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Digital transformation shapes industries and influences the forms of collaboration between companies. This study aims to investigate digital business strategy as a key to facilitating collaboration beyond organizational boundaries.

The study focuses on the connection between digital business strategy and collaboration performance. The authors identify five types of digital business strategy elements based on the literature: development, objectives, resources, management capabilities, and digital leadership. The authors then studied the implications of these elements for collaboration performance using a survey. The study’s empirical data were collected from manufacturing and service companies, and 202 valid responses were received. The implications of the research elements were tested through regression analysis, which included the moderating effects of digitally enabled performance measurement.

The theoretical research framework identifies digital business strategy as a key determinant of collaboration performance, thus advancing the understanding of how companies can utilize digital business strategies and achieve enhanced collaboration performance. The results also show that the effect of digital business strategy on collaboration performance may be moderated by digitally enabled performance management.

The results suggest that management capabilities associated with digital strategy are a crucial element in positively influencing collaboration performance. Further, digital strategy-related resources can be better managed with digitally enabled performance measurement system, which is reflected in improved collaborative performance. Thus, companies should invest in management capabilities and connect their digital business strategies and performance measurement systems to develop collaboration in digital transformation.

The study is among the first to translate an empirical understanding of the digital transformation of small and medium-sized companies into a conceptual framework of a digital business strategy.

This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.

The authors conduct a systematic literature review of relevant theoretical and empirical studies covering over 20 years of research (from 2000 to 2023) and including 73 journal papers.

This review allows us to highlight a relationship between firms’ international strategies and the knowledge processes enabled by applying digital technologies. Specifically, the authors discuss the characteristics of patterns of knowledge flows and knowledge processes (their origin, the type of knowledge they carry on and their directionality) as determinants for the emergence of diverse international strategies embraced by single firms or by populations of firms within ecosystems, networks, global value chains or alliances.

Despite digital technologies constituting important antecedents and critical factors for the internationalization process, and international businesses in general, and operating cross borders implies the enactment of highly knowledge-intensive processes, current literature still fails to provide a holistic picture of how firms strategically use what they know and seek out what they do not know in the international environment, using the affordances of digital technologies.

The purpose of this study is to examine various data sources to identify trends and themes in humanitarian supply chain management (HSCM) in the digital age.

In this study, various data sources such as published literature and social media content from Twitter, LinkedIn, blogs and forums are used to identify trending topics and themes on HSCM using topic modelling.

The study examined 33 published literature and more than 94,000 documents, including tweets and expert opinions, and identified eight themes related to HSCM in the digital age namely “Digital technology enabled global partnerships”, “Digital tech enabled sustainability”, “Digital tech enabled risk reduction for climate changes and uncertainties”, “Digital tech enabled preparedness, response and resilience”, “Digital tech enabled health system enhancement”, “Digital tech enabled food system enhancement”, “Digital tech enabled ethical process and systems” and “Digital tech enabled humanitarian logistics”. The study also proposed a framework of drivers, processes and impacts for each theme and directions for future research.

Previous research has predominantly relied on published literature to identify emerging themes and trends on a particular topic. This study is unique because it examines the ability of social media sources such as blogs, websites, forums and published literature to reveal evolving patterns and trends in HSCM in the digital age.

The study aims to provide a critical review of the extent to which digital technologies are likely to replace human labour, the exponential rise in the amount of work to be done and how far distinctively human skills are future-proofed and therefore likely to be in short supply. It reviews the evidence for a permanent switch to home and remote working enabled by emerging technologies. It assesses the business, digital and labour strategies of work organisations and the promise and challenges from a dominant trend towards a digitally enabled flexible labour model.

A critical review of 1020 plus case studies and the extant literature was carried out.

The relationship between emerging technologies and work is widely misunderstood, and there are major qualifiers to the idea of an overwhelming tsunami of technology drastically reducing headcounts globally. Distinctive human skills remain valuable, the amount of work to be done is increasing exponentially and automation is becoming more a coping than a labour replacement mechanism. Moves to a hybrid digitalised flexible labour model are promising but not if short-term, and if the challenges they represent are not managed well.

