УПРАВЛІННЯ ЦИФРОВОЮ ТРАНСФОРМАЦІЄЮ МЕНЕДЖМЕНТУ ПЕРСОНАЛУ ЧЕРЕЗ ЦИФРОВУ HR СТРАТЕГІЮ

PurposeIn the context of the digital economy, information technology (IT) investment has become a necessary way for enterprises to transform digitally. However, why and how IT investment can enhance digital transformation is lacking in the literature. Based on the resource-based view (RBV), this study explored the impact mechanism of IT infrastructure on the digital transformation of enterprises from the perspective of the digital transformation strategy. Further, this study examined the moderating role of top management on the relationships between IT infrastructure and digital transformation strategy and between digital transformation strategy and enterprise's digital transformation.Design/methodology/approachThrough a questionnaire survey of Chinese enterprises, 180 sample data were collected, and the partial least squares-structural equation modeling (PLS-SEM) method was used to test the hypothesis.FindingsDigital transformation strategy fully mediates the relationship between IT infrastructure and enterprise digital transformation. Furthermore, top management has a significant positive moderating effect on the relationship between IT infrastructure and digital transformation strategy, as well as the relationship between digital transformation strategy and digital transformation.Originality/valueThis study explores the moderating role of top management in the relationship between IT and enterprise performance, as well as the mediating role of digital transformation strategy in the relationship between IT infrastructure investment and digital transformation performance. As a result, the study adds significantly to the body of knowledge on IT business value, digital transformation and strategic management. The authors' findings can help update managers' perceptions of IT value and provide theoretical guidance on deriving digital transformation performance from IT infrastructure investments.

In the Digital Age, technological advancements are moving extremely fast, and the competitive landscape is complex, unpredictable, and constantly changing, so companies face the challenge of embracing digital transformation to keep pace with change and remain competitive. However, there are no standard road maps for digital transformation, and companies need to overcome several obstacles to make digital transformation successful. The real challenge is to develop and facilitate the step-by-step implementation of a company’s digital strategy and share a digital plan that aligns the company’s strategic vision and employees’ ambitions.An emerging organizational practise is Innovation Labs, which can be seen as a valuable response to the needs of organizations in developing digital strategies and promoting digital adoption.The chapter draws on the findings of a literature review on Innovation Labs and digital transformation and an exploratory case study conducted in an Innovation Lab to gain new insights into the role of Innovation Labs as facilitators of organizational digital transformation.The chapter describes the key features and functions of Innovation Labs and shows how they promote digital capabilities and digital transformation processes and strategies in organizations.

The paper aims to analyze the digital transformation process’s defining elements in the COVID-19 crisis. Starting from our main objective, which consists of a critical analysis of the defining elements of the digital transformation process in the conditions of the COVID-19 crisis, we formulate the following specific objectives: to analyze the contribution of external organizational factors to put into practice the new opportunities created by the organization’s digital transformation; to evaluate the impact of digital competencies on the digital transformation of organizations; and to analyze the role of new technologies in developing digital competencies. We used the partial least squares structural equation modeling (PLS-SEM) and the bootstrapped method to evaluate the model fit, and the model was tested by SmartPLS4 software. Our research is based on information from 203 employees with authority for decision making about the digital transformation strategy in their organizations undergoing a digital transformation process. Our findings revealed that organizations, regardless of size, profile, or field of activity, are affected by changes induced by new technologies and the crisis generated by COVID-19. Therefore, formulating a digital transformation strategy must aim to minimize the risks of obsolescence and maximize the results from exploiting new digital resources. However, our results do not prove that COVID-19 crises directly and positively influence the development of digital competencies. This leads us to conclude that developing these competencies is a continuous process unaffected by disruptive factors such as crises. Instead, the development of digital competencies is influenced by new technologies. Therefore, the COVID-19 crisis directly and positively influences organizations’ developing and implementing a digital transformation strategy and new technologies. The theoretical contribution of our research consists of an explanation of the role of perturbator factors, such as the crisis generated by COVID-19, in developing digital competencies and improving digital transformation. The practical contributions are dedicated to managers that should have a different approach to the negative phenomena that will be considered catalytic factors of the digital transformation and disruptive factors of the organizational climate.

