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The purpose of this study is to contribute to firms’ capabilities of digital transformation through the identification of strategies for digital decoupling and recoupling.

This paper reports from multiple studies using a combination of methods such as case studies and clinical studies. The method of analysis involves the revisiting of vignettes from interactions with practitioners with the purpose of analyzing patterns in responses to digital transformation.

The findings consist of four strategies used by organizations and individuals in the decoupling of digital from their existing operations. Digital decoupling affords the organization the possibility of remaining largely unaffected by digital transformation. The authors also present four digital recoupling strategies that are used to succeed with digital transformation.

This study is limited by the analytical approach of drawing from multiple previous studies. The research implications consist primarily of a contribution to a better understanding of why and how digital transformation is constrained.

The four strategies of digital decoupling can be used to identify behavior in organizations that limit digital transformation. The four strategies of digital recoupling can be used to instigate a more successful digital transformation.

According to the authors’ knowledge, this study is the first to identify digital decoupling strategies as a micro-foundation for organizational resistance to digital transformation.

Prior to the COVID-19 pandemic, project management was undergoing gradual shift and moving from traditional ways of working toward embracing digitization. The COVID-19 pandemic accelerated this transformation. This paper highlights the importance of digital project management (DPM), its adoption of digital technologies, the changing role of digital project manager, significant and abrupt swing in the rise of virtual teams and the benefits and challenges of remote project teams. This paper aims to discuss the latest development in project management and to lay out the rationale why DPM is here to stay even after the pandemic.

The author has based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and analyzing data from a project management consultancy.

The pandemic accelerated the digitalization of project management including the adoption of digital tools and technologies, embracing an agile approach to implementing projects; working collaborative in remote teams; and breaking traditional barriers of geography, time zones and fundamentally how project teams collaborate.

Project management is being digitized, changing how teams work. Fueled by the pandemic, DPM accelerated its momentum. The rate of adoption is likely to be strong after the pandemic. Organizations and individuals should consider embracing DPM but with the full knowledge of both benefits and challenges.

DPM is still in its early days even though the COVID-19 pandemic accelerated its use. Today and likely after the pandemic, organizations and people are increasingly embracing digital technologies, remote teams and agile project management approaches to project management. It is likely that in the foreseeable future, nearly all project managers will be digital project managers, giving rise to the importance of understanding the challenges and benefits and building the digital skills for both individuals and organizations.

The purpose of the research is to determine perspectives and spheres of application of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems in the interests of improvement of the healthcare system.

The methods of systemic, problem, logical, and structural & functional analysis and the methods of modeling of economic processes and systems and formalization are used.

It is shown that the most perspective innovational managerial technologies include digital marketing, digital collection of feedback, digital selection of models of managerial decisions, intellectual technologies of decision support, and digital monitoring and control over making and implementation of managerial decisions. The spheres of application of digital technologies in the sphere of digital medicine include collection of feedback from patients, collection of feedback from medical workers, usage of successful experience of other medical organizations, automated selection of managerial decisions, automated selection of the optimal decision of the existing alternatives according to the set criteria, and electronic reports of medical organizations and its administration.

Wide opportunities of usage of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems are determined; they allow improving the healthcare system. These technologies could be applied at all stages of the process of making of managerial decisions. A conceptual model of application of innovational managerial technologies of decision-making in the sphere of digital medicine in modern business systems is developed.

The purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.

The study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.

Drawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.

The main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.

The results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.

The model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

The paper aims to provide comparative empirical evidence on young people neither in employment nor in education and training (NEET-youth) under the influence of the digital divide, education and sectoral growth across the EU regions, with a focus on the transition patterns followed over time by EU regions in bridging the digital divide and their specific implications on school-to-work transition (STWT).

Firstly, five variables on Internet usage activities are aggregated into an index of E-skills. Secondly, linear dynamic panel data regression models are used to explain the influence of various factors on regional rates of NEET-youth, with or without grouping regions upon the digital divide in relative terms.

Advanced digital literary skills are found to have a stronger effect on the STWT than the basic ones. The growth of employment in specific economic activities like “Information and Communication” enhances STWT, but only when considering regional differences in the digital divide and E-skills as well. However, the negative effect of deprivation and low educational attainments on STWT is offset by a low level of the regional digital divide. In addition, more R&D expenditure in higher education is necessary to compensate for the effect of the digital divide on the STWT.

