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This study aims to examine the impact of China's “Manufacturing and Internet Integration Development Pilot Demonstration Project” (MIP) policy on the digital transformation (DT) and labor structure optimization (LSU) of manufacturing enterprises, reveal the relationship between DT and LSU at the micro level and investigate the mechanism between them.

This study employs MIP as a quasi-natural experiment and develops a time-varying difference-in-difference (DID) model based on a sample of 2,445 Chinese A-share listed manufacturing enterprises in the Shanghai and Shenzhen markets from 2013 to 2021.

The implementation of MIP significantly increases DT by 0.4366 and optimizes LSU by 0.0507. By enhancing the two mediated variables of organizational learning inputs (SI) and employees' personal digital cognition (PDC), DT can optimize the LSU of pilot enterprises by 0.035 and 0.034, according to the results of the mechanism analysis. The study also reveals that the impact of MIP on LSU is highly heterogeneous. With effects of 0.0691 and 0.0632, the optimization effect is more pronounced in state-owned firms and firms with low ownership concentration, respectively.

This study demonstrates the dual effects of the MIP pilot on DT and LSU. In addition, this study pioneers research on the significance of optimizing the labor structure through SI and PDC on the basis of DT, which provides an empirical foundation for the Chinese Government to expand the scope of MIP pilots and revise policy content, as well as for manufacturing enterprises to upgrade the labor structure.

The purpose of this paper is to examine the role of capacity building in reverse mentoring as an enabling routine in bringing about changes in cognitions and capabilities for strategy formulation/implementation and organisational change.

This paper is based on an action research case study of a reverse mentoring initiative for digital transformation in a large metal multinational based in India. The capacity-building action research was carried out during a consultancy project.

Top management team (TMT) change does not always provide the route to change in managerial cognition. Sometimes the TMT has to develop cognitive changes and new cognitions through learning and engage in way-finding to formulate/implement a strategy. Such learning requires routines, here digital reverse mentoring with capacity-building intervention, to enable development of personal knowledge (Eraut, 2000), along with cognitive changes, leading to development of capabilities. Such capacity-building routines serve as the enabling processes that facilitate learning and cognitive change.

This study demonstrates the value of enabling process routines to facilitate learning and cognition change in bridging strategy implementation and change. It also suggests the need to look at a strategy as way-finding in order to better understand the gap between strategy formulation, implementation and change.

The study suggests the need for development of learning and cognition change routines as enabling processes in firms and provides insights into how old economy firms may adapt to digital era.

This study documents the routine of digital reverse mentoring as an enabling process for strategy development/implementation.

There is evidence that spirituality at the workplace has positive effects on work outcomes, and there are different models conceptualizing the construct. To date, there is no discussion highlighting how digitalization is affecting workplace spirituality and vice versa. The present review tries to close this gap by discussing the psychological dynamics in light of digitalization and spirituality in the context of work.

This is a conceptual discussion based on an extensive narrative review. The conceptual design is further tested with a real-life case study.

The result is a model that may guide future research, which consists of the four highly interdependent domains, namely psychology (with the dimensions of emotion, cognition and behavior), digitalization (with the dimensions of platforms, data and algorithms), spirituality (with the dimensions of meaning, self-transcendation and belonging), as well as the workplace (with the dimensions of work tasks, location, community and culture and values). The discussion includes implications for the future of work, suggestions for management decisions and potential future research directions.

To date, there are many discussions about digital transformation and a limited amount of them have invested in analyzing psychological dimensions. The application to spirituality and the workplace – especially when the two are combined – is almost wholly absent, which makes the present discussion both innovative and original.

For start-ups or growing firms, to effectively navigate the unpredictable nature of digital development and achieve superior innovative performance, it is crucial to have a workforce comprised of creative and innovative employees. Drawing upon the principles of social information processing theory, this study aims to investigate whether specific combinations of organizational internal and external environments, as well as work characteristics in the digital age, can foster a high level of employee innovative behavior.

By collecting a multilevel and multisource data set comprising 693 employees and 88 CEOs from 88 start-ups or growing firms, this study used fuzzy-set qualitative comparative analysis to examine the distinctive configurations associated with achieving a high level of employee innovative behavior.

The study found that six solutions enabled employees to innovate more effectively, but six solutions led to the absence of employee innovative behavior.

The findings of this study offer important theoretical and practical implications to motivate employee innovative behavior in Chinese enterprises.

First, this study contributes to the literature on employee innovative behavior by addressing the need to explore the impact of the digital context on promoting innovation among employees. Second, this study adds to the existing literature on employee innovation and entrepreneurship by examining multiple organizational contexts and their influence on innovative behavior. Third, this study makes a significant contribution to the field of employee innovative behavior by examining the macroenvironment surrounding digital transformation within enterprises and integrating both internal and external organizational factors.

