Search results

The aim of this study is to provide a detailed picture of the digitalization propensity and human IT agility of Italian SMEs, verifying whether companies are pursuing coherent and reliable choices for these dimensions and whether digitalization choices affect human IT agility.

Using a POSET approach, this study constructs two nonaggregative multidimensional indicators of human information technology (IT) agility and firms' digitalization. The analysis is based on the microdata provided by ISTAT relating to 4,682 Italian manufacturing companies.

The results show the existence of a strong relationship between digitalization propensity and human IT agility. However, the analysis shows that companies are characterized by a low level of digitalization propensity and human IT agility. At the same time, the findings highlighted that the managerial choices adopted by companies appear to be inconsistent with respect to the two multidimensional indicators.

This study has important implications for managers and policymakers by suggesting acting specific policies to promote a better implementation of digitalization that considers the key role of human IT agility.

This study contributes to the existing literature on organizational agility and digitalization by providing a detailed picture of the Italian manufactured SMEs. At the same time, the POSET approach allows to aggregate a lot of information in one or more indicators without neglecting the value of each dimension faced with the extreme heterogeneity of companies' profiles.

Nearly 200 Business Roundtable CEOs have recently pledged to run their companies for the long-term benefit of all of their stakeholders, including the communities where they operate. This article explores the central role of dynamic managerial capabilities in allowing organizations to fulfill their social mission, which involves fostering socioeconomic inclusion of disenfranchised members of society.

We draw on research in management, international business, and entrepreneurship to articulate why organizations need dynamic managerial capabilities to reconfigure organizational resources and practices for the pursuit of a social mission.

This article brings out how each dimension of dynamic managerial capabilities – human capital, social capital, and cognition may influence this pursuit. It also provides suggestions on how to develop these capabilities.

We contend that organizations need dynamic managerial capabilities to address the complex and dynamic interactions between the organizations and structural forces in the society perpetuating exclusion. Such capabilities are not built in but can be developed.