Leadership characteristics and digital transformation

Porfírio, José; Carrilho, Tiago; Felício, J. Augusto; Jardim, Jacinto

doi:10.1016/j.jbusres.2020.10.058

Cited by 170 publications

(141 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…This will inexorably require modifying how to manage people within companies, in order to facilitate the cultural change to cope with the new forms of work. In this study, we consider that HRM practices in the digital age can be the means by which the digital strategy achieves the proposed objectives (Porf ırio et al, 2021). HRM practices aim to achieve organization goals by influencing and modifying the skills and behaviors of employees (Prieto and P erez-Santana, 2014).…”

Section: The Role Of Hrm Practices In Digital Transformationmentioning

confidence: 99%

The role of human resource practices in the implementation of digital transformation

Nicolás-Agustín

Jiménez

Maeso-Fernandez

2021

IJM

View full text Add to dashboard Cite

PurposeProfessionals and academics need to know what human resource practices are necessary in this Industry 4.0 environment and digital revolution. This research studies some human resource practices in the digital age that favor the implementation of digital transformation. The authors’ arguments suggest that for personnel to be a key asset in digital transformation processes, a strategic alignment is necessary to drive the company toward these objectives.Design/methodology/approachThe hypotheses were tested in a representative sample of 184 manufacturing companies with ten or more employees located in the southeast of Spain, using partial least squares.FindingsThe authors’ findings show that human resource practices partially mediate the relationship between strategic alignment and digital transformation. Based on the contingent approach, the authors also maintain that the company must implement human resource practices that encourage employee behaviors that are consistent with the organization's strategy. This strategic alignment and these human resource practices enable companies to achieve digital transformation in search of superior performance.Research limitations/implicationsLongitudinal and multilevel studies could increase the strength of the research, which could also include companies from other sectors. Although the technology component is fundamental in digital transformation processes, human capital management is even more important. This research highlights the mediating role of human resource management, where practices such as teleworking, teamwork and employee engagement are essential to foster innovative behavior and implement the digital transformation process.Practical implicationsIn the new digital environment, companies must adopt a set of human resource practices that favor innovative employee behavior that helps digitally transform their businesses.Originality/valueTo the best of authors’ knowledge, this empirical study has not been previously carried out. The theoretical model and hypothesis testing provide strategic value for understanding some of the determinants of digital transformation in relation to human resource management.

show abstract

Section: The Role Of Hrm Practices In Digital Transformationmentioning

confidence: 99%

The role of human resource practices in the implementation of digital transformation

Nicolás-Agustín

Jiménez

Maeso-Fernandez

2021

IJM

View full text Add to dashboard Cite

show abstract

“…The top management team support is essential in firms' digital transformation (Wrede et al, 2020). According to Porfírio et al (2021), democratic leadership style has a high impact on strategic management processes at…”

Section: Discussionmentioning

confidence: 99%

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Alieva

Powell

2022

IJLSS

View full text Add to dashboard Cite

Purpose The purpose of this study is to investigate the perceived effects between soft management practices, employee behaviours and the implementation of digital technologies in manufacturing plants, as well as how these relate to the emergence of digital waste. Design/methodology/approach This paper uses case-based research. Data was collected in two large manufacturing companies based in Norway and Sweden through semi-structured interviews with two management representatives and four shop-floor employees. The data was used to evaluate 29 variables describing lean- and total quality management (TQM)-associated employee behaviours and soft management practices, in light of digital transformation. Findings The results suggest that several variables were positively influenced by the digital transformation process. These were top management leadership, middle management involvement, employee education, corporate social responsibility focus, innovation, knowledge sharing, work-family balance, psychological capital, job satisfaction and career commitment. Training employees, creativity, discretionary effort, turnover intention and proactivity appear to be negatively influenced by digital transformation The findings also indicate that several soft management practices and employee behaviours were not only influenced by manufacturing digitalization but also themselves influenced the process. The potential for digital waste creation was also detected in several variables, including reward and recognition and training employees. Practical implications Managers, practitioners and academics may learn about the importance of certain managerial practices and employees’ behavioural needs during the digital transformation process. The findings may help in prioritizing TQM and soft lean management practices and certain employee behaviours during the digital transformation and in creating awareness of digital waste. Originality/value This study builds on several existing studies discussing the impact of digital transformation on soft management practices and employee behaviours. It provides insights from a lean and TQM angle and offers a means of prioritizing certain practices and behaviours during a digital transformation. This study also highlights the significance of digital waste.

show abstract

“…According to the distribution of digital transformation in the global industries top 20 in 2020 as shown in Figure 3, both the developed countries and the developing ones are seeking industrial digital transformation. 23 In particular, 14 countries have announced new digital plans in manufacturing since 2019. Many governments are also committed to digitizing their electric power, mining, and oil sectors by making policies and incentives.…”

Section: Development Achievementmentioning

confidence: 99%

Strategic analysis and development plan design on digital transformation in the energy industry: A global perspective

Liu

2021

Int J Energy Res

View full text Add to dashboard Cite

This paper conducts strategic analysis and development plan design of energy digital transformation from a global perspective. First, this paper analyzes the reasons for the digital transformation of the energy industry, and elaborates on the current status of the digital transformation of the energy industry. Second, this paper uses the "SWOT" model to conduct a strategic analysis of the digital transformation of energy. Finally, this paper uses the "IETB" model to design the development plan. The results showed that: (1) Energy digital transforma-

show abstract

Leadership characteristics and digital transformation

Cited by 170 publications

References 37 publications

The role of human resource practices in the implementation of digital transformation

The role of human resource practices in the implementation of digital transformation

The significance of employee behaviours and soft management practices to avoid digital waste during a digital transformation

Strategic analysis and development plan design on digital transformation in the energy industry: A global perspective

Contact Info

Product

Resources

About