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The purpose of this paper is to study the properties of derived grey verhulst prediction model with multiplication transformation and reduce its modeling complexity.

The paper discussed the parameter characteristics of grey derived verhulst model under multiple transformation, and demonstrated its effect on its simulative value and predictive value by investigating the multiple transformation acting on the raw data sequence of this grey model. The parameter characteristics of this model under multiple transformations and its effect of the simulation value and forecasting value are analyzed by studying the properties of multiply transformation of this model.

The research finding shows that the modeling accuracy of derived grey verhulst model is in no relation to multiple transformations.

The above results imply that the data level can be reduced; the process of building derived grey verhulst model can be simplified; but the simulative and predictive accuracy of this model remain unchanged.

The paper succeeds in realising the properties of derived grey verhulst model by using the method of multiplication transformation, which is helpful to understand the modeling mechanism and expand the application range of derived grey verhulst model.

There is only scarce research about the transformation of e-HRM in general, and of the e-recruiting function in particular. Further, there is not much known of the transformational implications for the related people, process, and information technology (IT). The paper aims to discuss these issues.

To analyze the transformation of e-recruiting caused by external influences outside of the organization, the authors report the results of an eight-year case with a media corporation in order to derive and describe five consecutive steps of an e-recruiting transformation model.

The paper comes up with five stages (transformation of tools, transformation of systems, transformation of workflows, transformation of tasks, and transformation of communication), each influenced by external developments and market tendencies (War for Talent, increasing number of applications, job market switch, globalization of job market, changing communication behavior).

This research contributes to literature by explaining the drivers of an e-HRM transformation and the different stages of this transformation process differentiated by the affected people, processes, and IT. However, it only observes the transformation in one company, hence the transformation of further e-HRM functions in other companies might differ.

The paper highlights both the transformation of e-recruiting and for the related people, processes, and IT, so companies could observe their current status of e-recruiting transformation.

This paper represents the first longitudinal approach observing the transformation of e-recruiting by describing different stages and external influences.

The purpose of this paper is to propose a leagile transformation model for product development that guides manufacturers in the construction of a road map and the management of its deployment in line with both lean and agile improvement objectives.

An intervention qualitative and transformative research approach was adopted in order to develop required knowledge to theorise professional practice made from rigorous observations of facts. The research project took place over a period of two and a half years, in partnership with an international firm that develops and produces a wide range of luxury products.

The application of the methodology proved that a lean transformation does not have to be generated only by the field needs but it can follow a mixed approach where a top-down transformation management linked with strategic objectives is deployed without compromising implication and needs from people on the field. The right balance can be found between the strategic aspect of transformation and the incremental aspect on the field of lean paradigms.

For complete validation and widespread scientific application, the model should be tested in other sectors and industries.

The application case of the leagile model in several divisions of a luxury organisation proved that the proposed approach can be used as a guide for manufacturer in the construction of an improvement road map and in the management of its deployment. The application cases enabled a number of positive results to be generated and measured on quantitative indicators such as service ratio for new products for which, one of the divisions saw an increase of 30 per cent. The approach created a positive revolution among development team members by its potential in terms of communication, steering, benchmarking and knowledge system.

The model supports the identification and prioritisation of improvement initiatives by focusing on the levers for improvement that meet the needs and objectives of transformation, as well as the organisation’s maturity level.

The purpose of this study was threefold: to trace the extent to which digital transformation strategies are being implemented in organizations; to statistically measure, validate, predict and examine how digital leaders perceive a synthesized digital transformation model (DTM); and to explore whether leaders with different demographic characteristics perceive the DTM similarly.

The study authors surveyed 778 leaders/managers from the United Arab Emirates (UAE) to assess the synthetized DTM consisting of four dimensions and nine perception constructs that represent how leaders manage employees in a digital environment. The survey questions were adapted from the 2014 Westerman leading digital book published in Harvard business press.