In today’s rapidly evolving business landscape, digital transformation has become a strategic imperative for growth enterprises seeking to enhance operational efficiency, improve customer experiences, and drive innovation. However, the successful execution of digital transformation initiatives hinges on the alignment between Information Technology (IT) and business objectives. This alignment ensures that technological investments directly support organizational goals and contribute to sustainable growth. Despite the significant attention given to digital transformation, there remains a gap in understanding the best practices and frameworks for achieving optimal IT-business alignment in growing enterprises. This explores recent advances in digital transformation strategies, with a focus on the role of IT-business alignment in driving business success. It examines the emerging trends in aligning IT initiatives with business goals, including agile methodologies, cloud adoption, data-driven decision-making, and the integration of Artificial Intelligence (AI) and Internet of Things (IoT) technologies. By reviewing case studies of growth enterprises, this highlights the critical factors that contribute to successful IT-business alignment, such as leadership commitment, cross-functional collaboration, and continuous adaptation to market changes. Additionally, this delves into the challenges faced by enterprises in achieving seamless integration between IT and business strategies, including resource constraints, organizational silos, and the complexity of managing legacy systems alongside new digital tools. The findings underscore the importance of a dynamic approach to alignment that evolves with technological advancements and business priorities. Ultimately, this research provides valuable insights for growth enterprises looking to refine their digital transformation strategies. It offers actionable recommendations on fostering stronger IT-business alignment, emphasizing its pivotal role in ensuring the long-term success of digital initiatives and driving competitive advantage in an increasingly digital world.

At present, we are witnessing the transition to a new level of economic development. And the most interesting thing is that both state-owned enterprises and private companies are coping with the challenges and tasks that the modern world puts before them. Modern challenges and challenges lead to significant changes in the activities of each economic entity. And any changes are difficult. Even more difficult are the changes associated with digital transformation; there are many more nuances, uncertainties and solutions. Digital transformation is an essential condition for changes and the formation of the digital economy, the formation of which takes place both within a single country and at the global level as a whole. The purpose of the study is to define the concept of digital transformation; to identify the differences between the concept of digital transformation and automation and digitalization; to determine the key elements of the digital transformation strategy and the state of digital transformation of state authorities in Russia. In this regard, the article analyzes the prerequisites for the global digital transformation; analyzes the national experience and the significance of the digital transformation of state authorities; justifies the need to identify the key elements of the strategy in order to intensify the digital development of any economic agent and identify omissions in the inaccurate definition of the elements of the digital strategy. Results of the study: 1. The analysis of the concepts of automation, digitalization and digital transformation is carried out. 2. The role of digital transformation for business and the state is shown. 3. The key elements of the digital transformation strategy are proposed. 4. The directions for implementing the digital transformation of the business and the environment are identified. The methodological basis of the research is the scientific works of Russian and foreign scientists in the field of digital economy, the results of various applied studies on the formation of a new way of economy. Based on the analysis of domestic and foreign literature, digital transformation appears as a strategic direction for the development of any business and the environment as a whole.

Higher education is a key pillar in constructing new knowledge economies for the 21st century, and the digitalization of higher education is a central focus area for national authorities. Visionary discourses from authorities state that the decision-making authority for digital strategies should be centralized to the domain of management. Digitalization is, however, driven by key features of modern technology and may also lead to the transformation of traditional educational methods as well as educational practices. Since the university contains several disciplines, different strategies can be used when products or processes within the disciplines are digitalized. It is important to consider in the ways that different disciplines can proceed to digitalize their educational practices. Based on these interests, our research question is as follows: how do digital strategies in higher education emerge, and how do they align with the educational context? Through a qualitative case study with interviews, participation in workshops, and document analyses, we investigated two digitalization efforts in the fields of medicine and law. We found that the two classical disciplines’ strategic approaches differed substantially. Based on the findings, our main contribution is a digitalization model with two archetypes, namely digital transformation strategy and digital innovation strategy. The model highlight the main object of the respective strategies, but also the institutional reaction to digitalization efforts. An implication from our study is the demonstration of how specific faculties adapt digital strategies to educational practices. This may sometimes lead to the transformation of educational practices, while other times more incremental moderate changes may be implemented. From a practical point of view, policymakers, politicians, educational management, and professionals need knowledge and expertise about the implications of digital strategies for educational practices. Our contribution, we propose, strengthens the understanding of strategies within digital infrastructures in higher education.

