Search results

With the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation.

We conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles.

Our conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation.

This study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

Achieving project performance goals in extremely resource-constrained environments, such as those of social enterprises, is challenging. These organizations often employ bricolage – making the most of available resources – to navigate challenging landscapes. This study aims to understand how bricolage capabilities enhance or attenuate organizational project outcomes in resource-constrained social enterprises.

An exploratory survey was conducted to understand project management practices in Canadian social enterprises. Established scales were used to measure constructs with confirmatory factor analysis, and linear regression was employed to analyze relationships.

The study provides empirical evidence of the positive influence of bricolage on organizational project performance, with a crossover interaction observed for moderators – entrepreneurial leadership and project management capabilities. While project capabilities strengthen the positive impact of bricolage capabilities on project performance, entrepreneurial leadership has the opposite effect.

The insights from this study offer an initial roadmap for project managers for effective resource acquisition and utilization through bricolage, ultimately enhancing project management effectiveness in resource-constrained environments.

Despite the crucial role of bricolage capabilities in resource-constrained environments, the project management literature has largely neglected this concept. It is unclear how organizations use bricolage to manage projects. This lack of understanding challenges organizations, hindering their ability to apply bricolage consistently and thoughtfully in managing projects. Our study provides a deeper understanding of how bricolage facilitates project performance and enriches our understanding of it as an effective resource mobilization strategy within social enterprises.

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.

The purpose of this study is to examine the role of dynamic capabilities for improvement of competitiveness of the organizations through enhancement of internationalization performance. The study would also try to assess if there is any moderating impact of leadership abilities of the entrepreneurs to impact internationalization performance of the organizations.

This study has reviewed various kinds of literature related to competitiveness, international marketing, dynamic capabilities, entrepreneurship and leadership support. This study also used a dynamic capability view to develop a research model. This model was validated using the partial least squares structural equation modeling technique to analyze data from 303 respondents from European and Asian organizations.

The study found that dynamic capabilities have considerable influence on the competitive international performance of organizations, and entrepreneurs’ leadership ability has a significantly moderator impact on the relationship between dynamic capabilities and international performance of organizations.

The study uncovers the impacts of dynamic abilities on the competitiveness and internationalization performance of the organizations. This study also provided valuable insights about the importance of entrepreneurial leadership ability for improving the internationalization performance of the organizations. This study also highlighted the significance of investing on improving dynamic abilities of the organizations to improve their internationalization performance as well as their competitiveness.

This study has contributed to the prevailing literature on entrepreneurship, leadership capability, competitiveness and dynamic capabilities. Few studies have focused on how dynamic capabilities affect the competitiveness and international performance of organizations. Also, studies are scant to understand if the entrepreneur’s leadership ability has any moderating impact on the relationship between an organization’s dynamic capabilities and its international performance. Therefore, this study aims to investigate these gaps.

This research aims to investigate the impact of servant leadership on knowledge management and its subsequent connection to cost-saving innovation. The study further explored these relationships by examining the mediating roles of innovation capabilities and technological volatility.

The research is applied in purpose and employs a descriptive-survey method for data collection. It follows a qualitative-quantitative approach, utilizing expert interviews in the qualitative phase. The sample consists of 35 managers and expert professors with knowledge management experience in universities and high-tech industries, selected through the snowball method. Data collected from Iranian organizations were analyzed using AMOS software.

The results revealed a positive correlation between servant leadership and knowledge management. Knowledge management demonstrated a significant positive relationship with cost-saving innovation. Additionally, technological volatility and innovation capabilities were identified as crucial factors influencing the connection between knowledge management and innovation, particularly in promoting frugality.

While this research provides a comprehensive model, it acknowledges specific limitations that warrant further investigation. The study predominantly focused on Iranian organizations, suggesting an opportunity to broaden its scope to include diverse organizational perspectives from various cultural and geographical contexts. Moreover, a promising avenue for future research involves exploring entrepreneurial orientation as a potential mediating variable. Given its significant impact on organizational dynamics, introducing entrepreneurial orientation could enhance our understanding of its effects on both knowledge management and the promotion of frugal innovation. This expansion may illuminate the intricate interplay between entrepreneurial orientation, knowledge processes and innovative practices, contributing to a more sophisticated discussion on effective organizational strategies.

This paper’s purpose is to challenge the traditional assumption in leadership studies that leaders’ traits and capabilities impact effectiveness irrespective of the environment in which they operate. We identify the cognitive capabilities (CCs) of moral leaders that increase their efficacy in turbulent environments. To identify these capabilities, we integrate the strategic management literature on dynamic managerial capabilities (DMCs) into the field of moral leadership. We explore the micro-foundations of DMCs—that is, the CCs of moral leaders that underpin their abilities to sense and seize opportunities and reconfigure organizations—and show that CCs are effective in environmental turbulence.

We review 74 articles on moral leaders—including ethical, authentic, and servant leaders—and analyze their CCs that enable effectiveness in turbulent environments.

Moral leaders sense opportunities by drawing on their CCs for attention and perception. They seize opportunities with intuitive moral judgment and conscious moral reasoning, and by considering diverse perspectives and followers’ needs when problem solving. They reconfigure with vision-inspired storytelling, collaboration, and trust-building among stakeholders.

Organizations should use coaching, mentoring, and training to develop the CCs of moral leaders, and institutionalize these skills in their organizations.

We illustrate that the environment is an important determinant of the effectiveness of moral leaders’ capabilities. By integrating the DMC literature into the moral leadership field, we identify the distinctive CCs of ethical, authentic, and servant leaders that make them effective in turbulent environments.