The general findings revealed that UAE organizations that were already in the digital transformation stage before COVID-19 reacted and responded extremely quickly to speed up the implementation of their respective digital transformation strategies. We concluded that our proposed and synthetized DTM is valid and predictable, and can be adapted to trace the stages of digital transformation by leaders. A positive relationship was found between the DTM’s four dimensions and their related constructs as perceived by the leaders, regardless of differences in their demographic characteristics.

The synthesized digital transformation model is unique in that the authors believe there is no other research that purports to synthesize, validate and correlate using the digital transformation campus dimensions and its related constructs, reflecting leaders' perceptions toward adopting this campus. As well, this is the first UAE study to explore and compare the perspectives of leaders on their digital practices after COVID-19 in a country that has an established IT infrastructure.

This chapter develops an asymptotic theory for a general transformation model with a time trend, stationary regressors, and unit root nonstationary regressors. This model extends that of Han (1987) to incorporate time trend and nonstationary regressors. When the transformation is specified as an identity function, the model reduces to the conventional cointegrating regression, possibly with a time trend and other stationary regressors, which has been studied in Phillips and Durlauf (1986) and Park and Phillips (1988, 1989). The limiting distributions of the extremum estimator of the transformation parameter and the plug-in estimators of other model parameters are found to critically depend upon the transformation function and the order of the time trend. Simulations demonstrate that the estimators perform well in finite samples.

This research aims to develop a strategic planning model for developing, monitoring and evaluating digital and sustainable transformation initiatives in organizations. The purpose of this model is to provide a useful tool for managers and practitioners in the field of digital transformation.

This research draws on the soft systems literature and combines the reference models of the balanced scorecard and the logical framework approach to develop the model. The model identifies the key dimensions to be considered in the planning, monitoring and evaluation phases of a digital transformation initiative

This research makes important theoretical and practical contributions to the literature on digital transformation. This study enriches the literature and proposes a model that is useful both in the strategic planning phase and in the ex-post evaluation. The model identifies the key dimensions to be considered in the planning phase of a digital transformation initiative and describes the dimensions to be taken into account when monitoring the development of the initiative and the final evaluation of the impact achieved.

This model is original in its approach, as it draws on the soft systems literature and combines the reference models of the balanced scorecard and the logical framework approach. The model provides a useful tool for managers and practitioners that has normative and prescriptive value. The research makes important contributions to the literature on digital transformation by proposing a model that considers both the theoretical and practical aspects of digital transformation initiatives.

The goal of this work is to evaluate how digital transformation disclosure in corporate news and press releases affects stock prices. We examine American and Chinese companies from the energy and industry sectors for two periods: pre-COVID-19 and during the COVID-19 pandemic.

To estimate the effects of disclosure of information related to digital transformation, we applied the bag-of-words (BOW) method. As the benchmark dictionary, we used Kindermann et al. (2021), with the addition of original dictionaries created via Latent Dirichlet allocation (LDA) analysis. We also employed panel regression analysis and random forest.

For USA energy sector, all aspects of digital transformation were insignificant in pre-COVID-19 period, while sustainability topics became significant during the pandemic. As for the Chinese energy sector, digital strategy implementation was significant in pre-pandemic period, while digital technologies adoption and business model innovation became relevant in COVID-19 period. The results show the greater significance of digital transformation aspects for industrials sectors compared to the energy sector. The result of random forest analysis proves the efficiency of the authors’ dictionary which could be applied in practice. The developed methodology can be considered relevant.

The research contributes to the existing literature in theoretical, empirical and methodological ways. It applies signaling and information asymmetry theories to the financial markets, digital transformation being used as an instrument. The methodological contribution of this article can be described in several ways. Firstly, our data collection process differs from that in previous papers, as the data are gathered “from investor’s point of view”, i.e. we use all public information published by the company. Secondly, in addition to the use of existing dictionaries based on Kindermann et al. (2021), with our own modifications, we apply the original methodology based on LDA analysis. The empirical contribution of this research is the following. Unlike past works, we do not focus on particular technologies (Hong et al., 2023) connected with digital transformation, but try to cover all multi-dimensional aspects of the transformational process and aim to discover the most significant one.

