LEADERSHIP IN DIGITAL TRANSFORMATION: A STRATEGIC PERSPECTIVE

At the current stage of development of digital business transformation, the need to find flexible methods of change management is growing. Modern business is in difficult conditions, when the external and internal environment of the company and requirements for projects are constantly changing. Traditional management does not always help to withstand the competition of innovative companies. The success of companies lies in flexible reactions, readiness for changes and professional change management. Correct assessment of digital technology, setting right company goals, compliance with certain stages, principles and provisions of change management leads to successful digital transformation of business. Change management refers to both the organizational and behavioral adjustments that must be made to accommodate and sustain change. By combining human and technical capabilities, companies can accelerate their digital transformation and maintain momentum. The article is devoted to substantiating the importance of using change management tools and technologies in the context of digital business transformation. The purpose of the article is to study the peculiarities of change management in conditions of rapid digital transformations. The research was based on the basic principles of the theory of change management, scientific practices from domestic and foreign studies on the power of change management and digital transformation. The research methods that were used: dialectical method of cognition; logical and system analysis; abstract-logical and others. The essence of change management and the essence of digital transformation are considered. Change management strategies and reasons for resistance to changes in the company are substantiated. The factors and current technological trends that affect the success of change management related to digital transformation have been determined. Recommendations are offered for enterprises regarding change management and their adaptation to changes in the digital environment in order to increase the competitiveness of companies.

The COVID pandemic has accelerated the digital transformation (DT) in organizations. Given that organizations with high digital maturity enjoy better financial outcomes than their competitors, budgets for digital transformation have recently increased significantly. This article provides a narrative review of the change management (CM) practices that have proven successful in the context of DT in comparison to the theoretical CM models, with three purposes: firstly, to validate the most effective CM practices for DT, secondly, to identify existing, but unemployed theoretical CM practices that could benefit DT and thirdly, to enhance the field of CM with new tactics that have proven successful in DT. Given the rapid pace of DT during COVID, the organizational change has been done ad-hoc and often without structure or analysis. This paper compares DT and CM theory and practice for the first time in the context of COVID. The findings show that leadership support, engaging people managers, creating change agent networks, efficient communication, training, as well as change reinforcement lead to better DT outcomes. DT could employ more of the tactics suggested by the CM theory in the areas of communication, coaching of people managers, leveraging change agent networks, assessing organizational change readiness and resistance management tactics. CM could adopt new tactics regarding participation of employees, collaboration with external partners and attracting outside talent. Both could benefit from more emphasis on organization culture. The findings represent a good foundation of best practices for DT and for developing a CM model that applies specifically to DT.

Digital transformation and changes in global work dynamics are driving the emergence of Generation Alpha as a future workforce group with digital-native characteristics, visual orientation, and high expectations for flexibility and value alignment. These conditions demand a new understanding of work resilience that relies on structural stability and sustainable adaptability. This study aims to examine the influence of digital readiness, organizational culture, and talent management strategies on the resilience of Generation Alpha in the workplace. The method used is a qualitative literature study by analyzing reputable scientific articles that discuss work resilience, digital transformation, organizational culture, and talent management across organizational contexts. The results of the synthesis show that digital readiness plays a role as a foundation for resilience through strengthening self-efficacy, adaptive learning, and psychological resilience, although it has the potential to pose a risk of self-regulation if not balanced by organizational support. An adaptive, ethical, and learning-oriented organizational culture has been proven to strengthen the psychological safety and work attachment of Generation Alpha. Flexible and nonlinear talent management strategies become an institutional instrument to convert adaptive potential into long-term resilience. This study contributes to the development of the Alpha Generation resilience conceptual framework and provides practical implications for organizations in designing sustainable human resource strategies in the digital age of work.

Digital transformation is the process of using digital technologies for creating or modifying existing business processes and customer experience, leveraging cutting-edge technology to meet changing market needs. Disruptions like the COVID-19 pandemic, regional wars, and climate-driven natural disasters create consequential scenarios, e.g., global supply chain disruption creating further demand–supply mismatch for healthcare enterprises. According to KPMG’s 2021 Healthcare CEO Future Pulse, 97% of healthcare leaders reported that COVID-19 significantly accelerated the digital transformation agenda. Successful digital transformation initiatives, for example, digital twins for supply chains, augmented reality, the IoT, and cybersecurity technology initiatives implemented significantly enhanced resiliency in supply chain and manufacturing operations. However, according to another study conducted by Mckinsey & Company, 70% of digital transformation efforts for healthcare enterprises fail to meet their goals. Healthcare enterprises face unique challenges, such as complex regulatory environments, cultural resistance, workforce IT skills, and the need for data interoperability, which make digital transformation a challenging project. Therefore, this study explored potential barriers, enablers, disruption scenarios, and digital transformation use cases for healthcare enterprises. A structured literature review (SLR), followed by thematic content analysis, was conducted to inform the research objectives. A sample of sixty (n = 60) peer-reviewed journal articles were analyzed using research screening criteria and keywords aligned with research objectives. The key themes for digital transformation use cases identified in this study included information processing capability, workforce enablement, operational efficiency, and supply chain resilience. Collaborative leadership as a change agent, collaboration between information technology (IT) and operational technology (OT), and effective change management were identified as the key enablers for digital transformation of healthcare enterprises. This study will inform digital transformation leaders, researchers, and healthcare enterprises in the development of enterprise-level proactive strategies, business use cases, and roadmaps for digital transformation.

