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This paper explores the orchestration of digital innovation in Industry 4.0 organisations.

The study applies the activity theory to explorative multiple case studies. Observations of innovation activities in five business cases take place at two large international organisations.

The results underline five logics of action that drive digital innovation: (1) digital transformation, (2) technology translation, (3) catalyst agents, (4) digital thread and (5) empowerment. Further, the case study organisations highlight the importance of developing a sustainable culture capable of continuously adopting new technologies, processes and infrastructure that will allow the management of digital innovations.

The study empirically shows the motivations and challenges in orchestrating digital innovation in Industry 4.0 organisations.

Digitalization has become more central in organizations than ever before. Traditionally, organizations were places where employees spent most of their time. With digital organizations, working life has become flexible in terms of time and space, and the way of doing work has changed radically. While it has become difficult for employees to keep up with technological change and transformation, various digital conflicts related to technology have emerged within the organizations. This chapter deals with digital conflicts that occur in digital organizations. Digital conflicts could affect both the efficiency of organizations and the attitudes and perceptions of employees toward the organization. However, studies on the understanding of digital conflict management in digital organizations are quite limited. In this chapter, therefore, the causes and organizational consequences of digital conflicts in terms of organizational behavior are reviewed. The study indicates that digitalization, which is expected to increase workplace effectiveness and efficiency, could lead to destructive conflicts if not managed well, reducing socialization and job satisfaction of employees. The study also has shown that a well-managed digitalization process could increase efficiency and productivity for digital organizations and could increase job satisfaction by providing flexibility to employees. The chapter ends with suggestions for digital organizations to manage digital conflict management successfully.

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.

Our research objective here is to contribute theoretically and empirically to providing a gap model of digital mastery development in a company. The gap model will be a reference for the companies to develop their digital mastery.

To gain deeper insights into the study, a mixed method of qualitative and quantitative was performed. The level of digital mastery of the organization was determined using quantitative techniques through a self-assessment questionnaire. Meanwhile, digital mastery at the individual level was measured by a qualitative method using an open-ended (essay format) survey questions.

The findings show a stark difference between the organization and individual regarding their digital mastery level. At the end of the paper, the authors suggest some remedies that will help those companies narrowing the gap and fulfill the agenda of their digital transformation.

Further research should analyze more industries or companies, conducting case studies to discover more detailed findings as to where the gaps are located or conducting digital readiness and leadership skills at the individual level to discover the direction of development of digital technology in a company. We expect this research can be replicated in other countries, so that wider general insights into the development of digital technology may be obtained.

Upper-area companies are indicated by their execution of partial digital initiative in the company which results in the lack of socialization of the ongoing digital activities into the individual level. Companies, especially Top Management, need to develop more knowledge about digital application and transformation to every individual in the company. Meanwhile, lower-area companies should improve their engagement across all organization members. The companies should be able to take advantage of their existing employees who possess knowledge in digital application and transformation and generated various artifacts to motivate other employees to jointly transform the organization into a Digital Master.

Our study compares the perception toward digital mastery at the organization and individual levels. Both levels are different and need to be compared, as suggested by Schuchmann and Seufert (2015) and Hinings et al. (2018). Comparison at both levels does not exist at the time of this study. Accordingly, what problems and challenges are faced by companies undergoing a digital transformation will largely remain unknown.

The current era of the fourth industrial revolution has attracted significant research on the use of digital technologies in improving construction project delivery. However, less emphasis has been placed on how these digital tools will influence the management of the construction workforce. To this end, using a review of existing works, this chapter explores the fourth industrial revolution and its associated technologies that can positively impact the management of the construction workforce when implemented. Also, the possible challenges that might truncate the successful deployment of digital technologies for effective workforce management were explored. The chapter submitted that implementing workforce management-specific digital platforms and other digital technologies designed for project delivery can aid effective workforce management within construction organisations. Technologies such as cloud computing, the Internet of Things, big data analytics, robotics and automation, and artificial intelligence, among others, offer significant benefits to the effective workforce management of construction organisations. However, several challenges, such as resistance to change due to fear of job loss, cost of investment in digital tools, organisational structure and culture, must be carefully considered as they might affect the successful use of digital tools and by extension, impact the success of workforce management in the organisations.

Digital uptake amongst construction organisations is described as slow and ineffective, undermining a fundamental transformation and limiting construction firms from exploiting the digital benefits. In this space, meaningful research that utilises a qualitative approach in pursuit for employees' insights towards digital transformation is lacking. Such limited focus from previous efforts presents an opportunity to illuminate the determinants of an effective digital transformation that are, arguably, responsible for the status quo of low digital uptake in the construction sector. This paper aims to discuss the aforementioned idea.

This study adopts a qualitative approach to address the literature's digital discreetness in construction. The qualitative approach captures employees' perspectives through its unbounded characteristic of encouraging illustration and discussion.

This paper captures 35 digital transformation determinants under three clusters, namely, organisation related, i.e. hierarchy, size and management, people related, i.e. team orientation, training and knowledge and leadership related, i.e. awareness, attitude, approach and leaders' characteristics. Findings suggest a new set of arguments in relation to understudied factors and their influence on the digital uptake in construction organisations.

This paper offers empirical indication of the determinants believed to influence an effective digital transformation in construction organisations. Such conceptualisation is crucial and is depicted as perceived by construction employees and practitioners, which is a less biased approach than that of comparable studies that argue the viewpoints of industry leaders in isolation of other members of the hierarchy.

The leadership shift from conventional to digital comes from the compulsory digitalization of the workplace because the technological progress provides the opportunity of doing work remotely, and this is a great advantage of reducing costs that stem from the offline workplace. Thus, this research aims at demonstrating the relationship between digitalization of leadership and innovative work behavior.

Data were collected from 320 Turkish department managers in the Textile Industry through digital leadership and innovate work behavior scales. The hypotheses were tested using path analysis. The analyses were conducted by using SPSS and AMOS package programs.

The results show that the employees’ perceptions of digital leadership have a positive and significant effect on all dimensions of an employee innovative work behavior. Also, the leaders with high digital skills were perceived positively by the employees and the employees tend to adapt innovative behaviors when they have the digitally skilled leaders.

This study contributes to leadership research by providing evidence for the role of leadership shift in innovative work behavior. Extending the verification of leadership shift in innovative work behavior that can be adopted in Turkey has also been considered.

The effects of the spread of COVID-19 across the world are devastating, both from a health and an economic perspective. However, we also see encouraging examples of collaborative and innovative initiatives, in society and in organizations. The purpose of this paper is to focus on initiatives related to digital business model innovation. The authors explore how organizational characteristics provide a variety of opportunities for digital responses to the COVID-19 pandemic and discuss the potential consequences for the speed of digital transformation in organizations and society.

In this paper, the authors analyze how organizations attempt to mitigate the negative effects of fighting COVID-19 using digital business model responses. The authors draw on a qualitative study where they have collected data from the retail and service industries. They have analyzed the data in relation to theory to better understand this ongoing phenomenon.

The authors have identified four categories of organizations (crisispreneurs, accelerators, endurers and thrivers). Each category faces different challenges and shows a different intensity in their digital transformation. The authors propose that the rapid turn toward digital business models will have enduring effects, as organizations have gained transformational capabilities that will remain, and that the digital trajectory has, as a result, changed forever.

The findings in this paper point toward new challenges for leaders and policymakers in terms of how to support initiatives and meet the needs of different categories of organizations while simultaneously being conscious of the potential societal effects of this rapid digital shift. The authors hope that this paper can be of value for managing this shock and learning how to adapt for the future taking certain aspects of current business models as the departure point.