Digital Leadership ‒ Mountain or Molehill? A Literature Review

Eberl, Julia Katharina; Drews, Paul

doi:10.1007/978-3-030-86800-0_17

Cited by 56 publications

(73 citation statements)

References 42 publications

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“…Therefore, the higher the digital leadership is, the weaker the positive relationship between information transparency of blockchain technology and supply chain trust will be. This insight is contrary to previous literature results, which believe that the higher the digital leadership is, the higher the acceptance of solving business problems through digital technologies at the forefront of Industry 4.0 ( Eberl and Drews, 2021 ). The key reason for this expectation is that digital leadership attaches great importance to protecting firm data privacy ( Outvorst et al, 2018 ).…”

Section: Discussioncontrasting

confidence: 99%

“…Finally, staff management, knowledge, communication, and collaboration should be adjusted at the personal level. Digital leadership aims to build a customer-centric digital business model ( Eberl and Drews, 2021 ). Managers with digital leadership are visionaries; they are proficient in digital technology and like to motivate employees to innovate and adopt new technologies to become digital experts ( Promsri, 2019 ).…”

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

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An empirical analysis of the supply chain flexibility using blockchain technology

Wang

Yang

2022

Front. Psychol.

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Building a flexible supply chain can enable the firms to manage their supply chains to adapt effectively to dynamic market demand changes and thus guarantee their accelerated growth in the future. In this vein, this study aims to address several important issues in supply chain management by considering two characteristics of blockchain technology (i.e., information transparency and security of blockchain technology) and exploring the specific conditions under which firms are likely to develop trust in supply chain management. Furthermore, we argue that such supply chain trust is vital to the success of achieving and increasing supply chain flexibility. In addition, we propose that top management teams’ digital leadership within the firms plays a vital role in moderating the contribution of each dimension of blockchain technology to supply chain trust. Using data from a large sample of 338 firms in China, we perform structural equation modeling to examine our conceptual framework empirically. Our results highlight and support the idea that blockchain technology’s information transparency and security influence the trust-building in a supply chain and supply chain flexibility and articulate the particular importance of digital leadership in explaining the contribution of different blockchain technology characteristics to trust-building. Our study advances the theoretical, empirical, and managerial analysis of critical factors to build trust and achieve flexibility in supply chains.

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Section: Discussioncontrasting

confidence: 99%

Section: Theoretical Background and Hypotheses Developmentmentioning

confidence: 99%

An empirical analysis of the supply chain flexibility using blockchain technology

Wang

Yang

2022

Front. Psychol.

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“…When this is the case, it becomes important to distinguish the skillset that characterize digital leaders. According to Eberl and Drews (2021), several terms are used in the literature to indicate digital leadership. In fact, based on an extensive review of the literature, Mccarthy et al (2021) suggested that they got more confused with the definition upon reviewing 87 research articles.…”

Section: Digital Leadershipmentioning

confidence: 99%

A typology for digital leadership in higher education: the case of a large-scale mobile technology initiative (using tablets)

Ghamrawi

Tamim

2022

Educ Inf Technol

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This study investigated a digital reform initiative, rated excellent by the government, of one higher education institution (HEI) in an Arab State in the Gulf. The focus of the study was to develop a digital typology, while exploring the leadership attributes that characterized the core leadership team, as they accomplished the migration towards a digital culture in one year, within a context where faculty members showed resistance against digitalization. The study was conducted immediately after the implementation of the initiative that took place over the course of one year, just before the Covid-19 pandemic. Semi-structured interviews were conducted with all the six key individuals in the leadership team who led this initiative. Data was analyzed using content-based analysis. Findings of the study were used to synthesize a 5D typology for digital leadership attributes: (1) Digital competence; (2) Digital culture; (3) Digital Differentiation; (4) Digital governance; and (5) Digital advocacy. The paper provides in depth discussion how these attributes supported the adaptive ability of a Higher Education Institution towards accepting digitalization.

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“…Die englische Sprache ist die lingua franca in der IT, so dass diese in allen Anforderungsprofilen verpflichtend sein sollte. Auch die Abwesenheit von agilen Methoden ist verwunderlich, so werden diese doch häufig von IT-Führungskräften gefordert (Eberl und Drews 2021 ). Gleichzeitig definieren auch die geforderten Attribute Anforderungen an Bewerber:innen, wie die eigenverantwortliche und proaktive Arbeitsweise und Innovations- und Gestaltungswille, die auch im agilen Umfeld notwendig sind (Kusuma et al.…”

Section: Diskussion Der Auswahlkriterien Zur Bestenauslese Im öFfentl...unclassified

IT-Führungsrollen des Top-Management-Teams im öffentlichen Sektor

Paech

Vogel

2022

HMD

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ZusammenfassungMittlerweile gibt es auch in Organisationen des öffentlichen Sektors häufig mehrere IT-Führungsrollen im Top-Management-Team (TMT). Wir wissen bisher aber sehr wenig darüber, wie diese IT-Führungsrollen ausgestaltet sind und wie sie sich voneinander abgrenzen lassen. Dieser Artikel nutzt Job Mining von Stellenausschreibungen im öffentlichen Sektor, um mittels einer qualitativen Inhaltsanalyse Kompetenzen, Verantwortungen und Aufgaben der IT-Führungsrollen zu identifizieren und Handlungsempfehlungen zu formulieren. Während zu den geforderten Kompetenzen von IT-Führungsrollen u. a. ein abgeschlossenes Hochschulstudium, Sprachkenntnisse sowie fach- und verwaltungsbezogene Kenntnisse zählen, zeigen die Verantwortungen verschiedene Ausprägungen. Die Aufgaben sind rollenspezifisch formuliert, zeigen jedoch eine Reihe von Überschneidungen zwischen den IT-Führungsrollen. Diese Überschneidungen legen eine CTO–CDO-Dyade mit übergeordneter CIO-Rolle nahe. Die praktisch ausgerichteten Handlungsempfehlungen umfassen u. a. eine höhere Gewichtung von Englisch- und Digital-Kenntnissen sowie lebenslangem Lernen.

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Digital Leadership ‒ Mountain or Molehill? A Literature Review

Cited by 56 publications

References 42 publications

An empirical analysis of the supply chain flexibility using blockchain technology

An empirical analysis of the supply chain flexibility using blockchain technology

A typology for digital leadership in higher education: the case of a large-scale mobile technology initiative (using tablets)

IT-Führungsrollen des Top-Management-Teams im öffentlichen Sektor

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