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1 – 10 of over 7000Carlos Alberto Carbajal Piña, Nuran Acur and Dilek Cetindamar
This paper explores the orchestration of digital innovation in Industry 4.0 organisations.
Abstract
Purpose
This paper explores the orchestration of digital innovation in Industry 4.0 organisations.
Design/methodology/approach
The study applies the activity theory to explorative multiple case studies. Observations of innovation activities in five business cases take place at two large international organisations.
Findings
The results underline five logics of action that drive digital innovation: (1) digital transformation, (2) technology translation, (3) catalyst agents, (4) digital thread and (5) empowerment. Further, the case study organisations highlight the importance of developing a sustainable culture capable of continuously adopting new technologies, processes and infrastructure that will allow the management of digital innovations.
Originality/value
The study empirically shows the motivations and challenges in orchestrating digital innovation in Industry 4.0 organisations.
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Lerato Aghimien, Clinton Ohis Aigbavboa and Douglas Aghimien
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less…
Abstract
The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.
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Charlotta Kronblad and Johanna Envall Pregmark
The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative…
Abstract
Purpose
The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society.
Design/methodology/approach
In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon.
Findings
The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever.
Originality/value
The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.
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Mark Badham, Vilma Luoma-aho and Chiara Valentini
This paper refines the Digital Media–Arena (DMA) framework to address the diversity of stakeholders contributing to the production, (re)appropriation and (re)distribution of…
Abstract
Purpose
This paper refines the Digital Media–Arena (DMA) framework to address the diversity of stakeholders contributing to the production, (re)appropriation and (re)distribution of organisational messages in digital environments. It also presents a case analysis for the purpose of demonstrating the applicability of the revised conceptual framework to a critical situation.
Design/methodology/approach
Grounded in key public relations, corporate communication and strategic communication research, this study first extends the DMA framework by introducing six new forms of media-arenas. Next, the study takes a public sector perspective to analyse the revised framework against a critical situation involving the Finnish prime minister in summer 2022.
Findings
The application of the revised DMA framework to analyse the critical situation shows the importance of mapping and understanding diverse discourses across multi-arenas and their communication role in a rapidly unfolding scandal surrounding the prime minister of Finland. Findings also reveal the diversity of stakeholder voices forming their own versions of organisational messages and sometimes converging organisational messages within and across DMAs.
Practical implications
The DMA framework can offer practical suggestions to guide communicators to make strategic choices in what, where, how and with whom they can communicate.
Originality/value
The revised DMA framework contributes expanding the field's knowledge of the strategic communicative use of the digital environment in typically highly volatile and multi-vocal situations by offering instrumental understanding of the conflicting challenge between subjugating and liberating organisational messages across the digital spectrum.
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Shea X. Fan, Sophia Xiaoxia Duan and Hepu Deng
Improving digital work experience is critical for the job performance of individuals and the competitiveness of organizations due to their increasing use. This paper investigates…
Abstract
Purpose
Improving digital work experience is critical for the job performance of individuals and the competitiveness of organizations due to their increasing use. This paper investigates how organization support affects the digital work experience of individuals differently depending on their levels of information technology (IT) identity.
Design/methodology/approach
Drawing upon the IT identity literature and the conservation of resources (COR) theory, a conceptual model is developed, tested and validated using the data collected in Australia through an experimental design in which IT identity is manipulated.
Findings
This study reveals a nuanced impact of organization support on shaping digital work experience. Specifically, it finds that technical support is more effective in improving the digital work experience of individuals with a high level of IT identity, whereas well-being support is more effective in enhancing the digital work experience of individuals with a low level of IT identity.
Originality/value
This research contributes to the IT identity literature by introducing a novel experimental design to manipulate IT identity in the digital work context. It also contributes to the digital work literature by introducing a resource perspective for identifying well-being support, technical support and IT identity as the key resources in shaping digital work experience and calling for attention to IT identity as a boundary condition on the effectiveness of organization support. The findings can help organizations formulate better strategies and policies to improve digital work experience by providing tailored support to individuals with different levels of IT identity.
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Qi Yao, Hongjuan Tang, Yunqing Liu and Francis Boadu
Successful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational…
Abstract
Purpose
Successful digital transformation involves all areas which bring new impacts and challenges to the leadership of the enterprise. From the perspective of organizational identification, the authors construct a theoretical model of digital leadership–digital strategic consensus–digital transformation and explore the different moderated mediation effects of diversity types.
Design/methodology/approach
This paper obtains data from 351 Chinese science and technology enterprises and uses regression analysis and bootstrap analysis to test the research hypotheses.
Findings
The results demonstrate that digital leadership has a positive impact on digital transformation. Digital strategic consensus partially mediates the linkage between digital leadership and digital transformation. Disparity diversity and variety diversity positively moderate the mediating role of digital strategic consensus between digital leadership and digital transformation, respectively; and separation diversity negatively moderates the mediating role of digital strategic consensus between digital leadership and digital transformation.
Originality/value
The research innovatively measures digital leadership and digital transformation. It expands the application of leadership, strategic consensus, diversity and other related theories in a digital context and provides a decision-making basis for enterprises' digital transformation.
