The Effects of Transformational and Adaptive Leadership on Dynamic Capabilities: Digital Transformation Projects

Abstract

Leadership must be leveraged at the management level to develop the capabilities needed to succeed in digital transformation projects, where complications arise due to technological novelty and environmental dynamics. Transformational leadership (TRL) and adaptive leadership (ADL) are proposed as successful approaches for managing changing behaviors and faster adaptation to new circumstances. Survey results demonstrate the positive influence of TRL on the three project dynamic capabilities. However, its impact on adaptive capability is weak. An interview study was conducted to explore the link between ADL and adaptive capability, providing an additional understanding of insignificant effects on innovative and absorptive capabilities.

Enhancing digital transformation: exploring the role of supply chain diversification and dynamic capabilities in Chinese companies

“…Secondly, this research introduces a fresh perspective on how enterprises can leverage external resources and capabilities to promote DT. While previous research has extensively examined the various resources and capabilities essential for DT, the focus has predominantly been on internal resources and capabilities within enterprises (Plekhanov et al ., 2023; Verhoef et al ., 2021; Wang et al ., 2023a, b; Huang et al ., 2023). These studies have underscored the significance of internal factors by utilizing the resource-based view (RBV) and dynamic capabilities as theoretical frameworks for understanding enterprises' DT.…”

“…The successful execution of enterprises DT hinges on the seamless integration of both internal and external resources (Bode et al ., 2011). However, it is evident from existing literature that much of the focus has been directed toward examining how the internal allocation of resources and capabilities within enterprises facilitates DT (Chwilkowska-Kubala et al ., 2023; Wang et al ., 2023a; Huang et al ., 2023), overlooking the significance of external resources in this context. External stakeholders such as vendors and customers represent invaluable sources of technology and fresh insights into DT (Shi et al ., 2023).…”

“…The current issue and full text archive of this journal is available on Emerald Insight at: https://www.emerald.com/insight/0263-5577.htm highlights the critical need to comprehend the factors that drive and fortify enterprise DT (Fang et al, 2023). Extant research has delved into a myriad of factors that contribute to the success of DT, encompassing aspects such as human resources, technology, organizational culture, leadership and dynamic capabilities (Chwilkowska-Kubala et al, 2023;Plekhanov et al, 2023;Verhoef et al, 2021;Wang et al, 2023a, b;Huang et al, 2023;Warner and W€ ager, 2019), among which, resources and capabilities stand out as fundamental prerequisites for effective enterprise DT.…”

Does structural social capital lead to proactive green innovation? a three-part serial mediation model

“…Within the literature exploring the relationship between DC and SSC, DC is frequently seen as a facilitator for integrating external knowledge and resources to help enterprises attain their predefined objectives [74][75][76]. Qiu, Jie [36] assert that DC plays an intermediary role in the connection between green innovation and competitive advantage.…”