The purpose of this paper is to discuss how enterprises can effectively perceive and use the digital opportunities brought about by digital technologies and dynamic environments and how they can enhance their capabilities to realize digital transformation and adapt to the development of the digital economy era.

Based on the windows of opportunity theory and strategic cognition theory, this paper conducts an empirical analysis of the questionnaire data of 268 enterprises and discusses the influence of external windows of opportunity and internal windows of opportunity on the digital transformation of enterprises, as well as the action mechanism of strategic cognition and entrepreneurship.

The results show that both the external windows of opportunity and the internal windows of opportunity have significant positive effects on the digital transformation of enterprises. Strategic cognition plays a partial mediating role in the external windows of opportunity and the internal windows of opportunity influencing the enterprise digital transformation process. Entrepreneurship plays a positive regulatory role in the process of external windows of opportunity and internal windows of opportunity influencing strategic cognition.

This paper deepens the relationship between internal and external windows of opportunity and enterprise digital transformation and contributes a new theoretical cognition. This paper integrates the strategic cognition theory to clarify the complex process mechanism of digital transformation using external situational opportunities and internal capabilities. This paper introduces entrepreneurship into the path mechanism of digital transformation and expands the characteristics of the study of digital transformation antecedents to the individual level within the enterprise.

Digital transformation (DT) has had a profound impact on how services are delivered, but its effects on service frontline employees in crisis have yet to be examined. Using conservation of resources theory, the purpose of this study is to empirically test the overall effects of DT within service organisations on service employees’ beliefs with respect to crisis preparedness, life satisfaction and customer orientation. It also examines the moderating effects of crisis-related anxiety and job experience on these relationships.

This study’s hypotheses were tested quantitatively with an online survey of N = 592 frontline service employees working in hospitality and retail services organisation during the crisis of the COVID-19 pandemic. Structural equation modelling was used to analyse the data. A post-hoc study of customer-facing supervisors (N = 268) was conducted to validate the study findings and establish generalisability.

DT predicts service employees’ beliefs regarding crisis preparedness. In turn, crisis preparedness increases life satisfaction and customer orientation. Moreover, crisis-related anxiety negatively moderates the relationship between DT and crisis preparedness. Post hoc analyses validate the results derived from service employees’ data. Surprisingly, there is no significant relationship between crisis preparedness and life satisfaction for supervisors/managers with low job experience.

This study makes an empirical contribution to the service management literature by examining the impact of DT on service employees’ beliefs with respect to crisis preparedness that subsequently influences their life satisfaction and ability to remain customer oriented during a crisis. It highlights an important intersection between technology and service work in terms of a transformative impact of DT on service employee outcomes during crises.

This study investigates the role of source familiarity in moderating the effect of service adaptive behavior (SAB) on customer satisfaction. Applying the accessibility–diagnosticity framework and situated cognition theory as the theoretical basis, this research hypothesizes that when customers are familiar with the source that provides the service (i.e. brand familiarity for Study 1 and personal familiarity for Study 2), customer satisfaction responses to SAB would be more moderate than when customers are not familiar with the source. Two studies were conducted to test the hypotheses.

Two experiments manipulating SAB and the brand name familiarity (Study 1) and personal familiarity with the service staff (Study 2) as the source familiarity were conducted. Customer satisfaction as a function of source familiarity was measured to test the hypothesis that source familiarity moderates the relationship between SAB and customer satisfaction.

Compared to unfamiliar sources, familiar sources generated a more moderate response in customer satisfaction as a function of SAB. High familiarity with the brand and service staff induced top-down, memory-based processing that overrides external stimuli as the basis of satisfaction judgment; bottom-up, stimulus-based processing relying on SAB for judgment kicked in only when the source familiarity is low.

From a practical point of view, this study indicates the importance of SAB, especially for brands with low awareness, and alludes to the comparative importance of relationship building in service delivery processes.

This study contributes to the literature by validating the role of contextual factors in influencing the impact of SAB on customer satisfaction.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This research paper explores how digital reverse mentoring helped to overcome cognitive inertia in traditional industry top management teams (TMT) that lacked technology skills. The marked transformation of the Indian firm's digital capability arrived through challenging the TMT's ingrained hierarchy-based norms. Effective knowledge transfer was achieved once these sticky power barriers to participation were neutralized. Subsequently, numerous digital initiatives worth millions of dollars in value were designed and implemented. It was personal knowledge of technology – rather than explicit codified knowledge – that powered these digital solutions.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.