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This article investigates some ongoing issues faced by higher education institutions (HEIs) having to rapidly move their teaching online during the early stages of the coronavirus (COVID-19) pandemic.

The article incorporates a review of academic and policy literature concerning digitalisation and online learning in universities and qualitative interviews with staff involved in online teaching and learning at a university in Scotland.

For most HEIs and organisations across the globe, the COVID-19 pandemic has accelerated the speed at which digitalisation and digital ways of working have been embedded in organisational life and service delivery including new ways of learning and working. This has led to a recognition of the need for practically focused, effective inclusive digital interventions. A range of initiatives that have been developed or accelerated in response to the pandemic are discussed. These should be explicitly designed and implemented to also reach individuals from disadvantaged backgrounds, including those with low-skill levels or qualifications and older age groups. Effort is also needed by policymakers and HEIs to better understand the challenges and unintended consequences that digital learning and working poses.

More research is needed into the methods and implications of increased online teaching. The range of interviewees is limited to one main organisation. A wider range of staff, students, HEIs and other types of organisation would add additional insights.

Insights from interviews highlight a number of institutional responses to digitalisation, which were accelerated by the COVID-19 pandemic. These identify learning and reflection points for HEIs moving to enhanced online teaching provision.

This article provides an analysis of the processes, issues and impacts associated with the rapid shift to digitisation in HEIs at a point in time shortly following the onset of the COVID-19 pandemic in 2020. It raises issues around inclusivity of online learning, pedagogy, unintended consequences of digitalisation and privacy, when moving to online teaching that are relevant both during the pandemic and in the longer term.

The COVID-19 pandemic has accelerated the need to embrace digital ways of producing work and reaching audiences in the hard-hit sectors such as performing arts. In the context of post-pandemic recovery, this paper explores the notion of digital performance and proposes a framework for categorisation of digital skills currently associated with the digital making and sharing of performance work. It also aims to review the current digital skills offering in the performing arts training at Scottish universities and suggests strategies to drive accelerated digital skills development in performance education.

Literature on digitalisations, digital skills and digital performance have been reviewed to provide the context and inform the proposed Digital Skills for Performance Framework. Subsequently, a pilot desk-based study selected 15 Scottish Higher Education Institutions in the area of performance and analysed their publicly available programme documentation for the presence of digital skills.

While all of the programme specifications mentioned the use of “digital portfolios” and “digital performance”, there was little specific detail concerning “baseline” (transferable) and “specific” (technical) digital skills such as competency in the use of specific technologies. More notably, there was a complete absence of content relating to digital aesthetic identity.

Upskilling future performance makers in digital competencies seems particularly important at present. This paper offers a useful categorisation of the digital skills in performing arts context, which higher education programmes can use to update their curricula, prepare the work-ready graduates and explore technological opportunities for the sector's long-term post-pandemic recovery.

Against a background context of Construction 4.0, this study aims to explore what digital leadership in construction firms is, why it is necessary and what considerations it involves. It provides a digital leadership considerations framework to aid organisational digital transformations.

To address the research question informing what digital leadership involves, an interpretivist study was conducted. Eleven purposively selected expert practitioners, including construction business leaders and company digital champions were surveyed using in-depth semi-structured interviews. This obtained insights and reflections on how construction leaders can impel digital transformations.

How construction leaders can embed the skills to drive such transformation in their firms, what the essential digital skills for construction businesses now are in Construction 4.0 and how leaders can attempt to evaluate the value of digital technology for their business practices, are all crystallised. Impacts of digital transformations on the construction workplace are also highlighted.

Because of this work, business leaders will be better equipped to lead and support further digital transformation efforts in Construction 4.0. Future research directions aid academics.

Clear definitions of digital transformation and digital leadership are provided, and a digital leadership considerations framework is provided to support firm-level digital transformations for Construction 4.0.

The purpose of this paper was to investigate how recordkeepers in Canada, Finland, the Netherlands, New Zealand, Iceland and Italy experienced accomplishing their tasks from home over varying lengths of time during the COVID-19 pandemic.

A multilingual survey including 44 questions was designed and administered to the six countries identified above in 2022. This research was preceded by an environmental scan looking at existing studies considering archival and records management responses to the pandemic.

The impact of working from home on recordkeeping and, more generally, work performance was perceived differently by the survey respondents depending on various factors. The study also identified a number of similarities across countries, such as an increased awareness of the importance of records management shared by organizational actors. Surprisingly, the pandemic did not appear to have a great impact on the perceived quality of records management.

To the best of the authors’ knowledge, this is the first study aiming to capture records professionals’ perceptions of their role while working from home during the pandemic.

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.

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.

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.

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.

Many countries aim to improve public services by use of information and communication technology (ICT) in public service supply chains. However, the literature does not address how inter-organizational ICT is used in redesigning these particular supply chains. The purpose of this paper is to explore this important and under-investigated area.

An explorative multiple-case study was performed based on 36 interviews, 39 documents, extensive field visits and observations providing data on digital transformation in four European criminal justice supply chains.

Two different design approaches to digital transformation were found, which are labelled digitization and digitalization. These approaches are characterized by differences in public service strategies, performance aims, and how specific public characteristics and procedures are dealt with. Despite featuring different roles for ICT, both types show the viable digital transformation of public service supply chains. Additionally, the application of inter-organizational ICT is found not to automatically result in changes in the coordination and management of the chain, in contrast to common assumptions.

