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Grounded in the Social Exchange theory, this study focuses on the perception of digital leadership and innovative work behaviors. It also examines the complex effects of leader-member exchange, learning orientation, and innovation capabilities.

We undertake a quantitative approach using a two-wave longitudinal field survey of 440 employees and managers from various backgrounds working in the automobile industry in France.

The findings based on Structural Equation Modeling reveal that the perception of digital leadership leads to innovative work behavior while leader-member exchange moderates between the perception of digital leadership and learning orientation. The findings also support the mediating roles of learning orientation and innovation capabilities.

The study contributes important policy suggestions, raises queries for additional investigation, and suggests theoretical and practical implications for leadership and organizational environmental factors to foster innovative work behaviors in organizations.

As businesses keep investing substantial resources in developing business analytics (BA) capabilities, it is unclear how the performance improvement transpires as BA affects performance in many different ways. This paper aims to analyze how BA capabilities affect firms’ agility through resources like information quality and innovative capacity considering industry dynamism and the resulting impact on firm performance.

This paper tested the research hypothesis using primary data collected from 192 companies operating in Bangladesh. The data were analyzed using partial least squares-based structural equation modeling.

The results indicate that BA capabilities improve business resources like information quality and innovative capacity, which, in turn, significantly impact a firm’s agility. This paper also found out that industry dynamism moderates the firms’ agility and, ultimately, firms’ performance.

The contribution of this work provides insight regarding the role of business analytics capabilities in increasing organizational agility and performance under the moderating effects of industry dynamism.

The present research is to the best of the authors’ knowledge among the first studies considering a firm’s agility to explore the impact of BA on a firm’s performance in a dynamic environment. While previous researchers discussed resources like information quality and innovative capability, current research theoretically argues that these items are a leveraging point in a BA context to increase firm agility.

Through the lens of resource-based view (RBV), knowledge-based view (KBV) and DCV, this paper aims to investigate the relationship of entrepreneurial leadership (EL) on the project success (PS) and further examines the mediating effect of knowledge infrastructure capability (KIC), knowledge-based dynamic capability (KBDC) and Big data analytic capability (BDAC).

The data were collected from 467 employees working on project in software companies. The data were evaluated using SMART-PLS, a structural equation modeling (SEM) tool.

The study revealed a significant impact of EL on the PS, the study also found the significant mediation role of KIC, KBDC and BDAC on the EL and PS relationship.

The research gives valuable insight into the effective role of EL as a contemporary leadership style in project-based firms. Also, this research is one of the first to examine knowledge-oriented dynamic capabilities (DC) as a knowledge fulcrum in project execution. These DC have been empirically proven to facilitate EL in achieving PS and support the firm in competing in an uncertain environment.

This study analyzes how small French retailers are adapting their front-office to the digitalization of their business environment.

The qualitative study focuses on dynamic capabilities of 27 independent French retailers, in a wide variety of sectors.

The digitalization of small retailers does not date from the pandemic health crisis. Small retailers are willing, agile and organized to make controlled progress, ranging from the visibility on social networks to online sales with its specific logistical constraints. Even if their presence on marketplaces is trickier to implement, it represents the culmination of the digitalization process, once their online store has been launched. The digital transformation of independent retailers should be less radical than for large retailers.

By distinguishing between the concepts of adaptive, absorptive and innovative capabilities, this research highlights strong differences between small retailers, that is SMEs, and larger companies. In terms of adaptive capabilities, it confirms that small retailers are not embracing digitalization as a fad, but because of real changes in the market, and particularly in demand. In contrast to large companies, small retailers drive it more around external objectives linked to their intimate knowledge of changing customer behavior (customer centricity). In terms of absorptive capabilities, the success or failure of digital transformation weighs directly on the entrepreneur's shoulders, but is less hampered by technological legacy. Despite interviews only conducted in the Paris region, it converges with professional studies carried out on a larger scale in France. Its widespread use is certainly easier in countries at the same stage of commercial development.

In terms of innovative capabilities, independent retailers need to focus on four key areas: reinventing the in-store experience; increasing visibility on social networks; creating an online store; being present in one or two marketplaces or creating a common platform with other local merchants.