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Douglas Aghimien, Clinton Aigbavboa, Ayodeji Emmanuel Oke and John Aliu
Digitalisation, which involves the use of digital technologies in transforming an organisation’s activities, transcends just the acquiring of emerging digital tools. Having the…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Practical implications
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.
Originality/value
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.
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Anil Kumar, Michelle Salmona, Robert Berry and Sara Grummert
Digital transformation (DT) harnessing the potential of emerging technology creates opportunities and challenges for organizations worldwide. Senior executives view DT as a key…
Abstract
Purpose
Digital transformation (DT) harnessing the potential of emerging technology creates opportunities and challenges for organizations worldwide. Senior executives view DT as a key initiative for future competitiveness, a view shared by academic researchers. What may challenge the organization is that the vision may be present while preparedness may be lacking. Organizational preparedness depends on managers and employees charged with implementing DT and their perceptions on preparedness are often not aligned with senior executives.
Design/methodology/approach
In this research, the authors explore the perceptions of managers and employees on DT preparedness in an organization by gathering data from 579 participants. This study uses an innovative approach to qualitative data analysis using interactive topic modeling.
Findings
Findings in this qualitative study provide valuable insights on the perceptions of these individuals and helps understand (a) how they view DT preparedness and (b) may behave in this context. In general DT is well understood, however managers are not keen to change work processes to take advantage of the new digital tools and there appears that generational gap is a barrier to successful DT.
Originality/value
Senior executives play a central role communicating the DT vision necessary to inspire managers and employees. As organizations continue to invest large sums of money to explore value creation for customers and stakeholders by leveraging digital technologies, the information systems (IS) discipline can take the lead by asking the question, what can be done to improve the understanding of DT implementation in an organization?
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Jamil Razmak and Wejdan Farhan
The purpose of this study was threefold: to trace the extent to which digital transformation strategies are being implemented in organizations; to statistically measure, validate…
Abstract
Purpose
The purpose of this study was threefold: to trace the extent to which digital transformation strategies are being implemented in organizations; to statistically measure, validate, predict and examine how digital leaders perceive a synthesized digital transformation model (DTM); and to explore whether leaders with different demographic characteristics perceive the DTM similarly.
Design/methodology/approach
The study authors surveyed 778 leaders/managers from the United Arab Emirates (UAE) to assess the synthetized DTM consisting of four dimensions and nine perception constructs that represent how leaders manage employees in a digital environment. The survey questions were adapted from the 2014 Westerman leading digital book published in Harvard business press.
Findings
The general findings revealed that UAE organizations that were already in the digital transformation stage before COVID-19 reacted and responded extremely quickly to speed up the implementation of their respective digital transformation strategies. We concluded that our proposed and synthetized DTM is valid and predictable, and can be adapted to trace the stages of digital transformation by leaders. A positive relationship was found between the DTM’s four dimensions and their related constructs as perceived by the leaders, regardless of differences in their demographic characteristics.
Originality/value
The synthesized digital transformation model is unique in that the authors believe there is no other research that purports to synthesize, validate and correlate using the digital transformation campus dimensions and its related constructs, reflecting leaders' perceptions toward adopting this campus. As well, this is the first UAE study to explore and compare the perspectives of leaders on their digital practices after COVID-19 in a country that has an established IT infrastructure.
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Alemayehu Molla, Victor Gekara, Stan Karanasios and Darryn Snell
Information technology (IT) personnels’ technical, business and behavioral skills are critical enablers for generating IT value. In an increasingly digitalized working environment…
Abstract
Purpose
Information technology (IT) personnels’ technical, business and behavioral skills are critical enablers for generating IT value. In an increasingly digitalized working environment where non-IT employees participate in digital innovations, a focus on IT personnels’ skills only doesn’t meet researchers’ need for a framework to study digital skills and managers’ need to address digital skills challenges across an enterprise’s workforce. Nevertheless, the digital skills topic is complicated by conceptual ambiguity and a lack of theoretically derived and empirically validated model. The purpose of this study is to address this problem.
Design/methodology/approach
Theoretically, this study draws on human capital (HC) and resource-based view (RBV) theories. Empirically, it follows mixed method combining interviews and a survey.
Findings
The digital skills construct is a multidimensional second order reflective construct. While its development is influenced by an organization’s commitment and exposure to digitalization, it influences the value organizations obtain from digitalization.
Research limitations/implications
This study conceptualizes the digital skills construct, identifying technology agnostic subdimensions that are meaningful beyond a particular digital domain [information and communication technology (ICT), information, Internet, Inter of Things (IoT)] and establishing a valid measure. Other researchers can improve both the indicators of the existing four conceptually distinct and managerially recognizable workplace digital skills dimensions as well as testing new ones.
Practical implications
Managers can use the instrument to assess the extent to which their non-IT workforces are equipped with digital skills and get strategic insights for specific interventions such as upskilling or buying in skills.
Originality/value
The main theoretical contribution of the paper is the conceptualization and validation of the digital skills construct for the non-IT workforce. Furthermore, we provide a theoretical framework to explain the factors that could influence the development of digital skills and demonstrate the impact that digital skills have on selected digitalization value indicators. This contribution provides the foundation for investigating the drivers, outcomes and the relationship of digital skills to other constructs such as digital transformation, innovation and firm performance.
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