The paper discusses the topic of digital transformation, starting from its definition and examining the literature focusing on several theoretical aspects. The paper argues that digital transformation is not just about technology, but also about people, their mindset, and skills. It is also about rethinking business models and processes to leverage technology for better outcomes. In sum, digital transformation is a complex and multidisciplinary phenomenon that requires a holistic approach. Additionally, this paper aims to address these fundamental questions: What are the factors that impact organizations, and what factors appear to determine the failure of digital transformation in organizations, considering that the majority of organizations seem to struggle in achieving successful digital transformation? Consequently, many organizations find themselves unable to implement a genuine and effective digital transformation, despite their efforts in digital investments. This contribution aims to enrich the literature and enhance knowledge regarding the important issue of digital transformation failures across organizations, also considering the limited research on the factors determining the failure of digital transformation. The originality of the study lies in the metadata analysis carried out, which allows for an efficient and deeper insight into the problem at hand.

Today, organizations are deeply concerned with developing leadership that can lead from a distance. Given the pace of change in the work environment and organizational culture, leaders need to be very proactive in their approaches as all the organizations are working in virtual teams connected through Information and Communication Technologies. Organizations nowadays heavily rely on such teams to accomplish their work and goals. These novel teams require a good leadership style to bind virtual team employees' together and imbibe an appropriate culture to meet the demands of the changing environments. Therefore, the current study explored the relationship between transformational leadership, organizational culture, and change management among employees' of virtual teams. Also, the aim extended to examine the mediating role of organizational culture on the relationship between transformational leadership and change management among virtual team employees', for which partial least squares-structural equation modeling was applied. In order to meet the objectives, the study utilized a survey method on employees of IT organizations. The non-probability sampling technique used was purposive and convenience. Data was gathered from 118 respondents who worked in virtual team employees' of the IT sector from the Delhi-NCR The results revealed that transformational leadership and organizational culture were positively and significantly related to change management. Organizational culture partially mediated the relationship between transformational leadership and change management among virtual team employees'. The current study contributes to the additional literature among employees' of virtual teams, transformational leadership, and organizational culture that continues to grow.

Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management is an introduction to concepts that link organizational behavior management (OBM) with the fields of organizational ecology, cultural anthropology, organizational development, and organizational behavior. This important book can help OBM researchers and managers more precisely analyze complex work environments to develop more comprehensive yet highly focused interventions to improve individual and organizational effectiveness. Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management includes theoretical accounts of rule-governed behavior and cultural practices that expand the OBM’s boundaries to include more comprehensive analyses and intervention designs that can lead to more effective and larger scale interventions.Although OBM researchers have long recognized that the relationships between an organization and its environment are important for survival, they have not made organization-environment relations a primary focus of their interventions. In addition, most descriptions of OBM interventions have not included a precise account of how the components of the interventions bring about ultimate performance changes they produce. With this book, OBM researchers will learn how to identify organizational behavior/performance targets that can be changed and adapted to constantly changing competitive environments to improve an organization’s chances of survival. It also outlines two theories of rule-governed behavior. These theories characterize and explain how rules and their descriptions work to change or maintain effects of delayed rewards on current behavior/performance relationships. In so doing, they fill in the missing links required to achieve more valid and precise analyses of work environments that can be expected to result in more precise and effective OBM interventions.In Organizational Culture, Rule-Governed Behavior and Organizational Behavior Management, OBM researchers will learn how organizational cultural practices, organizational effectiveness, and rule-governed behaviors in organizations interact in complex ways to determine, in part, the adaptability and long-term survival of organizations. Reading this book will help academics, researchers, and practitioners better understand and predict how people in organizations will react to OBM interventions. All OBM managers including high-level managers, members of boards of directors and their consultants who are attempting to develop more effective organizations, will benefit from these discussions of organizational adaptation changing competitive environments. This essential volume presents organizational culture concepts cast in OBM terms that can be understood by all OBM researchers and practitioners and will be useful to anyone interested in organizational development on a large scale. Professors teaching OBM courses will find this presentation of rule-governed behavior an essential ingredient to every course in OBM.

