The moderating effect of shared corporate mission of the TMT on the cognitive process of decision-making, that is, the social process of transforming individual cognition into team cognition, and the social process of transforming team cognition into corporate decision-making.

TMT internationalization promotes DT. As an external manifestation of team cognition, attention plays a positive role as an intermediary mechanism. Specifically, executives with overseas experience have higher urgency assessment and manageable assessment, thus affecting their attention to digitalization positively, thereby promoting DT. This article does not demonstrate the moderating effect of shared corporate mission on the cognitive process, but it promotes DT directly, and only plays a role in the precognitive stage.

This article is the first one to study the relationship between TMT internationalization and corporate DT, which has practical guiding significance for DT and the “going out” strategies of the TMT. Also, the combination of upper echelons theory and cognitive theory opens up the black box of the strategic process. Lastly, this research explores the formation process of team cognition, which is always neglected by previous studies of the TMT demographic characteristics.

This study aimed to provide an exploratory analysis of digitalization processes in small professional service firms (SPSFs) by examining their main drivers and barriers and their impact on customer management practices, considering the intra-organizational, inter-organizational and service offering dimensions.

This study adopted a qualitative, exploratory and inductive research methodology based on in-depth interviews with 19 owners or consultants of small tax/accounting firms, focusing on the role of digitalization in their internal and external processes.

The findings reveal external and internal barriers to and drivers of digitalization, as well as its effects on customer management practices. They also reveal the emergence of tensions related to the intra-organizational, inter-organizational and service offering dimensions.

This work contributes to the research on the role of digital technologies in the professional service sector, with a focus on SPSFs, which has thus far received limited attention. This research highlights the complexity of combining increasingly standardized processes and services with the need to maintain flexibility and informality in internal and external interactions.

Digitalisation, which involves the use of digital technologies in transforming an organisation’s activities, transcends just the acquiring of emerging digital tools. Having the right people to drive the implementation of these technologies and attaining strategic organisational goals is essential. While most studies have focused on the use of emerging technologies in the construction industry, less attention has been given to the ‘people’ dimension. Therefore, this study aims to assess the people-related features needed for construction digitalisation.

The study adopted pragmatic thinking using a mixed-method approach. A Delphi was used to achieve the qualitative aspect of the research, while a questionnaire survey conducted among 222 construction professionals was used to achieve the quantitative aspect. The data gathered were analysed using frequency, percentage, mean item score, Kruskal–Wallis H test, exploratory factor analysis and confirmatory factor analysis.

Based on acceptable reliability, validity and model fit indices, the study found that the people-related factors needed for construction digitalisation can be grouped into technical capability of personnel, attracting and retaining digital talent and organisation’s digital culture.

The findings offer valuable benefits to construction organisations as understanding these identified people features can help lead to better deployment of digital tools and the attainment of the digital transformation.

This study attempts to fill the gap in the shortage of literature exploring the people dimension of construction digitalisation. The study offers an excellent theoretical backdrop for future works on digital talent for construction digitalisation, which has gained less attention in the current construction digitalisation discourse.

This study draws on technological frames to provide an understanding of organizational processes of strategizing by exploring how strategizing organizational capabilities for industrial digitalization could be understood through managers' perceptions of digital technology applications. This study complements earlier research focused on industry outcomes by addressing technological frames to understand how strategizing organizational capabilities within industrial digitalization may provide insight into socio-cognitive aspects which may affect technology-induced organizational change.

The single case study uses 14 in-depth interviews collected over two years (October 2020 to February 2022). The study follows an interpretative research design exploring managers' perceptions of industrial digitalization through a digitalization project.

The case study contributes to research by emphasizing socio-cognitive aspects through technological frames exploring how and why managers' perceptions of industrial digitalization affect strategizing organizational capabilities. The study contributes to practice by bringing attention to the disparate views of industrial digitalization. By illustrating how socio-cognitive aspects shape organizational capabilities, this study offers managers valuable insight into the relationship between an organization's capabilities, the individual and the shared structures affecting a digitalization project.

The case study is limited to Swedish manufacturing industries and is not aiming to be transferred or generalized to other industrial contexts or countries.

This study recognizes that strategizing organizational capabilities depends on managers' ability to illuminate the socio-cognitive aspects. Hence, the study contributes to practice by bringing attention to the disparate views among managers on the enhancement efforts made using digital technologies.

Digitalization encourages the manufacturer to engage in inter-organizational technological activities (i.e. supplier IT integration and supply visibility) with its major supplier, which influences supply chain (SC) governance. This study tests a moderated mediation model that considers supplier IT integration and supply visibility as mediators between supply-side digitalization and supplier opportunism, and relational ties as a moderator in the relationship between inter-organizational technological activities and supplier opportunism.

Ordinary least square (OLS) regression is used to examine data from 200 firms in China describing their supply chain management (SCM) practices and perceived relationships with their major suppliers.