Digital transformation is now widely discussed and applied in different enterprises and under various organizational aspects. Traditional industries recognize the need to innovate and digitalize their business processes and models. Among these industries, the railway sector presents a vast space for digital transformation. The railway has several operational, regulatory, regional and technological specificities that must be taken into account in the digitalization processes. Given the multiple aspects involved and the transdisciplinarity, the digital transformation strategy and roadmap of companies must be defined in a way that fits it to the corporate strategy, allowing digital transformation program to be implemented effectively, prioritizing internal sectors with the greatest strategic impact, generating greater productivity, business models improvement, security and, above all, competitiveness for the sector. This research aims to propose a model for the definition of the digital transformation strategy in the railway companies using the Balanced Scorecard (BSC) as a tool for strategic organizational analysis and multi-criteria decision-making (MCDM) to define the drivers for digital transformation in the railway. Finally, to demonstrate the proposal, a case study will be carried out at a Brazilian railway company.

Purpose. The purpose of the article is to examine the impact of Industry 4.0 technologies that enable digital transformation, as well as the moderating role of research and development (R&D), on the financial performance of agricultural companies. Methodology / approach. The main research method was regression analysis, which was carried out using the ordinary least squares method using GRETL software package. To study the quality of data on financial performance measures, independent and control variables, descriptive statistics, and correlation matrix methods were used. To form quantitative characteristics of the digital transformation process of agricultural enterprises and individual Industry 4.0 technologies that support it, a text analysis method was applied, the practical use of which was carried out in the R software environment. To conduct the text analysis, two scripts were created using the functionality of “pdftools”, “stringr”, and “tidyverse” libraries in the R environment. This made it possible to identify keywords and translate the frequency of their use in the studied reports into quantitative indicators. The information basis for the study was the means of disclosing additional information by 200 agricultural companies from different countries of the world for 2022–2023. Results. The heterogeneity of the impact of indicators characterising digital transformation and the use of individual digital technologies on agricultural companies’ financial performance measures was established, and the absence of a moderating effect of R&D on the impact of digital transformation on such indicators was confirmed. The study results allow us to establish the general role of digital transformation and individual Industry 4.0 technologies in achieving various types of financial performance measures. Originality / scientific novelty. The study’s novelty lies in overcoming the research gap in exploring the influence of digital transformation structural elements on the financial performance of agricultural companies, as well as substantiating the role of R&D in this process. To solve this problem, text analysis of additional information disclosure tools of agricultural enterprises was applied based on the use of R software environment libraries and scripts developed by the authors to identify and count the frequency of use of keywords characterising digital transformation. Practical value / implications. The study results enable agricultural management to adjust their overall digital transformation strategy and make more informed decisions about the use of individual digital technologies to improve financial performance and create greater value for customers.

Purpose: This study aims to examine how digitalization influences and is influenced by organizational structures and human resource management in the Indonesian education industry. Research Methodology: This study employs a qualitative approach using semi-structured interviews and focused group discussions to explore how digital technology is implemented in human resource management within the Indonesian education sector. Participants include education leaders, HR officials, policymakers, and edutech developers, selected through purposive and snowball sampling methods to ensure relevant and in-depth insights. Data were collected through individual interviews and thematic workshops, allowing researchers to capture both personal experiences and group dynamics related to digital transformation challenges and strategies. Results: The results show that the success of digital transformation in HR management in Indonesia's education sector depends on the balance between human, technological and organizational aspects. Key challenges include a lack of training, uneven infrastructure, and an organizational culture that is not adaptive to change. Therefore, a holistic strategy is needed that includes digital competency development, visionary leadership, and policies that support technological innovation and transparency. Conclusions: Digital transformation in HRM within Indonesia's education sector is hindered by gaps in human skills, technology access, and rigid organizational structures. Weak digital leadership and ethical concerns around AI further slow progress. A holistic approach developing digital competencies, promoting innovation, and ensuring transparent AI is essential for effective and sustainable transformation. Limitations: The study’s qualitative scope limits generalizability. It also reflects a specific time frame and may include selection bias from purposive sampling. Contribution: This study offers insights into aligning HR and digital strategies using the HTO framework and promotes ethical, inclusive digital transformation in education.

