Online information on digitalisation processes and its impact on firm value

Salvi, Antonio; Vitolla, Filippo; Rubino, Michele; Giakoumelou, Anastasia; Raimo, Nicola

doi:10.1016/j.jbusres.2020.10.025

Cited by 76 publications

(87 citation statements)

References 71 publications

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“…The relationship between size and digitalization has also been unconfirmed. In addition, BarNir et al suggest that company size is correlated with the availability and flexibility of resources and the susceptibility to competition in the industry, which in turn influences the digitalization of companies [135], and Salvi et al [136] suggest that the size of the company influences the need to adopt digital solutions, but these relationships have not been confirmed in our research.…”

Section: Discussioncontrasting

confidence: 75%

The Relationships among Social, Environmental, Economic CSR Practices and Digitalization in Polish Energy Companies

et al. 2021

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This paper explores relationships among CSR practices in the social, economic and environmental dimensions and digitization in the Polish energy companies. The study used the CATI method, and the data obtained from 110 companies was analyzed using a set of methods starting with correlation analysis, through regression analysis, including backward stepwise regression. Obtained results led to the formulation of SEM (Structural Equitation Modelling) model that has been tested. Results confirm the influence of social CSR practices on practices in economics and environmental CSR dimensions and on the level of digitalization. Research also suggests that there is essentially no significant impact of the size of the enterprise on the level of digitalization, as well as on any of the analyzed types of CSR practices.

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Section: Discussioncontrasting

confidence: 75%

The Relationships among Social, Environmental, Economic CSR Practices and Digitalization in Polish Energy Companies

et al. 2021

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“…Prior research espouses the importance of the IoTand cloud computing as core indicators for advancing digitalisation, which becomes even more relevant for interdependent teams to drive initiatives forward across the digital space (Sarc et al, 2019). DTI consequently fosters more effective and efficient communications across disparate teams working collectively to execute set digital initiatives (Salvi et al, 2021) and could help reduce any frustration(s) that may arise from difficulty in dealing with set tasks that team members might have as they attempt execution of daily job demands (Stoldt et al, 2018). DTI may congruently, help reduce the degree at which frustrated team members may consider leaving an organisation as the provision of digital assistance for efficient task execution and delivery can often be readily accessed to foster productivity (Mahlasela and Chinyamurindi, 2020).…”

Section: Digital Task Interdependence (Dti) and Turnover Intentionmentioning

confidence: 99%

“…Extant debates espouse that organisations continuing to overlook the relevance of digitisation for the nature of work may lose relevance in the long term (Li et al, 2020). Salvi et al (2021) accentuate that digitisation has become a widespread global phenomenon that continues to drive changing job demands. Notably, with the aid of artificial intelligence (AI) and augmented reality systems, organisations are able to digitally advance several otherwise complex tasks, and core digital tasks that are managed by distinct interdependent teams can be more efficiently and effectively fostered to fruition (Masood and Egger, 2020).…”

Section: Introductionmentioning

confidence: 99%

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

Ogbeibu

Jabbour

Burgess

et al. 2021

JIC

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PurposeCongruent with the world-wide call to combat global warming concerns within the context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured to ensure that talented employees are effectively managed (nurtured and retained) to curb the potential risk of staff turnover. By managing such talent(s), organisations may be able to not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage the need for teams to work digitally and interdependently on set tasks, and for leaders to cultivate competencies fundamental to STARA, as this may further help reduce staff turnover intention and catalyse green initiatives. However, it is unclear how such turnover intention may be impacted by these actions. This paper therefore, seeks to investigate the predictive roles of green hard and soft talent management (TM), leader STARA competence (LSC) and digital task interdependence (DTI) on turnover intention.Design/methodology/approachThe authors used a cross-sectional data collection technique to obtain 372 useable samples from 49 manufacturing organisations in Nigeria.FindingsFindings indicate that green hard and soft TM and LSC positively predict turnover intention. While LSC amplifies the negative influence of green soft TM on turnover intention, LSC and DTI dampen the positive influence of green hard TM on turnover intention.Originality/valueOur study offers novel insights into how emerging concepts like LSC, DTI, and green hard and soft TM simultaneously act to predict turnover intention.

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“…In this regard, the presence or absence of the selected items was examined. A score equal to 1 was assigned in case of presence of each single item and a score equal to 0 in case of absence, thus using an un-weighted approach and assuming that each element is equally important (Ribeiro et al, 2019;Salvi et al, 2020aSalvi et al, , 2020bVitolla et al, 2021). This approach allows to overcome the classic subjectivity of weighted approaches that assign different judgments and weights to the qualities of different items (Bisogno et al, 2014;Cuadrado-Ballesteros et al, 2014).…”

Section: Dependent Variablementioning

confidence: 99%

CSR disclosure as a legitimation strategy: evidence from the football industry

Vitolla¹,

Nicolò

Polcini

2021

MBE

Self Cite

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Purpose The latest developments in the football industry, the commodification of sport, the excessive focus on profitability and the limited attention to social and environmental aspects have caused a legitimation crisis for football clubs. According to the legitimacy theory, the corporate social responsibility (CSR) disclosure represents a tool capable of allowing the construction or repair of legitimacy. This study, in line with this theory, aims to analyse the amount of CSR disclosure provided by football clubs and the determinants, related to visibility, of the level of information provided. Design/methodology/approach This study uses a manual content analysis on the corporate websites of the 80 football clubs that qualified for the UEFA Champions League and UEFA Europa League group stages for the 2019–2020 year to measure the level of CSR disclosure and subsequently a regression analysis to examine the impact of visibility on the amount of information provided. Findings Results reveal that football clubs still disclose relatively little information about sustainability issues, and that sports performance visibility, human capital visibility and social media visibility positively affect the amount of information that football clubs disclose. Originality/value This study extends the horizons of CSR disclosure to the football industry which is still little explored in the academic literature. Furthermore, it extends the scope of legitimacy theory, showing how CSR disclosure can be a means for football clubs to obtain or repair legitimacy. Furthermore, this study extends the list of determinants of the level of CSR disclosure, showing that visibility can influence the amount of CSR information.

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Online information on digitalisation processes and its impact on firm value

Cited by 76 publications

References 71 publications

The Relationships among Social, Environmental, Economic CSR Practices and Digitalization in Polish Energy Companies

The Relationships among Social, Environmental, Economic CSR Practices and Digitalization in Polish Energy Companies

Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

CSR disclosure as a legitimation strategy: evidence from the football industry

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