Building T-shaped professionals for mastering digital transformation

Caputo, Francesco; Cillo, Valentina; Fiano, Fabio; Pironti, Marco; Romano, Marco

doi:10.1016/j.jbusres.2022.113309

Cited by 19 publications

(12 citation statements)

References 80 publications

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“…It clearly emerged that the digital transformation, in the companies analysed, is at its early stage, but it is in progress and it needs strong efforts to reach a good level (Caputo et al, 2022(Caputo et al, , 2023. In particular, companies need to better understand what are the main tools that enable digitalization and their effects and benefits on processes and business management and proceed along the way of digital transition (Schiavone et al, 2022).…”

Section: Discussionmentioning

confidence: 99%

“…These considerations lead to fostering adequate capabilities such as business model innovation, digital platform management, digital leadership empowerment and process digitization and automation (Legner et al, 2017), which also implies IC management. Caputo et al (2023) underline that new organized entities and business models are emerging, because of this ongoing transformation and new competences are required for managing and living them. Korytko and Bryl (2021) systematize the existing methodological approaches to determining the size, dynamics and level of IC.…”

Section: Jic 251mentioning

confidence: 99%

“…Caputo et al. (2023) underline that new organized entities and business models are emerging, because of this ongoing transformation and new competences are required for managing and living them.…”

Section: Literature Backgroundmentioning

confidence: 99%

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Business processes management as a tool to enhance intellectual capital in the digitalization era: the new challenges to face

Broccardo,

Vola,

Alshibani

et al. 2023

JIC

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PurposeDigitalization is affecting business management and pushing for new strategies, innovative products, new ways to communicate with stakeholders and new channels. This phenomenon is unavoidable, and companies have to face it in a holistic and integrated way. One holistic and interconnected approach, when studying enterprise challenges, is represented by the business process management method, a fitting mechanism when digitalization needs to be amalgamated in business practices, enhancing the intellectual capital (IC), therefore, this study researches digitalization under business process lens, in a sample of small and medium enterprises (SMEs), that constitute an under-explored set, as regard digitalization, process management and IC. The research aims to explore the digital tools and business processes link and the related impact on performance, benefits and IC.Design/methodology/approachIn exploring digitalization, a sample of Italian SMEs was scrutinized. The data were elaborated using two types of tests: (1) the binomial tests for the categorical questions and (2) the zeta test was used for quantitative variables. Furthermore, the partial least square (PLS)-SEM model was applied.FindingsFindings reveal that some digital tools are more adopted in the sample analysed, and also some particular digital tools are more inclined to support certain business processes. Furthermore, not only performance benefits emerge, but also benefits in terms of better communication and faster decisions, supporting the decision making process of managers, also considering that business processes approach is one way to manage IC.Practical implicationsThanks to the conducted research it is possible to make aware managers and owners of SMEs to consciously choose the right type of digitalization investments, without neglecting training programme, to realize the company digital transformation, providing a map and bearing in mind the value added creation, protecting their IC.Originality/valueThe paper's originality is represented by the contribution in opening the black box about digitalization, business process management and IC in small and medium companies.

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Section: Discussionmentioning

confidence: 99%

Section: Jic 251mentioning

confidence: 99%

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Business processes management as a tool to enhance intellectual capital in the digitalization era: the new challenges to face

Broccardo,

Vola,

Alshibani

et al. 2023

JIC

View full text Add to dashboard Cite

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“…Basically, the systems thinking underlines the need for depicting multiple representations of the same socio-economic configurations due to the existence of a variety of actors interested in its functioning and management from a variety of perspectives (Barile et al , 2018; Tronvoll et al , 2018; Caputo et al , 2020). Among all the possible interpretative perspectives, the one related to human resources has been widely discussed due to the employees’ ability to act both as internal and external actors of socio-economic configurations (Saviano et al , 2017; Caputo et al , 2023).…”

Section: A Multi-perspectives Interpretative Frameworkmentioning

confidence: 99%

Human–technology dichotomy in shaping management history

Caputo,

Sepe,

Di Taranto

et al. 2023

JMH

Self Cite

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Purpose The paper aims to enrich current debate about human–technology dichotomy in socio-economic settings by decoding and systematizing the main phases through which it has been approached in managerial and social studies. Design/methodology/approach A multi-interpretative framework is built thanks to the adoption of a qualitative approach inspired by the inductive logic, and for analyzing the historical evolution of the approach to human–technology dichotomy and for explaining them through an innovative conceptual model. Findings An innovative conceptual model is proposed for depicting connections and evolutions among the main four phases in the evolution of the approaches to human–technology dichotomy. Research limitations/implications Reflections and conceptual model herein can support researchers in rereading the multiple theoretical and practical contributions provided with reference to human and technology relations in socio-economic settings. Practical implications The paper can support managers and entrepreneurs in defining and evaluating managerial approaches for efficiently enhancing human–technology interaction. Originality/value The paper proposes an innovative conceptual model based on a multi-interpretative framework for decoding the historical evolution of the approaches to human–technology dichotomy in business settings. New variables are added to the current debate about the topic for building an original interpretive viewpoint.

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“…Considering the inherent nature of DT is a kind of technology breakthrough (Vial, 2019), we conclude that DT contributes to KIBS firms’ radical innovation performance by facilitating the development of unprecedented knowledge-based products and services, cultivating an innovative workforce with digital skills and designing new business models with digital trends (Caputo et al , 2023). First, DT facilitates KIBS firms to offer new knowledge-based products and services that have never been suggested before (Li et al , 2022a, 2022b).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

How does digital transformation affect innovation in knowledge-intensive business services firms? The moderating effect of R&D collaboration portfolio

Duan,

Yang,

Liu

et al. 2023

JKM

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Purpose Firms are driven to ride on the digital wave in today’s open innovation ecosystem. This study aims to explore the effect of digital transformation (DT) on knowledge-intensive business services (KIBS) firms’ innovation ambidexterity, namely, radical versus incremental innovation, respectively. Meanwhile, the authors evaluated the moderating role of the complexity of R&D collaboration portfolio (i.e. organizational diversity and geographic diversity) in the above relationships. Design/methodology/approach Using a panel data set of 171 Chinese listed firms in the information and communications technology services industry from 2010 to 2018, the proposed hypotheses were empirically attested. Findings It is found that DT has a positive relationship with radical innovation and an inverted U-shaped relationship with incremental innovation. In terms of the R&D collaboration portfolio, organizational diversity positively moderates the relationships between DT and innovation ambidexterity, respectively. The geographic diversity weakens the inverted U-shaped effect of DT on incremental innovation; however, its moderating role in the link between DT and radical innovation is not empirically verified. Originality/value Extant scholars mainly addressed the interplay between KIBS firms and their manufacturing clients, while this study reveals the different consequences of DT on KIBS firms’ innovation ambidexterity to highlight the role of KIBS firms is an independent and essential innovator in a knowledge-driven economy. Notably, the findings contribute to knowledge management (KM) and R&D literature by confirming the diversity of the R&D collaboration portfolio is a critical KM strategy for KIBS firms to develop and promote external knowledge resources.

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Building T-shaped professionals for mastering digital transformation

Cited by 19 publications

References 80 publications

Business processes management as a tool to enhance intellectual capital in the digitalization era: the new challenges to face

Business processes management as a tool to enhance intellectual capital in the digitalization era: the new challenges to face

Human–technology dichotomy in shaping management history

How does digital transformation affect innovation in knowledge-intensive business services firms? The moderating effect of R&D collaboration portfolio

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