The purpose of this conceptual paper is to explore the role of strategic leadership under conditions of uncertainty and unpredictability. The authors argue that highly improbable, but high-impact events require the upper echelons of management, traditionally the custodians of strategy formulation to offer a new kind of strategic leadership focused on new mindsets, organizational capabilities, more in tune with high uncertainty and unpredictability.

Drawing on strategic leadership, and complexity leadership theory, the authors review the literature and present a conceptual framework for exploring the nature of strategic leadership under uncertainty. The authors conceptualize organizations as complex adaptive systems and discuss the imperatives for developing new mental models for emergent leadership.

Strategic leaders have a key role to play in preparing their organizations for episodic disruptions. These include developing their adaptive capabilities and building resilient organizations to ensure their organizations cannot only bounce back after a disruption but have the capacity for transformation to new fitness levels when necessary. Strategic leaders must engage with complexity leadership by seeing their organizations as complex adaptive systems, reconfigure their leadership approaches and organizations to build strategic adaptive capability.

This is a conceptual paper and the authors cannot make any claims of causality.

Organizational leaders need to reconfigure their mental models and leadership approaches to reflect the new normal of uncertainty and unpredictability. Developing the strategic adaptive capability of organizations should prepare them for dealing with high impact events. To assure business continuity in the face of disruptions requires building flexible, adaptable business models.

The paper focuses on how managers can offer strategic leadership for a new normal that challenges some of our most cherished leadership and strategic management paradigms. The authors explore the new mental models and leadership models in an era of great uncertainty.

Drawing on the Job Demands-Resources (JD-R) theory, the primary goal of this study is to conceptualise and empirically validate a theoretical framework that explains the process by which digital job resources influence the innovative work behaviour of technological professionals. Specifically, this study aims to examine the impact of digital job resources, especially digital training, and digital communication, on employee digital engagement. Furthermore, it investigates the influence of digital engagement on digital leadership and the effect of digital leadership on innovative work behaviour. Lastly, the study examines whether digital engagement and digital leadership serially mediate the relationship between digital job resources and innovative work behaviour.

Data were collected from full-time technological professionals using multiple sampling techniques. A total of 307 samples were utilised for the final data analysis. Partial Least Squares Structural Equation Modelling (PLS-SEM), employing SmartPLS 4.0, was used to test the study hypotheses.

The findings of this study emphasize that digital engagement and digital leadership are pivotal in mediating the impact of digital communication on technological professionals' innovative work behaviour. Specifically, our results show that digital communication significantly shapes the digital engagement of these professionals. Digital engagement, in turn, positively influences digital leadership, which then fosters technological professionals’ innovative work behaviour. Notably, both digital engagement and digital leadership serve as mechanisms that link digital communication and innovative work behaviour. Contrary to our initial expectations, the study finds that digital training neither directly affects digital engagement nor has an indirect effect on innovative work behaviour.

The present study is distinct in offering a theoretical framework outlining the steps through which digital resources influence technological professionals' digital engagement, digital leadership capabilities, and their innovative work behaviour. Prior studies have predominantly focused on antecedents of innovative work behaviour, with an emphasis on individual characteristics and organisational environmental factors. There is limited research exploring how, or even if, digital job resources – such as digital training and digital communication – affect employees’ innovative work behaviour. Additionally, the examination of the interrelationship between digital engagement and digital leadership is notably lacking in existing literature. Much of the research has instead probed the converse relationship: how leadership styles impact employees' engagement. Lastly, this research is among the pioneering efforts to consider the serial mediating role of digital engagement and digital leadership between digital job resources and innovative work behaviour, a topic that remains underrepresented in academic discourse. This study addresses these gaps.

The study aims to explore dynamic capabilities such as innovation, entrepreneurial leadership, absorptive capability, and the dimension of entrepreneurial orientation in the handicraft sector to enhance supply chain resilience and innovation during unprecedented times. This study also used innovation as a mediating construct and supply chain orientation as a moderating construct.

We gathered data from the handicraft sector in the Uttar Pradesh (UP) in India using a pretested questionnaire. We used variance-based partial least squares structural equation modelling (PLS-SEM) to test our research hypotheses.

Our study indicates that to enhance innovation and improve supply chain resilience, firms should focus on developing dynamic capabilities such as entrepreneurial leadership, absorptive capacity, artificial intelligence (AI), innovativeness, risk-taking ability, and protectiveness. The study highlights the significant role of dynamic capabilities in the handicraft sector during times of crisis, enabling innovation and resilience to risk.

The study highlights the significant role of dynamic capabilities in the handicraft sector during times of crisis, enabling innovation and resilience to risk.

This study provides significant insights into the current understanding of dynamic capability theory and supply chain orientation and expands upon the existing literature in this field. It comprehensively analyses the latest research and advances knowledge in this area.

Given innovation's significance, this research examines the link between empowered leadership and frugal innovation. The research also explores how collaborative cultures and organizational commitment mediate empowered leadership's effect on frugal innovation.

Quantitative method is used with the approach of hierarchical regression to test the hypotheses with data obtained from Pakistani small- and medium-sized enterprises (SMEs) through the questionnaire from 288 participants.

The results of this study show that empowered leadership has a considerable impact on the firm's capacity for frugal innovation. Additionally, this study shows that organizational commitment and collaborative culture significantly moderate the association between empowering leadership and frugal innovation.

Future studies should examine mediating factors, including employment experience, education and perceived organizational support, and moderating variables like employee psychological empowerment and leadership styles.

This research advises SMEs in developing nations to utilize frugal innovation since they cannot afford to spend extensively on technologies that add creativity and innovation to goods and services.

This study advances how leadership both directly and indirectly helps organizations strengthen their capacity for frugal innovation through the mediating roles of collaborative culture and organizational commitment.