The main limitation is that we are making projections into the future, though we are drawing on a lot of different sources and evidence and past data projected into the future.

The problem is not labour displacement but large skills shortages that will slow down the speed of technology adoption. Skills development is vital, as is the taking of long-term perspectives towards the management of hybrid, flexible working based on human-machine interactions.

Organisations need to revitalise their training and development and labour management models. Governments and intermediary institutions need to manage transition states if the skills required to gain economic growth are to be available, and to ensure that large labour pools do not get bypassed from not having requisite skills.

The study offers a more subtle and complex perspective on the emerging evidence about the future of technology and work.

The purpose of the current study is to illustrate the importance of strategic agility (SA), the capacity to respond agilely to a rapidly changing environment, for digitally transforming firms during the COVID-19 crisis. A secondary purpose of the study is to conceptually frame SA as a function of the creative to realized intangible capital (IC) ratio.

To inferentially corroborate the hypothesis, this study exploits the results of a recent firm-level survey, conducted under the H2020 project GlobalInto (2021). Via OLS and ordered logistic regressions, the relationship among SA, economic performance and IC was tested.

The exploratory findings implied that the more strategically agile companies were those that responded more effectively to the pandemic crisis, but only if they were ahead in terms of digital transformation. Moreover, the results implied that firms that were able to efficiently convert their creative IC into realized IC were the most strategically agile.

This study developed a new conceptual framework for digitally transforming firms that included the role of SA and the IC conversion ratio in the context of extreme threats to the survival of firms. Some preliminary practical recommendations were offered to management about how to measure the IC conversion ratio as well as how to stimulate and reward greater creativity among employees, filling a notable gap in the SA literature that provides less than precise guidance about how this concept can be measured.

The purpose of this paper is to present a strategic management framework for a successful digital transformation (DT) roll-out aimed at enabling organisational resilience. The study aims to identify the critical areas of consideration for management to strategically approach DT in order to build resilience.

The research study is based on the 3Ps framework: (1) people (culture, capabilities, engagement and well-being), (2) processes (systems) and (3) plant (technological infrastructure and tools). The research methodology is a qualitative study comprising semi-structured in-depth interviews, conducted with industry experts in different sectors undergoing major digital disruptions such as financial services, mining, oil and gas, energy and retail.

The research findings show that the successful roll-out of an organisation’s DT is largely driven by the people elements incorporating organisational culture, workforce skills and training and employee well-being. It also highlights that it is critical for organisations to invest in technological infrastructure, once the people elements have been addressed, as they are the drivers of technology implementation.

A bigger and broader sample size can validate the elements and structure of the DT framework in South Africa.

The study’s discussion unlocks understanding about: (1) what are the key enablers for successful DT; (2) what hinders organisations from realising the value of digital investments and (3) a strategic framework for the digital roll-out.

Technology is impacting employees at both a personal and professional levels. Ensuring that DT rollouts are strategical implemented lowers the impact on technostress and strengthens resilience.

The value and practical implication of this study is that the developed strategic framework can be used by managements to enable the smooth adoption of DT toward building organisational resilience in developing countries such as South Africa with low digital maturity.

This paper aims to propose an interpretive framework to understand how machine learning (ML) affects the way companies interact with their ecosystem and how the introduction of digital technologies affects the value co-creation (VCC) process.

This study bases on configuration theory, which entails two main methodological phases. In the first phase the authors define the theoretically-derived interpretive framework through a literature review. In the second phase the authors adopt a case study methodology to inductively analyze the theoretically-derived domains and their relationships within a configuration.

ML enables multi-directional knowledge flows among value co-creators and expands the scope of VCC beyond the boundaries of the firm-client relationship. However, it determines a substantive imbalance in knowledge management power among the actors involved in VCC. ML positively impacts value co-creators’ performance but also requires significant organizational changes. To benefit from VCC via ML, value co-creators must be aligned in terms of digital maturity.

