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Article
Publication date: 23 November 2021

Zeynep Hizir

The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to…

Abstract

Purpose

The purpose of this paper is to analyse the impact of digital transformation on jobs and to assess whether or not the so-called Fourth Industrial Revolution will lead to mass redundancies. The piece also looks at the role human resources (HR) departments will have to play in the implementation of, and response to, digital transformation within the workplace.

Design/methodology/approach

This paper combines research based on media articles, a parliamentary report and wider digital transformation industry research. The author looks to explain what digital transformation is, deconstruct misconceptions around digital transformation, assess the true evidence-based impact of digital transformation on jobs and advise HR departments on the impact of digital transformation within the workplace.

Findings

This piece finds that there remains a considerable degree of misunderstanding and many misconceptions around digital transformation and that while digital transformation will lead to the loss of some jobs, it will also lead to the change of existing ones and creation of new ones. Furthermore, this piece finds that HR departments will play a crucial role in the implementation of digital transformation, but that they too will need to pivot and adjust to new workplace realities as a result.

Originality/value

Many HR departments face confusion and misconceptions around the impact of digital transformation on the workforce, and there also remains concern among many employers that technology will replace their jobs. This piece seeks to dispel the myths and paint a clearer picture to both HR departments and employees around the impact of digital transformation.

Details

Strategic HR Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1475-4398

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Article
Publication date: 29 July 2020

Ari Margiono

This paper aims to identify the paths of digital transformation followed by companies facing disruption and offer recommendations for executives for choosing the appropriate path.

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1844

Abstract

Purpose

This paper aims to identify the paths of digital transformation followed by companies facing disruption and offer recommendations for executives for choosing the appropriate path.

Design/methodology/approach

This is a conceptual paper.

Findings

This paper identifies two paths of digital transformation. The offensive path is aggressive and involves the rapid acquisition of digital resources through portfolio investment and merger and acquisition tactics. The defensive path is relatively slow and relies on the organic growth of the digital capabilities of the incumbent companies over time.

Research limitations/implications

This paper identifies a number of potential factors affecting the choice of the transformation path taken by companies. Further studies can be conducted to investigate these contingent factors.

Practical implications

This study describes the strategic paths available in a digital transformation and identifies the conditions that might justify a particular approach.

Originality/value

This paper identifies two types of paths that are generally followed by companies aiming digital transformation – offensive and defensive. This aspect has not been studied in any other research work.

Details

Journal of Business Strategy, vol. 42 no. 5
Type: Research Article
ISSN: 0275-6668

Keywords

Content available
Article
Publication date: 14 June 2021

Johan Magnusson, Viktor Elliot and Johan Hagberg

The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling.

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1694

Abstract

Purpose

The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling.

Design/methodology/approach

This paper reports from multiple studies using a combination of methods such as case studies and clinical studies. The method of analysis involves the revisiting of vignettes from interactions with practitioners with the purpose of analyzing patterns in responses to digital transformation.

Findings

The findings consist of four strategies used by organizations and individuals in the decoupling of digital from their existing operations. Digital decoupling affords the organization the possibility of remaining largely unaffected by digital transformation. The authors also present four digital recoupling strategies that are used to succeed with digital transformation.

Research limitations/implications

This study is limited by the analytical approach of drawing from multiple previous studies. The research implications consist primarily of a contribution to a better understanding of why and how digital transformation is constrained.

Practical implications

The four strategies of digital decoupling can be used to identify behavior in organizations that limit digital transformation. The four strategies of digital recoupling can be used to instigate a more successful digital transformation.

Originality/value

According to the authors’ knowledge, this study is the first to identify digital decoupling strategies as a micro-foundation for organizational resistance to digital transformation.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Content available
Article
Publication date: 18 November 2021

Deborah Agostino and Chiara Costantini

Public and private sector organisations are widely endorsing digital transformation processes, but little is known about the level of digitalisation of an organisation as…

Abstract

Purpose

Public and private sector organisations are widely endorsing digital transformation processes, but little is known about the level of digitalisation of an organisation as a whole. The purpose of this paper is to develop a framework to assess an organisation’s level of digital transformation as a whole, taking the field of museums as an exemplary case of application.

Design/methodology/approach

The framework draws upon a scoping literature review of studies examining dimensions, metrics and methods for the assessment of the digital transformation of organisations. The framework has been validated by applying it to a sample of 400 Italian museums and further interviews with museum directors.

Findings

The authors propose an assessment framework composed of five main dimensions: people, technology, process, customer and strategy and investment. These dimensions are further deployed in sub-dimensions measured through a set of questions. The weighted average of results per dimension and sub-dimension supported the development of a composite index of organisational digital readiness.