This paper is one of the first to adopt an inter-organizational perspective on the use of ICT in public service supply chains. The findings have scientific and managerial value because fine-grained insights are provided into how public service supply chains can use ICT in an inter-organizational setting. The study shows the dilemmas faced by and possible options for public organizations when designing digital service delivery.

Much of recent academic and professional interest in exploring digital transformation and enterprise systems has focused on the technology or the organizations' external forces, leaving internal factors, in particular employees, overlooked. The purpose of this paper is to explore digital literacy of employees as an organizational affordance to capture contextual factors within which digital technologies are situated and are used.

We used the evidence-based practice for information systems approach, and undertook a systematic literature review of 30 papers coupled with brainstorming with 11 professional experts on the neglected topic of digital literacy and its assessment.

This paper draws upon affordance theory, and develops a novel framework for conceptualization of digital literacy of employees as an organizational affordance. We do this by distinguishing digital literacy at the individual level and organizational level, and by assessing digital literacy through Information/Cognitive and Social Practice/Articulation affordances.

The current paper contributes to the notion of organizational affordances by examining the effect of interactions between employee-technology through digital literacy of employees in using digital technologies. We offer a novel conceptualization of digital literacy to improve understanding of the role of employee in digital transformation and utilization of enterprise systems. Thus, our definition of digital literacy offers an extension to the recent discussions in the IS literature regarding the actualization of affordances by bringing a lens of employees into the process.

This paper operationalizes digital literacy at organizational and individual levels, and offers managers a high-level tool to assess digital literacy of their employees. By doing so, managers can achieve the fit between employees' capabilities and digital technologies that will improve affordance actualization and support their digital transformation initiatives.

The study is one of early attempts to apply and extend affordance theory on digital literacy at organizational level by not limiting the concept to the individual level. The proposed framework improves the communication among researchers and between researchers and practitioners.

The purpose of this paper is to shed light on how organisations can leverage digital transformation by discussing the importance of having a zero-trust approach when it comes to security. This is something that is imperative, and so this paper aims to provide advice on how organisations can keep their networks and systems safe from cyberattacks and opportunistic cybercriminals.

This paper is a thought leadership piece and draws on Tata Consultancy Services (TCS’) COVID-19 Business Impact Survey, which surveys nearly 300 executives on how they are planning and managing the near and long-term impacts of the coronavirus pandemic. Those surveyed represented mostly large companies across 11 countries in North America, Europe and Asia-Pacific. Moreover, 63% of these companies had an annual revenue of over $5bn.

The findings from the survey revealed that most organisations lack digital capabilities, and the coronavirus pandemic is exposing these weaknesses. It found that companies with essential digital capabilities (“leaders”) have held up better during the pandemic than those without (“followers). Moreover, the survey demonstrated that there is a significant lack of clarity on how to strategically move on multiple digital fronts cost-effectively.

As TCS is a global leader in information technology services, consulting and business solutions, this paper provides value to senior business and technology leaders in organisations that hold influence over the company’s security strategies. By focussing on zero trust, this paper recommends how such leaders can rethink and reassess their business strategy to thrive in a post-pandemic world.

The purpose of this paper is to contribute to the successful implementation of digitalization by exploring what characterizes strategy work undertaken by companies that have achieved digital transformation. Based on empirical data, the authors delineate five essential strategic actions that are prerequisites for digital transformation: discuss and communicate the vision and strategy; align resources and activities with the strategy; ensure a continuous focus on operational improvements and efficiency; create an orientation toward customer or user needs and expectations; and develop the competencies of top managers, middle managers and employees.

Between January 2021 and February 2022, the authors conducted a survey on strategy work in Danish organizations with 2,251 respondents. The respondents encompass top managers, middle managers and employees representing 1,164 organizations.

The authors identify five strategic actions that positively influence whether organizations incorporate digitalization into their strategy work. These strategic actions can support organizations in their strategy work regarding digital transformation and offer valuable insights and inspiration for leaders currently undertaking the journey of digital transformation.

Based on the empirical data, it is not possible to deem one action as more important than another in the context of digital transformation, as each action contributes significantly to facilitating the process. Given the nature of empirical data, the strategic actions reflect correlation rather than causation.

The empirical insights provide valuable practical guidance for leaders in managing digital transformation as a part of strategy work, which is typically discussed in a more conceptual manner. In addition, the authors identify new areas for further in-depth exploration in practice.

COVID-19 is no different. It presents us with opportunities to accelerate some changes we may already have in play, to either challenge some long-held assumptions or to think more creatively about new ways of working.

Crises almost always bring to light not only threats but also opportunities, including a chance to reflect and learn. The author of this study is never the one to waste the opportunity that externally driven change creates to learn from what she has been witnessing and to accelerate change that she was already planning, to stop some things and start others which more effectively align with the vision of the organisation.

This paper charts a course through some of the author’s thinking and actions in the digital information world over the last 30 years. Partly it is a story of “the more things change the more they stay the same” and partly a story of “overnight change which has been decades in the making”. It ends with the author’s thoughts on two opportunities that she believes we cannot afford to ignore.

This paper charts a course through some of the author’s thinking and actions in the digital information world over the last 30 years. Its premise is that COVID-19 creates a fertile ground for library and information professionals to grasp the opportunities before them to realise aspirations which have been long held.