The paper answers the call for more theoretical and empirical research on the impact of the introduction of Industry 4.0 technology in companies and their ecosystem. It intends to improve the understanding of how ML technology affects the determinants and the process of VCC by providing both a static and dynamic analysis of the topic.

The purpose of this study is to discover the factors related to human resource (HR) digital transformation (DT) in Bahrain during coronavirus disease 2019 (COVID-19) and to analyze the impact of e-human resource management (e-HRM) on organizational performance. These factors are funding, information technology (IT) infrastructure, technical support, digital skills or talents, organizational culture, employee resistance and top management support. These factors were tested to determine whether they affected HR DT in Bahrain during COVID-19. There are no findings in the researched literature regarding the proposed factors that affect HR DT in Bahrain during COVID-19 in this study.

For data collection, a quantitative method was applied by conducting an online survey and distributing it to HR executives and employees from multiple organizations in Bahrain, both in the private and public sectors.

This study proposes a DT adoption model based on seven factors extracted from the literature review. A questionnaire was deployed, and accurate data were collected, processed and then analyzed. The logit model shows determinants factor to the DT adoption where all variables have a positive effect.

Using technology in an organization’s HR practices, known as e-HRM or HR DT, is becoming more crucial since the COVID-19 pandemic. Unlike European countries, the HR sector in Bahrain is not prepared to adopt the e-HRM process. This paper proposes a model that enables the HR sector to adopt digital technologies. This model is based on the key factors that enable an effective transition to the sector’s digitalization (e-HRM). Future research is sought to provide additional insights into the same factors and measure their effect on HR DT during COVID-19 in other countries.

In recent decades, human resource management (HRM) in health organizations has faced several problems associated with employees' efficiency and happiness, which has been particularly exacerbated after the pandemic crisis. In this scenario, this study seeks to analyze nurses' turnover intention by comparing Portuguese public and private healthcare organizations. As determining factors, transformational leadership, perceived organizational support and organizational commitment were considered.

A survey was digitally applied to 277 nurses from Portuguese public and private healthcare organizations.

Results suggested that there are differences in nurses' turnover intentions: there is a greater likelihood of nurses in the private sector planning to leave the healthcare organizations the nurses work for when compared to public hospital nurses. Furthermore, nurses in public hospitals perceive lower levels of transformational leadership, organizational support and organizational commitment than those in the private sector. The underlying cause as to the intention of leaving the public sector resides in normative commitment. On the other hand, lower affective commitment explains the intention to abandon the private sector.

This study is relevant for human resource managers and administrators in public and private hospitals since it enables a diagnosis of the situation, as well as a definition of the most appropriate policies for each of the sectors as a strategy to attract and retain health professionals.

This study is significant as the study provides a better understanding of the reasons which lead nurses to consider leaving the organization where the nurses work and the difference between nursing professionals in public and private hospitals.

This article aims to understand where industry is in terms of digitalizing their operations, what features of this transformation are essential for practitioners, and what barriers they are facing during their journey. In addition, the authors aim to provide recommendations for organization to start their digital transformation.

Through literature review, the authors summarize the emerging tools and technologies in operations and supply chains to inform the practitioners. Then, the authors use surveys conducted on 183 operations and supply chain professionals, and use statistical tools to examine the association between variables of the data set. The authors present real-life case studies to explain important steps of a digital transformation project.

The survey results indicate that real-time monitoring and data analytics are viewed as the most important and needed tools for organizations. High cost, lack of stakeholder buy-in and lack of successful business use cases are major barriers for companies when starting a digital transformation.

The authors provide recommendations for practitioners based on the survey responses, and outline that starting small, focusing on stakeholder buy-in and implementation of software are the three key steps for a successful transformation journey.

Main contributions of this article are to understand practitioner perspectives in digitalization and provide guidelines for organizations to follow when transforming their operations. This research closes the gap between academic research and practice by collaborating with operations and supply chain professionals.