Under the influence of the digital economy, the digital transformation of manufacturing enterprises has attracted widespread attention from scholars at home and abroad due to its uniqueness and importance. However, the existing literature is still deficient in the inner mechanism of digital transformation and lacks research on the digital transformation process. Through in-depth interviews and rooted theory, this paper focuses on the key factors of digital development of manufacturing enterprises and constructs a model of the digital transformation process.

This paper takes China's manufacturing enterprises as research projects. First, through a literature search, the authors proposed three key factors for constructing sustainable competitiveness from digital transformation, that is, core technology innovation, business model re-engineering and organizational structure optimization. Second, the authors adopted the grounded theory approach to identify three sustainable competitive factors of manufacturing enterprises resulting from digital transformation and constructed a theoretical model. Third, based on Chinese manufacturing enterprises data, the authors used an empirical study to validate the three influencing factors. Finally, the authors identified the inner mechanism of the digital transformation of enterprises and put forward suggestions for enterprises to maintain sustainable competitiveness.

First, based on the existing literature, this paper identified the importance of digital transformation of manufacturing enterprises, and the essence of digital transformation of manufacturing companies was found to lie in the change in the combined effect of technological, market and organizational innovation. Second, based on the grounded theory, through in-depth interviews with manufacturing enterprises on digital transformation and open coding of interview transcripts, it was concluded that the key factors for the digital transformation manufacturing companies are core technology change, business model re-engineering and organizational structure optimization. Third, based on a dynamic perspective, the authors evaluated and validated digital transformation. The study found that manufacturing enterprises can improve their digital transformation capabilities through the trajectory of “core technology change – business model re-engineering – organizational structure optimization” to improve their sustainable competitive advantage.

Firstly, this study proposed three key factors for constructing sustainable competitiveness from digital transformation, that is, core technology innovation, business model re-engineering and organizational structure optimization, which enriched the theory of transformation and upgrading. Secondly, this study constructs the structural equation model of digital transformation and discovers the key factors pf digital transformation.

This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three‐legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model.

An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders.

All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations.

Because of the small sample size, the generalisability of the results is somewhat limited.

The results may useful to both researchers and practitioners, whether they are involved in the study or in the re‐organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration.

Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in‐depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context.

This study aims to propose a novel maturity model development framework based on design science theory utilizing qualitative and quantitative methods for empirical evidence and develops a descriptive digital transformation maturity model by using the proposed framework.

Design science theory is deeply explored and extended to propose a novel maturity model development approach, including robust and rigorous validation processes. Thus, three consecutive discussion sessions and evaluations with experts are carried out iteratively to evolve and saturate the efficiency and utility of the maturity model, and consensus among experts at each session is validated by the intra-class correlation (ICC) coefficient. Furthermore, the Wilcoxon signed rank test is utilized to test whether there is a difference between consecutive sessions. Finally, prototype testing as a pilot study and two case studies in the manufacturing industry are carried out to validate the applicability of the developed maturity model.

A 3-phase maturity model development framework that includes the activities and outcomes in each phase emerge based on the design science theory. The comparative literature analysis and discussion sessions resulted in six dimensions, ten sub-dimensions, 39-capability items that circumscribe the digital transformation concept and five maturity levels that demonstrate conceptual consistency and a measurement tool for self-assessment. In addition, prototype testing and case studies show that the developed maturity model can measure the company's maturity level. Finally, it is proven that the digital transformation maturity model is developed by following the proposed maturity model development framework.

The maturity model draws a framework for practitioners that facilitate an initial roadmap and enhance the adoption rate, and it motivates the practitioners for frequent and efficient assessments, thus helping the continuous improvement of the digital transformation journey.

The originality of this paper lies in proposing a novel maturity model development framework based on design science and presents the activities and validation methods for this purpose. Furthermore, a comprehensive and rigorously validated digital transformation maturity model is developed based on the proposed framework.