This research is one of the first to analyze the digital transformation experienced by small structures. It draws on the concept of dynamic capabilities, well-suited to technologically and commercially dynamic markets. It puts into perspective studies carried out in other countries on less diversified types of shops. Unlike other studies examining the front office, it does not exclude stores and SEO in marketplaces.

This study investigates the impact of personal, organisational and innovation capability on technological innovation and further impacts on small and medium enterprises’ (SMEs') performance during uncertainty. Moreover, the moderator role of social sustainability orientation on the relationships of technological innovation, innovation performance and organisational resilience is also examined.

A quantitative approach using 524 SME responses and Smart PLS 4.0 are adopted in this research.

The results indicate a correlation between three types of capabilities with technological innovation and further conversion to organisational resilience. Additionally, social sustainability shows a negative moderating effect between innovation performance and organisational resilience. The research findings advanced the resources-based-view (RBV) by proposing three capability dimensions as platforms for SMEs' innovation success, which later generate resilience possibilities. Specifically highlighted in this study are the personal capabilities of managers, organisational capabilities and innovation capabilities in setting business objectives and resource allocation towards economic and sustainable goals during turbulence and uncertainty.

This study investigates the role of technological innovation and innovation on SME resilience. Notably, we deploy the social sustainability orientation as moderators towards the relationship between technological innovation, innovation performance and SMEs’ resilience. SMEs employing social sustainability orientation might negatively inhibit the translation from innovation performance to SME resilience, providing novel insights into navigating uncertainty in modern business. It has no effect on the relationship between technological innovation and its consequences.

This study aims to examine the mediating role of innovation capability in the relationship between digital transformation strategy and innovation performance of microfinance institutions in Ethiopia.

Survey data were collected from 12 microfinance institutions in Ethiopia through self-administered questionnaires. Statistical analysis was conducted using structural equation modeling with AMOS and SPSS. Covariance-based structural equation modeling was used to test the study hypotheses.

Digital transformation strategy indicators such as (digitization vision, information technology integration, information technology agility and flexibility of information technology) directly affect innovation performance. The innovation capability mediates the relationship between digital transformation strategy indicator (information technology agility) and innovation performance. However, innovation capability does not have mediation effect in the relationship between digital transformation strategy remaining indicators (digitization vision, information technology flexibility and information technology integration) and innovation performance.

The study affirmed the importance of dynamic capability theory and presents noteworthy conclusions applicable to managers, stakeholders, and policymakers. It illuminates how innovation capability serves as a crucial link between digital transformation strategies and innovation performance within microfinance institutions in Ethiopia. This research enhances the current understanding of innovation capability, digital transformation strategy and innovation performance in the literature.

The study examines the role of ethical leadership in the innovative performance of employees. Further, the purpose of the study is to investigate the mediating effect of human capital and social capital on the relationship between ethical leadership and the innovative performance of employees.

The study collected primary data from 386 managerial-level employees of information technology (IT) companies in the northern region of India. Structural equation modelling (SEM) was used to analyse the data and derive the direct and indirect effects.

The findings indicate a significant positive impact of ethical leadership on the innovative performance of employees. Further, it was found that ethical leadership has both direct and indirect effects on the innovative performance of employees, where the indirect effect was mediated through intellectual capital (IC). The research confirms that IC and ethical leadership are crucial resources for fostering a knowledge-driven culture and innovative performance amongst employees.

The research has made a novel attempt to explore the interplay between ethical leadership, IC and innovative performance in the Indian context. Further, the study provides actionable strategies for business leaders to optimise business processes and encourage innovative practices amongst employees in the company.

Remote working has brought forward many challenges for employees as the phenomenon is still new for most employees across the globe. Some of these challenges may be addressed by the recent adoption of digital technologies by organizations. In this vein, our study explores the impact of digital platform capability on the creativity of employees through the mediating mechanism of explicit and tacit knowledge sharing.

