Strategies and means for selecting and implementing digital technologies that realize firms’ goals in digital transformation have been extensively investigated. The recent surge in artificial ...intelligence (AI) technologies has amplified the need for such investigation, as they are being increasingly used in diverse organizational practices, creating not only new opportunities for digital transformation but also new challenges for managers of digital transformation processes. In this article, I present a framework intended to assist efforts to address one of the first of these challenges: assessment of organizational AI readiness—that is, an organization’s ability to deploy AI technologies to enable digital transformation, in four key dimensions: technologies, activities, boundaries, and goals. I show that this framework can facilitate analysis both of an organization’s current sociotechnical AI status and of the prospects for the technology’s fuller value-adding, sociotechnical deployment. The AI readiness framework invites fuller theorizing of the roles that AI can—and will—play in digital transformation.
•Digital transformation has increased the labor share.•Easing enterprise’ financial limitations is an essential channel of the effect.•The effect is greater in state-owned enterprises and ...labor-intensive enterprises.•The effect is greater in enterprises with high bargaining power.•The effect is greater in enterprises in highly developed digital financial areas.
A decline in labor share increases income inequality and hinders economic growth. Enterprises are accelerating digital transformation (DT), however, how this affects labor share remains to be determined. We employ the text mining method to obtain panel data on China’s listed companies from 2010 to 2020, and the fixed effects model to investigate the impact of DT on labor share. The empirical results show that DT increases the labor share by easing financial limitations. This conclusion remains valid in a series of robustness tests, such as replacing the calculation methods of core explanatory and predicted variables, and adjusting the time horizon. In addition, the digitalization of state-owned enterprises, labor-intensive enterprises, enterprises with high bargaining power, and enterprises in highly developed digital financial areas, plays a more prominent role in promoting labor share. This study provides new empirical evidence on the income distribution effects of DT.
Digital technology has changed organizations in an irreversible way. Like the movable type printing accelerated the evolution of our history, digitalization is shaping organizations, work environment ...and processes, creating new challenges leaders have to face. Social science scholars have been trying to understand this multifaceted phenomenon, however, findings have accumulated in a fragmented and dispersed fashion across different disciplines, and do not seem to converge within a clear picture. To overcome this shortcoming in the literature and foster clarity and alignment in the academic debate, this paper provides a comprehensive analysis of the contribution of studies on leadership and digitalization, identifying patterns of thought and findings across various social science disciplines, such as management and psychology. It clarifies key definitions and ideas, highlighting the main theories and findings drawn by scholars. Further, it identifies categories that group papers according to the macro level of analysis (e-leadership and organization, digital tools, ethical issues, and social movements), and micro level of analysis (the role of C-level managers, leader's skills in the digital age, practices for leading virtual teams). Main findings show leaders are key actors in the development of a digital culture: they need to create relationships with multiple and scattered stakeholders, and focus on enabling collaborative processes in complex settings, while attending to pressing ethical concerns. With this research, we contribute to advance theoretically the debate about digital transformation and leadership, offering an extensive and systematic review, and identifying key future research opportunities to advance knowledge in this field.
In the 21st century, it is becoming increasingly clear that human activities and the activities of enterprises affect the environment. Therefore, it is important to learn about the methods in which ...companies minimize the negative effects of their activities. The article presents the steps taken and innovative actions carried out by enterprises in the energy sector. The article analyzes innovative activities undertaken and implemented by enterprises from the energy sector. The relationships between innovative strategies, including, inter alia, digitization, and Industry 4.0 solutions, in the development of companies and the achieved results concerning sustainable development and environmental impact. Digitization has far exceeded traditional productivity improvement ranges of 3–5% per year, with a clear cost improvement potential of well above 25%. Enterprises on a large scale make attempts to increase energy efficiency by implementing the state-of-the-art innovative technical and technological solutions, which increase reliability and durability (material and mechanical engineering). Digitization of energy companies allows them to reduce operating costs and increases efficiency. With digital advances, the useful life of an energy plant can be increased up to 30%. Advanced technologies, blockchain, and the use of intelligent networks enables the activation of prosumers in the electricity market. Reducing energy consumption in industry and at the same time increasing energy efficiency for which the European Union is fighting in the clean air package for all Europeans have a positive impact on environmental protection, sustainable development, and the implementation of the decarbonization program.
Leadership characteristics and digital transformation Porfírio, José António; Carrilho, Tiago; Felício, José Augusto ...