On brief, the policy implications are twofold. Firstly, regions will need to focus more on reducing the digital divide, because it will not only generate positive effects for STWT but will also enhance the positive impact of education and sectoral growth on STWT and even compensate for their low progress. Secondly, in the context of the EU single market, to better address the situation of young people, regions should monitor the relative progress in bridging the digital divide and improving E-skills, with respect to the other EU regions. Improving the relative position on the EU map of E-skills increases the effectiveness of regional policies targeting the STWT.

The originality of the paper lies in the regional approach to the relationship between STWT and the digital divide, which allows us to derive new policy measures for the EU regions. Other innovative contributions rely on the identification of (1) transition patterns that region follow over time in improving STWT while bridging the digital divide and (2) policy measures addressing the NEETs in the context of the regional digital divide.

The purpose of this paper is to present a detailed plan of research on the information architecture of digital library websites.

The research plan was prepared on the basis of a critical analysis of the scientific literature concerning the areas and criteria for the analysis and evaluation of the information architecture of digital resources. The evaluation criteria selected in individual areas of information architecture and the entire evaluation model were tested on the example of Europeana. The study proposes criteria for all areas of information architecture: service identity, organizational system, labeling system and navigation system.

The proposed research model containing areas and criteria for assessing usefulness from the point of view of information architecture may complement the methodology for assessing digital libraries. In a structured manner, it presents areas important for building good digital resources together with criteria for heuristic evaluation. This thesis is confirmed by a study conducted on the example of Europeana.

For a more precise assessment of quality, you can add to the proposed criteria related to the information architecture the criteria proposed by Nielsen or other authors. These include, e.g. help users recognize, diagnose and recover from errors, result relevance, consistency of terminology and specific action conventions and an appropriate visual presentation.

The model can be used to assess the quality of websites of various digital libraries.

The methodology of assessing the quality of digital libraries is in the stage of formation and development. Such studies can apply evaluation criteria prepared to analyze all kinds of information systems and most of all web pages. At the beginning of the 21st century, concepts of using information architecture principles to design and evaluate digital libraries’ usability began to take shape. However, no detailed criteria for evaluating digital libraries based on the principles of information architecture have been presented.

The purpose of the study was (1) to examine the motivational composites determining consumers' continued intention to use digital ticketing via self-service technology (SST) by integrating service satisfaction and (2) to ascertain the differences between consumers according to their psychological discomfort toward technology.

Data were collected using a structured questionnaire, and a total of 323 were included in the analysis. Partial least squares structural equation modeling (PLS-SEM) was utilized to test motivational determinants of digital ticketing. In addition, permutation-based multi-group analysis was performed to investigate the differences between consumers with high and low technology discomfort.

Both intrinsic and extrinsic motivation are positive predictors of continued intention to use digital ticketing, but only intrinsic motivation has a positive impact on continued intention through service satisfaction. Moreover, the relationship between intrinsic motivation, service satisfaction and continued intention was stronger for consumers with high psychological discomfort than those with low psychological discomfort.

Given the conspicuous characteristics of the digital ticketing process for sporting events, the insights gained from the study may be of assistance to researchers and practitioners in understanding sport consumers' ticket consumption behavior and the determinants of SST usage.

Human resource (HR) transformation research has not studied the role of digital HR technology and HR role in the context of Indian organisations. To address the gap, the current research aims to investigate the impact of HR role and digital HR technology on successful HR transformation. Further, the research shall investigate the mediating role of various HR roles (i.e. administrative, employee champion, change agent and strategic partner role) on digital HR technology and business outcomes.

The research used a post-positivist methodology using survey method. Data has been collected from 918 executives representing several sectors of Fortune 500 Indian companies. Validated instrument has been used and the collected data are analysed using AMOS and structural equation modelling.

HR transformation using Digital human resource technology (HRT) can significantly enhance business outcome of fortune 500 companies of India if it is mediated by different HR role (strategic, employee champion, change agent and administrative expert). The result also proved that just implementation and adaption of the Digital HRT may not guarantee HR Transformation unless HR optimise the specific role as per the need of the hour.

HR transformation research has not studied the role of digital HR technology and HR role in the context of fortune 500 Indian organisations.