Abstract. The theory of planned behavior (TPB) is a prominent framework for predicting and explaining behavior in a variety of domains. The theory is also increasingly being used as a framework for conducting behavior change interventions. In this meta-analysis, we identified 82 papers reporting results of 123 interventions in a variety of disciplines. Our analysis confirmed the effectiveness of TPB-based interventions, with a mean effect size of .50 for changes in behavior and effect sizes ranging from .14 to .68 for changes in antecedent variables (behavioral, normative, and control beliefs, attitude, subjective norm, perceived behavioral control, and intention). Further analyses revealed that the interventions’ effectiveness varied for the diverse behavior change methods. In addition, interventions conducted in public and with groups were more successful than interventions in private locations or focusing on individuals. Finally, we identified gender and education as well as behavioral domain as moderators of the interventions’ effectiveness.

Harnessing the opportunities of emerging information technologies is one of the great challenges companies are facing today. To successfully master digital transformation, organizations need leaders who can grasp the opportunities of digitalization for their business and transform them into new business models. Aiming at providing empirical evidence regarding competencies sought by practitioners for managing digital transformation, we analyze 239 job advertisements targeting digital transformation experts and examine the skills and traits explicitly called for. Our results reveal that technical skills and in-depth expertise in information technologies play only a secondary role in job requirement profiles. Like in earlier strategic change processes, digital transformation experts should primarily possess collaboration, strategic thinking, leadership, customer orientation, and communication skills. Moreover, in contrast to purely conceptual studies limited to skills and abilities, our analyses emphasize the importance of specific personality traits, such as proactivity and creativity, since these are often explicitly mentioned in corresponding job advertisements.

The challenges resulting from increasing digitalization and globalization require flexible continuing education for white-collar workers. Especially informal learning becomes increasingly important in the modern workplace. Practitioners want to promote informal learning among employees, researchers want to unveil conducive contextual conditions for informal learning, but they lack an appropriate, validated measure. Based on the octagon model of informal workplace learning (Decius et al., Human Resource Development Quarterly, 2019, 30, 495-535) and an existing 24-item scale for blue-collar workers, we present a short version of eight items for use among white-collar workers.Using three independent samples of 695, 500, and 3134German employees, we show that the second-order factor structure-following the multidimensional octagon modelhas a better fit compared with a model in which all items load on a single factor. The short scale is strongly correlated with the original full scale. The scale's reliability is satisfying (α = 0.76/0.77/0.85; ω = 0.78/0.78/0.86), considering the heterogeneous conceptual nature of informal learning.Regarding criterion validity, we found theoretically expected correlations with job demands, job autonomy, knowledge/skill acquisition, age, and self-directed learning

PurposeEven with the recognized impact organizational leaders have on the outcome of digital transformation (DT), a comprehensive scholarly understanding of the competencies that leaders must possess to lead a DT to success is lacking.Design/methodology/approachTo derive and list the competencies considered by experts as necessary for managing DT, the authors recruited 18 international senior managers with relevant experience and applied the Delphi method to survey the managers. Upon the completion of three survey rounds and the authors modifying the response list until consensus was reached, 39 items were shortlisted as constituting key competencies for managing DT. Furthermore, the authors engaged in inductive theorizing to derive propositional statements using these findings.FindingsThe practitioners agreed on visionary thinking, agility, understanding the value of data, data-driven decision-making, knowledge of strategy and accepting change as the most important requirements for managing DT. Through inductive theorizing, the authors further derived that the seven discovered clusters fell into two broader competencies – behavioral and strategic – and that each behavioral competency would have varying importance depending on the country and industry that the organization operates in.Research limitations/implicationsAs is typical for Delphi studies that involve multiple survey rounds, the study participant response rate was moderate. The implications of this study, in finding that a variety of leadership competencies are needed to ensure successful DT, validate prior research that people, not technology, drive DT.Practical implicationsThis study helps mitigate assumptions that successful DT processes are only possible by hiring technological experts, as doing so highlights the importance of behavioral leadership competencies.Originality/valueThe study is one of the first to interlink digital leadership with DT by inductively theorizing behavioral and strategic competencies. The authors also establish that contexts are vital in determining which aspects of leadership competencies are deemed most important in driving DT.

No abstract