Journal of business research,
January 2021, 2021-01-00, 20210101, Letnik:
124
Journal Article
Recenzirano
Odprti dostop
Digital transformation (DT) is essential for all companies and industries, depending crucially on systems, IT, strategy, and people. In this research, we analyse how firms’ characteristics, ...associated with management characteristics, promote DT in Portuguese companies. The model considers the relationship between digital strategy and corporate and business strategy, according to firm and management characteristics. We use a multilevel analysis, applying fsQCA to data obtained from 47 Portuguese firms. The results represent an important step forward in the knowledge of the conditions to promote higher stages of DT, especially regarding leadership and management associated with certain firms’ characteristics. The conclusions support the crucial role of leadership and especially the importance of managers’ coherence towards companies’ mission to promote more advanced stages of DT. At the same time, it contributes to develop knowledge about the best possible combination of firms’ and management characteristics to promote DT.
•This study examines how digital transformation influences corporate risk-taking in China.•Digital transformation promotes corporate risk-taking by improving firms’ operating flexibility and ...financing availability.•The impact of digital transformation is more pronounced for non-state-owned firms and the firms operating in developed regions.
This paper investigates how the digital transformation of firms affects their risk-taking in China. By using a panel of Chinese listed companies from 2007 to 2020, we find that digital transformation has a significant positive effect on corporate risk-taking. Furthermore, we show that digital transformation promotes corporate risk-taking by improving firms’ operating flexibility and financing availability. Besides, the effect is more pronounced for non-state-owned firms and the firms operating in developed regions. Our findings provide insights on how digital transformation shapes corporate policies and supplement the existing literature in the determinants of corporate risk-taking.
The rapid growth of digital technologies and the extraordinary amount of data that devices and applications collect each day are increasingly driving companies to radically transform the business ...architecture through which they create and appropriate value. However, companies may fail to extract value from digital transformation due to the disconnection between strategy formulation and strategy implementation. Through the analysis of three case studies of firms that digitally transformed their business—namely ABB, CNH Industrial, and Vodafone—this article presents a framework than can help companies implement their digital transformation strategy and thereby renovate their business model.
Digital Transformation is upending businesses everywhere. While there is ample research on this topic, there is a clear gap when it comes to understanding the changing talent management role of ...senior executives in digital transformation processes and the demands of individual employees. This article relies on 23 in-depth interviews with senior managers who are leading all or some of the digital transformation efforts of their respective organizations. Our research, using a grounded theory approach, identifies four key activities (and 37 sub-activities or themes) stemming from the new managerial needs and talent management practices arising from DT processes. We branded these key activities “Drive business change”, “Master fluid & loose organizational structures”, “Master Talent Complexity”, and “Prioritize learning”. This paper aims to provide an overview into the thinking and managerial practices of senior executives in a digital transformation context and complements the limited number of studies that examine the intersection between managerial actions and digital transformation. It also provides a conceptual framework that captures the key managerial demands arising from digital transformation processes and identifies key actions made by senior executives as part of these processes, which can be leveraged by both scholars and practitioners alike.
Drawing upon new institutional theory, we developed and tested a model on how digital transformational leadership and organizational agility influence digital transformation with digital strategy as ...a moderator. We found that digital transformational leadership and organizational agility positively influence digital transformation, and digital transformational leadership influences organizational agility. The finding of our study also indicates organizational agility to mediate the relationship between digital transformational leadership and digital transformation. Our findings offer an advanced understanding of the impact of transformational leadership and organizational agility on digital transformation and the role of digital strategy. Our study's findings address critical questions about how leadership style and promoting organizational agility in the public sector can enhance digital transformation.
Digital transformation (DT) readiness is usually associated with the technological maturity of an organisation more than with its readiness from a strategic point of view, which makes it essential to ...have artefacts that allow this type of evaluation, which still needs to be sufficiently expanded and tested. Based on Rogers’s 1 framework, this work developed a conceptual model to assess the impact and relevance of the six enablers in strategic readiness and benefits resulting from a DT project. Through a qualitative study with a panel of experts from six Portuguese organisations, it was possible to validate the model, conclude which are the most relevant strategic enablers for greater DT readiness, and also that conducting more business through digital platforms significantly improves the resulting benefits. Furthermore, it will be possible to apply this model in broader quantitative contexts to determine which factors are most prevalent according to the context, be it an industry, a region, or an organisation’s dimension.
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