Digital transformation (DT), digital strategy and digital leadership, digital agility seem to be concomitant phenomena in recent years, drawing a NIT theory, TAM theory and digital transformation theory, this study developed and tested a model and hypothesis on how digital transformational leadership, digital strategy and organizational agility influence digital transformation. Alternatively, this paper found that digital transformational leadership, digital strategy and organizational agility positively influence digital transformation and their relationships. This study uses survey data from the Chinese companies -Qihoo and Didi Global as a sample. The sample size is more than 220 respondents. The quantitative text analysis method is used to measure the attention to digitalization of Qihoo and Didi companies. This paper discusses: (1) explore the relationship between digital transformational leadership, organizational agility and digital strategy, and how they affect digital transformation in China (Qihoo360 and Didi Global firm). (2) identify the firm's measurement items of digital transformation organizational in the relationship between digital transformational leadership, digital agility, and digital strategy. The findings of this study provide an advanced understanding of the impact of transformational leadership, digital strategy and organizational agility on digital transformation and the role of digital strategy in Chinese technological companies.

With the advent of digital technologies, society is reshaping itself radically. In the last decade, digital technologies have brought fundamental changes in the industry and business environment. The holistic socioeconomic and industrial changes are a result of general-purpose technology aspects of digital transformation, which are rare and have inherent capabilities of self-transformation to bring long-term benefits across the entire global business environment. After the steam engine, electric generator and printing press, the recent development of digital transformation has created an opportunity with extensive sustainable and incremental influence for disruption and renovation. However, the most important difference between digital transformation and the previous general-purpose technologies such as steam engines and electric generators is the pace of technology’s penetration across the globe. To cope with the accelerated speed of global digitization, the digital transformation process should be accepted, adopted and adapted across society and business utilizing a multi-dimensional strategy. This book illustrates a strategic structure that covers Digital Challenges for Industries, Applicability for Digital Transformation, Digital Transformation Framework, People and Organization Structure, Capability Delivery Activities and Life Cycle Benefits. How will businesses embrace digital transformation? How will organizations formulate a digital transformation strategy? How will they invest in digital technologies? To answer these questions, a strategic structure is created which can provide guidelines to businesses to create a framework for digital transformation that includes strategy, process, governance and funding. The exponential growth in data capacity (storage, process and communication) due to rapid digitalization has created infinite opportunities and different dimensions to businesses. Digital platforms have enabled alternative business models by deconstructing the traditional value chains. Agile concepts driven by design thinking have brought innovative perspectives with an environment of boundless disruption. To run a company with sustainability and manage disruptions more consciously, the adoption of a digital platform with an appropriate strategy is the only viable option. Digital transformation (DX) goals and strategies should be in line with a company’s business objectives. The strategic structure explained in the book is a global framework that can be adopted by any profit or nonprofit organization. Like any other transformational process, digital transformation has created structural tension between "old" and "new". In this tension, employees play a large role and their clarity of thought regarding the transformation process is of paramount interest. To overcome this tension, companies need to orient as learning organizations, which will provide opportunities for growth in an ambidextrous environment, embraced with a digital ecosystem. The book explains how the structural tension between old and new can be mitigated by effectively involving all stakeholders in the transformation process.

The purpose of this study is to develop a digital transformation model for MSMEs by analyzing absorptive capacity and digital entrepreneurial strategy in encouraging digital transformation in MSMEs. The research was conducted by taking a sample of 100 SMEs in Depok Sleman District. Sampling was done using simple random sampling method. The influence between variables was analyzed using a quantitative approach with WarpPLS as the chosen analysis tool. The results of the analysis show that the absorptive ability as the ability to absorb external knowledge to be processed into knowledge that is suitable for the organization, has an insignificant effect on digital transformation. Absorptive ability has a significant influence if it is through a digital entrepreneurship strategy. This finding shows that the knowledge developed by the organization is not able to encourage digital transformation in MSMEs. This knowledge becomes meaningful to encourage digital transformation if it is accompanied by ownership of a digital entrepreneurship strategy. This is because the digital entrepreneurship strategy is a strategy to achieve business goals by changing business activities and processes through the application of innovation, creativity and the use of digital technology. This means that the combination of knowledge that is built is adapted to the technological innovation capabilities of MSMEs as a strategy to adapt to the changes in the environment they are facing. This adaptability can drive the success of digital transformation in MSMEs