Originality/value

The developed framework contributes to the current debate on the measurement of an organisation’s level of digital transformation as a whole, and it can offer practitioners a managerial tool to assess the organisation’s digital readiness.

Details

Meditari Accountancy Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2049-372X

Keywords

Content available
Article
Publication date: 16 September 2021

Hui-Ming Kuo, Tse-Lu Chen and Chung-Shan Yang

The purpose of this study is to empirically evaluate the impact of coercive pressure, normative pressure and mimetic pressure on digital transformation and benefits in the…

Abstract

Purpose

The purpose of this study is to empirically evaluate the impact of coercive pressure, normative pressure and mimetic pressure on digital transformation and benefits in the maritime shipping context.

Design/methodology/approach

The authors collect data from a survey of 119 shipping companies, shipping agencies, port corporations and shipping forwarders in Taiwan and apply a structural equation model to test the research hypotheses.

Findings

Four conclusions can be drawn: First, digital transformation mainly results from coercive pressure and mimetic pressure. Second, another positive and important source of pressure for shipping digital transformation is the fact that competitors are gradually undergoing digital transformation and have gained recognition from customers. Third, shipping professional organizations and association (e.g. IACS, IAPH, Baltic International Maritime Commission) must keep up with the trend toward digital transformation and put forward guidelines and recommendations that can be followed in order to lead the maritime shipping industry. Fourth, digital transformation has great potential to help deliver the benefits (i.e. improve efficiency, relationship with customers and sustainability).

Originality/value

This research explores the digital transformation of the shipping industry through the lens of institutional theory. The results show that digital transformation is mainly due to coercive pressure and mimetic pressure. Digital transformation has been found to bring benefits that can help shipping operators allocate their resources effectively, thereby increasing operational efficiency, improving relationships with customers and enhancing sustainability.

Details

Maritime Business Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2397-3757

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Article
Publication date: 28 September 2021

Noura Metawa, Mohamed Elhoseny and Maha Mutawea

This paper aims to provide insights regarding the state of the art of digital transformation for small- and medium-sized enterprises (SMEs) in Egypt and propose avenues…

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181

Abstract

Purpose

This paper aims to provide insights regarding the state of the art of digital transformation for small- and medium-sized enterprises (SMEs) in Egypt and propose avenues for future research.

Design/methodology/approach

A proposed framework for the digitization process in SMEs is developed by providing three layers of working steps toward full automation. The paper also provides an extensive analysis of the main requirements for improving the existing traditional information systems' performance in these enterprises. The challenges of digital transformation and the future research direction are discussed as well.

Findings

This paper provided an overview of the importance of digital transformation in real-life applications. The role of the information systems in building a digitalized information processing environment is covered as well. Also, a framework for the shifting process from the traditional approaches to the digitalized systems is proposed. Besides, the paper overviewed the future research directions related to digital transformation in SMEs, especially in Egypt. These research directions are related to technical challenges during the digital transformation process, such as cybersecurity, big data analytics and multimodality data.

Originality/value

Despite the significant governmental and institutions' steps toward full automation and digital transformation, the traditional information systems, infrastructures, and unequipped employees make the digitizing process on-the-fly an open challenge. A technology shift that is not supported by a similar cultural change threatens digital business initiatives and increases the risk of their failure. This paper aims to provide insights regarding the state of the art of digital transformation for SMEs in Egypt and propose avenues for future research.

Details

African Journal of Economic and Management Studies, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-0705

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Article
Publication date: 30 August 2021

Jian Liu, Wei Yang and Wan Liu

Emerging in recent years, digital transformation has become an effective approach for firms to remain competitive in the digital economy. Although this trend has received…

Abstract

Purpose

Emerging in recent years, digital transformation has become an effective approach for firms to remain competitive in the digital economy. Although this trend has received increasing interest in the business world, there remains a lack of empirical research on the organizational capacities that facilitate digital transformation. To fill this research gap, we investigate the relationship between adaptive capacity configuration and the performance of digital transformation.

Design/methodology/approach

We use fuzzy-set qualitative comparative analysis (fsQCA) to identify the impact of adaptive capacity on the digital transformation performance of 38 firms in the household appliance manufacturing, light manufacturing and clothing manufacturing industries (HAMI, LMI, CMI).

Findings

Our analysis reveals a Technology-driven transformation configuration for the HAMI, a Market-driven transformation configuration for the LMI and a Market and Management-driven transformation configuration for the CMI, as well as identifies environment scanning capacity as a common basic adaptive capacity. The first configuration is rooted in the innovation mechanism, and the last two configurations are rooted in the integration mechanism.

Practical implications

Enterprises in different industries with unique technology levels require distinctive capacity configurations to implement digital transformation. Each dimension of adaptive capacity plays a particular role in each industry. Environmental scanning capacity requires firms to be agile in their interactions with the digital world and to collect information about the environment.

