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The Digital Transformation phenomenon always tends to be complicated, ambiguous, challenging, and non-routine managerial tasks for organizations. The success rate of such digital transformation is very low due to rapid changes in technologies. Digital transformation through these technologies demands a fundamental change in organization processes, technology and behavior of the people. This broad change results in different socio-technical issues and challenges. The primary objective of the study is to discover issues, challenges and impact/benefits during digital transformation, investigated by various researchers. For this purpose, a systematic literature review (SLR) as prescribed by Levy and Ellis (2005) helped in identifying the challenges of digital transformation. The articles published from 2008 to 2018 were selected and analyzed. The findings of this research reflect the importance of developing an effective digital transformation strategy in organizations. The proactive strategy regarding people, process, technology, and most importantly their alignment in the organization is found critical in executing such transformation initiative in the organization. The planned efforts regarding knowledge management also played an important role in executing and sustaining such transformation initiatives in the organizations. Moreover, value creation, operational efficiency, competitive advantage, customer relationship, and new business model emerged as a vital motivational factor and outcome for digital transformation. Keywords: Digital transformation, digital transformation issues and challenges, systematic literature review, digital transformation benefits/impact.

Purpose The purpose of this paper is to explore how the relationship between job scope and in-role performance is contingent upon the level of social support (i.e. supervisor support) received in the workplace. Design/methodology/approach A total of 640 questionnaires were distributed to employees of Pakistani companies, yielding 328 useable responses for analysis. Regression analysis was used to test for both hypotheses. Findings The results support the role of supervisor support as a moderator in the relationship between in-role performance, a dimension of job performance and job scope. The findings show that a higher job scope would facilitate higher job performance from employees who receive high levels of supervisor support. Practical implications The results provide useful insights for managers and consultants, especially HR professionals involved in job design and redesign. Organizations that encourage high levels of social support can help employees improve their job performance as they foster an environment where employees can get direct assistance and advice from their supervisors. Originality/value This paper makes three key contributions to the literature on job design. First, this inquiry shows that a strong link does exist between job scope and job performance; previous studies have failed to find a strong relationship. Second, it highlights how social context, especially in highly challenging work settings, can shape employees’ proficiencies and behaviors. Third, this paper offers a novel perspective in job design research by incorporating a contextual moderator (i.e. supervisor support).

Although, a vast amount of literature has emerged on determinants of FDI across the globe, yet research in a Saudi Arabian context remains limited. This study is an attempt to fill this gap where determinants of resource-seeking FDI are analyzed over a period of 30 years. The study uses Johansen tests of cointegration to find out the effect of hypothesized variables as determinants of resource-seeking FDI. In order to determine a causal link among the tested variables, a Granger causality test is also conducted. On overall basis, it can be concluded that the resource-seeking FDI in the country is mainly driven by greater trade openness, resilient fiscal performance and existence of greater oil reserves.

Advancement in technologies has moved organisations from the traditional methods of strategic and tactical formulations to knowledge-based fabricated methods and strategies. Nowadays, knowledge management became an important success reason for the formulation of any strategy of every company. This knowledge dependent trend is not only dominant in developed economies and their firms, but also has attracted and motivated businesses operating in developing countries. Aiming on the degree of knowledge management influence, this study primarily tried to look at the effects of knowledge sharing (KS) on knowledge learning (KL) and organisational learning (OL), and to see the effect of OL on organisational learning culture (OLC) influencing the business performance. A research survey was conducted and obtained 214 (71%) valid responses from the sample of 500 respondents of the sales departments of six telecommunication companies. The Model fit Structural Equation Modelling (SEM) results show a positive effect of KS on KL and OL; however, KL effect on OL is insignificant. Consequently, the data did not support the effect of OL on OLC. However, OLC positively influenced organisational performance (OP). The results may guide the telecommunication companies to improve their knowledge management activities for better performance. The discussion and conclusions, managerial implications, and future research recommendations are presented at the end.