The data were gathered from higher education institutes (HEIs) in a developing country, Pakistan which recently saw a major disruption during the Covid-19 pandemic. The proposed hypotheses were tested through Structural Equational Modeling (SEM) and the results confirmed our hypotheses.

The findings confirmed that the digital platform capabilities impact both tacit and explicit knowledge sharing among these remote employees. Likewise, the results also supported the mediating role of both explicit and tacit knowledge sharing on the creativity of these remote workers.

Our results are significant as they confirm the impact of digitalization on remote workers’ creativity predisposition. We thus advance the academic debate on the problems of knowledge sharing in remote working. We prove that digital capabilities outweigh the challenges created due to new forms of work driven by the pandemic. It further highlights the important areas to focus on while planning human resource policies in the new normal.

Due to the rapid development of artificial intelligence (AI) technology, increasing the use of AI in healthcare is critical, but few studies have explored the extent to which physicians cooperate with AI in their work to achieve productive and innovative performance, which is a key issue in operations management (OM). We conducted empirical research to answer this question.

We developed a conceptual model based on the ambidextrous perspective. To test our model, we collected data from 200 Chinese hospitals. One senior and one junior physician from each hospital participated in this research so that we could get a more comprehensive view. Based on the sample of 400 participants and the conceptual model, we examined whether different types of AI use have distinct impacts on physicians’ productivity and innovation by conducting hierarchical regression and post hoc tests. We also introduced team psychological safety climate (TPSC) and AI technology uncertainty (AITU) as moderators to investigate this topic in further detail.

We found that augmentation AI use is positively related to overall productivity and innovative job performance, while automation AI use is negatively related to these two outcomes. Furthermore, we focused on the impacts of the ambidextrous use of AI on these two outcomes. The results highlight the positive impacts of complementary use on both outcomes and the negative impact of balance on innovative job performance. TPSC enhances the positive impacts of complementary use on productivity, whereas AITU inhibits the negative impacts of automation and balanced use on innovative job performance.

In the age of AI, organizations face greater trade-offs between performance and technology management. This study contributes to the OM literature from the perspectives of operational performance and technology management in three ways. First, it distinguishes among different AI implementations and their diverse impacts on productivity and innovative performance. Second, it identifies the different conditions under which automation AI use and augmentation are superior. Third, it extends the ambidextrous perspective by becoming an early adopter of this approach to explore the implications of different types of AI use in light of contingency factors.

Despite the considerable hype about how Big Data Analytics (BDA) can transform businesses and advance their capabilities, recognising its strategic value through successful adoption is yet to be appreciated. The purpose of this paper is to focus on the process-level value-chain realisation of BDA adoption between SMEs and large organisations.

Resource-based theory offered the lens for developing a conceptual BDA process-level value chain adoption model. A combined two-staged regression-artificial neural network approach has been utilised for 369 small, medium (SMEs) and large organisations to verify their critical value chain process-level drivers for successful organisational adoption of BDA.

The findings revealed that organisational BDA adoption success is driven predominantly by product—and service-process-level value, with distinctive discrepancies dependent on the organisation’s size. Large organisations primarily embrace BDA for their external value chain dimensions, while SMEs encompass its internal value chain cues. As such, businesses will be advised to acknowledge their organisational dynamics and precise size to develop the right strategies to adopt BDA successfully.

The study advances the understanding of the role of internal and external value chain drivers in influencing how BDA can be successfully adopted in SMEs and large organisations. Thus, appreciating the organisation’s unique attributes, including its size, will need to be carefully examined. By investigating these elements, this research has shed new light on how developing such innovative capabilities and competencies must be carefully crafted to help create a sustainable competitive advantage.

For an organisational positioning, acknowledging the role of internal and external value chain drivers is critical for implementing the right strategies for adopting BDA. For larger businesses, resources for innovation often can be widely available compared to SMEs. As such, they can manage their costs and associated risks resourcefully. By considering the identified value-chain-related adoption success factors, businesses should be better positioned to assess their competencies while being prepared to adopt BDA.

The study offers the research and business community empirical-based insights into the strategies needed to successfully adopt big data in an organisation from a process-level value chain perspective.