Originality/value

This study enriches and expands the dimensions of adaptive capacity, and we provide a perspective for researching the digital transformation of manufacturing enterprises through adaptive capability configuration.

Details

Journal of Organizational Change Management, vol. 34 no. 6
Type: Research Article
ISSN: 0953-4814

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Article
Publication date: 27 August 2021

Dennis Schlegel and Patrick Kraus

Digital transformation of organizations has major implications for required skills and competencies of the workforce, both as a prerequisite for implementation, and, as a…

Abstract

Purpose

Digital transformation of organizations has major implications for required skills and competencies of the workforce, both as a prerequisite for implementation, and, as a consequence of the transformation. The purpose of this study is to analyze required skills and competencies for digital transformation using the context of robotic process automation (RPA) as an example.

Design/methodology/approach

This study is based on an explorative, thematic coding analysis of 119 job advertisements related to RPA. The data was collected from major online job platforms, qualitatively coded and subsequently analyzed quantitatively.

Findings

The research highlights the general importance of specific skills and competencies for digital transformation and shows a gap between available skills and required skills. Moreover, it is concluded that reskilling the existing workforce might be difficult. Many emerging positions can be found in the consulting sector, which raises questions about the permanent vs temporary nature of the requirements, as well as the difficulty of acquiring the required knowledge.

Originality/value

This paper contributes to knowledge by providing new empirical findings and a novel perspective to the ongoing discussion of digital skills, employment effects and reskilling demands of the existing workforce owing to recent technological developments and automation in the overall context of digital transformation.

Details

International Journal of Organizational Analysis, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1934-8835

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Article
Publication date: 26 July 2021

Abdullah Fahad AlMulhim

This study aims to explore the impact of digital transformation on firm performance with the help of smart technologies.

Abstract

Purpose

This study aims to explore the impact of digital transformation on firm performance with the help of smart technologies.

Design/methodology/approach

This study used a valid and well-structured survey to collect data from 460 respondents from 150 Small and medium-sized enterprises (SMEs) in Saudi Arabia. In order to analyze this data, SmartPLS software was used.

Findings

The empirical results of this study found that the digital transformation has no significant direct impact on firm performance. Therefore, in this situation, smart technologies play an important role in developing the link between digital transformation and firm performance.

Originality/value

This study contributes to the digital supply chain from SMEs' perspective by investigating the mediating role of smart technologies between digital transformation and firm performance.

Details

Business Process Management Journal, vol. 27 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 13 May 2021

Giovanni Schiuma, Eva Schettini, Francesco Santarsiero and Daniela Carlucci

In the digital age, companies require leaders to foster digital transformation entrepreneurship, i.e. the organisational attitude and orientation of the creation of a new…

Abstract

Purpose

In the digital age, companies require leaders to foster digital transformation entrepreneurship, i.e. the organisational attitude and orientation of the creation of a new business or the development of an existing business by having at the core or embracing digital transformation as the continuous development and application of digital knowledge for companies' value creation. This paper identifies six critical competencies distinguishing the transformative leadership profile supporting enterprises' digital transformation development.

Design/methodology/approach

The paper, through a critical literature review focussing on three research streams, i.e. wise, transformative and digital leadership, addresses the following research question: What competencies characterise a digital transformative leader promoting and encouraging digital transformation entrepreneurship? Methodologically, first, explorative analysis of the literature has been carried out exploring the role and relevance of leadership in driving companies' digital transformation. Second, focussing on the three leadership perspectives, wise, transformative and digital, the critical features distinguishing each view have been identified. A set of hypotheses has been formulated to develop a framework to profile a digital transformative leader. In the third stage, the framework of the digital transformative leadership compass has been developed.

Findings

The paper profiles the digital transformative leader, a critical figure in companies competing in the digital age to nurture digital transformation entrepreneurship. Six specific competencies are synthesised and proposed throughout the transformative leadership compass. It is presented as an interpretative framework helpful to understand what affects the organisational culture and behaviours driving digital transformation. The proposed model defines theoretical foundations to operationalise an assessment framework and developing empirical research about leadership characteristics hampering and enabling successful companies' digital transformation.

Originality/value

The study proposes a novel framework based upon a critical analysis of the leadership literature. Combining insights gathered from the literature review on transformative, wise and digital leadership, the need for nurturing a transformative digital leadership allowing enterprises to stay competitive and able to change and adapt to the scenario's evolution emerged. Accordingly, the paper defines the digital transformative leader as a leadership profile sustaining organisational and digital transformation. The transformative leadership compass is proposed as a model to outline the critical competencies distinguishing a digital transformative leader capable of driving continuous company innovation and specifically digital transformation entrepreneurship.

Details

International Journal of Entrepreneurial Behavior & Research, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1355-2554

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