A legújabb ipari forradalom jelentősen átalakítja az üzleti világot és sok vállalatot digitális transzformációra ösztönöz. A digitális transzformáció során a vállalat a szervezeti működés több területén (pl. stratégia, szervezet, technológia) változtat azért, hogy azok a digitális megoldások vállalati intézményesítését támogassák. A szakirodalom alapján kijelenthető, hogy a vezetői stílus kulcsfontosságú tényező a vállalatok transzformációs törekvéseiben. A szerzők kutatásukban azt vizsgálják, hogy a vezetői stílusok milyen hatással vannak a digitális transzformációra. Elemzésükhöz 94 feldolgozóipari vállalat adatait használták fel, amelyek a Versenyképesség Kutató Központ kérdőíves felméréséből származnak. A feladatorientált és kapcsolatorientált vezetői stílusok jellemzői keverten jelennek meg: az egyik feltárt stílus a célokra és megvalósításra fókuszál, a másik a teljesítményre és emberre. A digitális transzformáció szintén két pillérre épül: a digitális transzformációs stratégia mellett a digitális transzformációs tevékenységekre. Fő megállapításuk, hogy a digitális transzformációs stratégiára mindkét vezetői stílus szignifikáns pozitív hatással van. A digitális transzformációs tevékenységekre azonban csak a célokra és megvalósításra fókuszáló stílus hat pozitívan.

Purpose This study aims to investigate the impact of digital leadership on competitive advantage in Saudi Arabia's tourism and hospitality sector, examining the mediating roles of digital skills and digital strategy. Design/methodology/approach A quantitative research design was adopted using a structured questionnaire distributed to 648 managers and supervisors working in travel agencies. Data were analyzed using structural equation modeling (SEM). Findings Findings confirm that digital leadership significantly influences competitive advantage both directly and indirectly through digital skills and strategy. These mediators were found to play partial roles, strengthening the leadership-advantage link. Practical implications The results offer actionable guidance for tourism and hospitality managers on how to strengthen competitiveness through effective digital leadership, workforce upskilling and alignment between digital strategy and business goals. Social implications The study highlights the societal value of digital transformation by fostering innovation-driven employment, improving customer experience and advancing digital inclusion across Saudi Arabia's growing tourism ecosystem. Originality/value The study contributes by extending the resource-based view (RBV) to digital transformation contexts and integrating it with the dynamic capabilities theory (DCT) to provide a more comprehensive understanding of how digital leadership functions both as a strategic resource and as an adaptive capability. This dual-theoretical perspective offers a novel explanation of how digital leadership, digital skills and digital strategy interact to generate competitive advantage within the tourism and hospitality sector – an area that remains underexplored in emerging economies such as Saudi Arabia. The study also advances empirical knowledge by testing these relationships in a national context undergoing rapid digital transformation, thereby filling a notable gap in tourism and hospitality research.

Small and Medium Enterprises (SMEs) in Tangerang, Indonesia, significantly contribute to economic development but face barriers in adopting digital technologies, such as limited resources, lack of digital skills, and organizational resistance. Digital transformation, encompassing cloud computing, digital marketing, automation, and data analytics, is increasingly recognized as essential for business growth and efficiency. The primary objective of this study is to examine the impact of digital transformation strategies on operational efficiency, customer engagement, and overall performance in SMEs. Using a quantitative research approach, Partial Least Squares Structural Equation Modeling (SmartPLS) was applied to analyze data from 150 SMEs in Tangerang. The research measured the relationship between digital transformation strategies and key performance indicators. The results indicate that cloud computing and data analytics significantly improve operational efficiency by streamlining processes and enabling data-driven decision-making. Meanwhile, digital marketing and automation enhance customer engagement and market competitiveness, with SMEs showing stronger customer relationships and improved market positions. This study highlights the importance of adopting digital transformation to enhance SME business management and achieve sustainable growth. It offers practical insights for managers and policymakers and encourages future research on the long-term effects of digital transformation on SME resilience and innovation.