Crafting Sustainable Human Resource Management Strategies in the Era of Artificial Intelligence

Park, Woosung; Yang, Jae Wan

doi:10.17287/kbr.2020.24.0.189

Cited by 3 publications

(3 citation statements)

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“…From a cognitive perspective, CEOs with overseas experience tend to have broader perspectives and more profound insights (Park and Yang, 2020). Multicultural experience enriches their understanding of different market dynamics and enhances their awareness of the long-term value generated by digital transformation, helping them better adapt to the rapidly changing environment (Lee and Oh, 2020).…”

Section: Theoretical Analysis and Hypothesis Developmentmentioning

confidence: 99%

“…The findings suggest that the coefficient of the model ( 2) is slightly larger (β = 0.1175, p < 0.01) than that of the model (3) (β = 1.1104, p < 0.01), which indicates that the positive promoting effect of CoEWORK to CDT is stronger than CoESTD. The possible explanation is that CEOs are exposed to more values and philosophies from Western developed countries when working overseas, acquire more sophisticated knowledge of relevant work experience, and emphasize formulating and implementing CDT (Park and Yang, 2020).…”

Section: Further Analysismentioning

confidence: 99%

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CEO overseas experience, dynamic capabilities and corporate digital transformation: An imprinting theory perspective

Xu,

Hou

2024

Humanit Soc Sci Commun

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The drivers of corporate digital transformation have been the focus of industry and academic attention. To deeply explore the driving factors and influencing mechanisms of corporate digital transformation (CDT), this paper takes Chinese listed manufacturing companies from 2007–2021 as the research object, based on imprinting theory, adopts the Driscoll-Kraay standard error method, examines the impact of CEO overseas experience on CDT, analyzes the moderating mechanisms of market competition and organizational resources, as well as the mediating effect of dynamic capabilities. The study shows that CEO overseas experience significantly promotes CDT, while market competition intensity and organizational slack resources strengthen the above relationship. Dynamic capabilities play a mediating role in the relationship between CEO overseas experience and CDT. The above findings still hold after considering robustness tests and endogeneity treatments. Further research finds that the overseas working experience of a CEO outweighs the learning experience when it comes to CDT; a CEO with overseas experience has a more significant influence on CDT in the company with a low growth rate; when the CEO is also the chair of the board in the executive team of a company, the overseas experience matters more to CDT; the overseas experience of CEOs with deep academic backgrounds has a more significant impact on CDT. This paper states the driving mechanism of corporate digital transformation from the imprinting theory perspective, and the findings are proven to be substantial and offer practical value for the in-depth development of corporate digital transformation.

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Section: Theoretical Analysis and Hypothesis Developmentmentioning

confidence: 99%

Section: Further Analysismentioning

confidence: 99%

CEO overseas experience, dynamic capabilities and corporate digital transformation: An imprinting theory perspective

Xu,

Hou

2024

Humanit Soc Sci Commun

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“…As noted Park and Yang implementation of artificial intelligence (AI) is a key management change to transform enterprise to digital era. They stated that digital transformation can be a success when artificial intelligence is adopted by new personnel and simultaneously with changes in recruitment and job structure (Park, et al, 2020). Moreover, Matt, Hess and Benlian argued that AI development and digital platform consolidation can be achieved using leading business innovation and based on data creation, collection and control management (Matt et al, 2015).…”

Section: Digital Transformation Strategymentioning

confidence: 99%

Untitled

2023

SPSUTOM

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The purpose of the article is to answer the question of how the challenges and problems of climate change translate into the realm of institutional solutions and strategic management at the local level. Design/methodology/approach: The article uses the method of analysis and criticism of the literature, making an analytical-synthetic account of the state of knowledge to date on the topic presented. In terms of processing the collected data, inductive and deductive, descriptive and monographic reasoning methods were used. Findings: Long-term strategies and investments in climate change adaptation as part of strategic management at the local level are essential to protect residents and urban infrastructure from the negative consequences of extreme weather. Practical implications: The presented study can help local government units make effective decisions related to environmental management at the local level. Social implications: The analysis presented can help in the process of identifying the benefits of strategic management with climate change adaptation issues. Originality/value: The presented study represents a new approach to interpreting the assumptions of environmental management systems in the context of supporting climate change adaptation activities from the perspective of strategic management in organizations and local government units.

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Decision-Making Model for Reinforcing Digital Transformation Strategies Based on Artificial Intelligence Technology

Kim

2022

Information

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Firms’ digital environment changes and industrial competitions have evolved quickly since the Fourth Industrial Revolution and the COVID-19 pandemic. Many companies are propelling company-wide digital transformation strategies based on artificial intelligence (AI) technology for the digital innovation of organizations and businesses. This study aims to define the factors affecting digital transformation strategies and present a decision-making model required for digital transformation strategies based on the definition. It also reviews previous AI technology and digital transformation strategies and draws influence factors. The research model drew four evaluation areas, such as subject, environment, resource, and mechanism, and 16 evaluation factors through the SERM model. After the factors were reviewed through the Delphi methods, a questionnaire survey was conducted targeting experts with over 10 years of work experience in the digital strategy field. The study results were produced by comparing the data’s importance using an Analytic Hierarchy Process (AHP) on each group. According to the analysis, the subject was the most critical factor, and the CEO (top management) was more vital than the core talent or technical development organization. The importance was shown in the order of resource, mechanism and environment, following subject. It was ascertained that there were differences of importance in industrial competition and market digitalization in the demander and provider groups.

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Crafting Sustainable Human Resource Management Strategies in the Era of Artificial Intelligence

Cited by 3 publications

References 0 publications

CEO overseas experience, dynamic capabilities and corporate digital transformation: An imprinting theory perspective

CEO overseas experience, dynamic capabilities and corporate digital transformation: An imprinting theory perspective

Untitled

Decision-Making Model for Reinforcing Digital Transformation Strategies Based on Artificial Intelligence Technology

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