Supply-side digitalization is positively related to supplier IT integration and supply visibility. Supply-side digitalization has a positive indirect effect on supplier opportunism through supplier IT integration but a negative indirect effect through supply visibility. Relational ties weaken the positive effect of supplier IT integration and the positive indirect effect of supply-side digitalization on supplier opportunism. Relational ties also weaken the negative effect of supply visibility and the negative indirect effect of supply-side digitalization on supplier opportunism.

This study enriches understanding of SC governance in the digital age by empirically confirming that digital transformation brings both challenges and opportunities to SC governance and by clarifying the interplay of relational governance and technological activities. In addition, this study contributes to the SC digitalization literature by empirically validating the role of digitalization in promoting inter-organizational technological activities, as well as by revealing its potential dark side.

This study aims to introduce the special issue on digital marketing and business-to-business (B2B) relationships. In general, only modest attention has been devoted to the study of digitalization in the B2B sector and even less on the importance of the perils and promises of digitalization for B2B relationships. This study’s goal is to help focus scholarly attention on the implications of digitalization on B2B relationships.

In this conceptual paper, the authors’ approach is to carefully review relevant literature, and to lay out the field of digital marketing and B2B relationships, conceptualizing it for future research.

The authors find that the following areas are critically important to understanding future trends in digital marketing and B2B relationships: coopetition, value co-creation, B2B branding, servitization, innovation networks, relationship dynamics and power and trust.

The intersection of digitalization and B2B relationships is an under-researched topic. With this paper and the accompanying special issues papers, the authors hope to begin to fill this critical gap.

Digital technologies have fundamentally changed organizations, industries, and even the society. Although institutional theory provides rich array of perspectives to both the content and dynamics of such changes, research at the intersection of institutional scholarship and digitalization has remained scarce. In this essay, I draw on the institutional logics perspective to elaborate digitalization as involving a new set of interconnected managerial beliefs and norms, organizational practices, and diverse material and social structures that together complement and challenge the established logics in organizations and institutional fields. I draw attention to two central organizing principles in the logic of digitalization: the pursuit of digital omniscience – the efforts to represent and conceive the world through digital data – and digital omnipotence – the efforts to bring activities inside and outside organizations under the control of information systems. I conclude the essay by elaborating how the institutional logics perspective can help understand organization-level efforts to leverage digitalization by incumbent corporations and new digital-native companies.

The purpose of this paper is to explore how military strategic knowledge managers consider and respond to digitalization of operational processes in their revision of military knowledge management technologies. The research question is: which strategic considerations and professional concerns impact decisions about how far digitalization should be incorporated into Army planning doctrine?

The paper presents material from a qualitative research study which observed the process of revising Danish Army Field Manual III. The empirical data include 12 in-depth interviews as well as documents related to the revision process. Data were analysed using a thematic approach.

The paper identifies and discusses strategic dilemmas arising from incorporating digitalization into planning doctrine. Two major areas of concern are addressed. The first involves considerations about the extent of digitalization, including concerns about risk and issues of timing regarding choices of specific digital solutions. The second involves potential limits of digitalization in relation to military notions of the role and identity of the commander. The article suggests that digitalization may impact on professional roles and identities and that strategic knowledge management developers need to be cognizant of this.

The paper contributes to the literature in two ways. First, the paper draws attention to the notions of risk and timing in relation to strategic decisions on how far knowledge management technologies should make use of possibilities brought about by digitalization. Second, the paper provides insight into how digitalization may profoundly alter professional roles and identities.

The purpose of this paper is to increase the knowledge of real estate firms’ capabilities to innovate and, consequently, their capacity to absorb new innovations and benefit from digital technologies in an ecosystem context.

The results are based on 32 interviews with representatives of Swedish real estate owners, real estate owner industry associations and suppliers of digital technology to real estate owners. The data are interpreted using theories on absorptive capacity (i.e. the capacity to absorb new innovations), innovation capabilities and innovation ecosystems.

The real estate owners, technology suppliers and real estate owner industry associations have expanded their innovation capabilities and reshaped their innovation ecosystem by initiating a number of different digitalization activities; for example, the development of new IT systems, digital platforms, services and business models. The absorptive capacity has been improved as the organizations have changed routines and structures related to innovation, and they have taken on new roles related to digitalization and innovation, making them better able to absorb new innovations. Also, this paper identifies several drivers and obstacles to digitalization in the real estate sector.

The increased capabilities related to digitalization can lead to better absorptive capacity on an individual firm level, which can contribute to the overall development of these firms in a longer-term. Also, new capabilities may lead to better absorptive capacity in the real estate sector at large, as firms may benefit from each other’s capabilities through collaboration. The limitations are that this study does not interview tenants or facility management firms and that the findings represent the context of the Swedish real estate market.

This paper investigates innovation capabilities, absorptive capacity and innovation ecosystems of real estate owners, their technology suppliers and real estate owner industry associations on the organizational level and on the sector level, into which there is little previous research. Also, this paper highlights the novelty of digitalization as a phenomenon in the sector.