Transforming the supply chain using best practices and the latest digital technologies is no longer optional; it is a strategic mandate for staying relevant. However, 70% of all transformation initiatives fail. The low success rates of transformation make firms reconsider moving forward with transformation journeys. These firms have doubts about integrating digital technologies like ML and Gen AI into supply chain operations and often postpone efforts until experts address their challenges. This chapter provides the top seven challenges and explains how to address them during supply chain digital transformation programs. Additionally, it offers a practical change management framework to ensure smooth digital supply chain transformations. This framework includes eight steps (phases) needed to implement change in the organizational culture and five success factors to maintain throughout the change lifecycle. These five factors can serve as a checklist to evaluate an organization's readiness for change and its chances of a successful digital transformation.

Ethics is instrumental in influencing the dynamics of organizational culture and performance management. This chapter will focus on all the elements of ethics on organizational culture and performance management. Ethics, culture, organizational culture, and elements that determine the organizational culture will be discussed. In addition, ethics, ethical theories, the impact of ethics on employees and on organizational culture, the effects of ethical violations on organizational culture, and recommendations to advance ethical conduct in organizations will be addressed.

Digital business transformation, driven by technologies such as big data analytics, machine learning, and artificial intelligence, plays a crucial role in enhancing organizational competitiveness. However, its success is also significantly influenced by organizational culture, which supports collaboration, open communication, and the acceptance of change. This study aims to investigate the relationship between digital transformation, organizational culture, and employee performance at PT Permodalan Nasional Madani (PNM) Regional Pekanbaru 2. The research found that digital transformation did not significantly impact employee performance, primarily due to the suboptimal implementation of digital initiatives and employees' insufficient digital readiness. On the other hand, organizational culture had a significant positive effect on employee performance. A culture that fosters collaboration, openness, and adaptability was shown to enhance employee motivation and productivity. The study concludes that a strong organizational culture is essential for successfully implementing digital transformation and improving employee performance. Therefore, PNM Pekanbaru 2 should focus on strengthening its organizational culture and provide continuous training to support the effective integration of new technologies, ultimately improving overall performance.

Organizational change management is critical to success in digital transformation and process improvement initiatives. As businesses increasingly adopt emerging technologies, they encounter challenges related to workforce adaptation, stakeholder alignment, and operational continuity. This paper explores key theories and models that underpin change management, including Kotter’s 8-Step Process, Lewin’s Change Model, and the ADKAR framework, highlighting their relevance in driving successful transformation. Strategic approaches for managing change, such as effective communication, targeted training programs, and risk mitigation techniques, are examined to identify best practices that enhance organizational readiness. Additionally, the role of technology integration, including artificial intelligence, automation, and cloud computing, is analyzed to assess its impact on process optimization and employee adaptability. The findings underscore the importance of leadership involvement, organizational culture, and agile methodologies in facilitating smooth transitions. Barriers to effective change management, such as resistance to change, insufficient stakeholder engagement, and cybersecurity risks, are also addressed. The study concludes by providing actionable recommendations for businesses to refine their change management strategies, ensuring sustainable growth in an evolving digital landscape.

The aim of this study was to create and analyze the psychometric properties of an instrument (Knowledge Creation and Dissemination Survey, KCD) to evaluate the knowledge management on Spanish R&D teams based on the Leonard-Barton’s
\n(1995) model of knowledge flows. For this purpose, three different tasks were carried out: firstly analyzing the psychometric
\nproperties of the instrument; secondly, analyzing the knowledge management levels of the R&D teams at a technical
\nuniversity as well as the relationship between organizational culture and knowledge management. This instrument was
\ndeveloped to cover the existing gap in the evaluation of knowledge management. The “Knowledge Creation and
\nDissemination Survey” was administered to four different samples from a Spanish technical university. Here we will refer
\nto the sample used for the final validation of the scale, 275 participants from 35 R&D teams. The psychometric properties
\nof the “Knowledge Creation and Dissemination Survey” are adequate. According to the results of the study, the use of this
\ndiagnostic tool with university R&D teams seems justified, the knowledge management on these teams seems to be high
\nconsidering the levels on the KCD dimensions, and there is a link between organizational culture and knowledge
\nmanagement. The main limitation of the study refers to the sample, future research must continue, extending the sample both
\nin terms of its size and also on its diversity. The paper contributes to management research by presenting a useful, practical
\ntool to evaluate group practices on knowledge management, and by present empirical evidence of the links between
\norganizational culture and knowledge management.

The aim is to understand the concept of succession planning and its application to initiate successful succession planning in nursing education. In nursing education, there is a lack of qualified academic nursing administrators associated with a national nursing faculty shortage. Succession planning is often confused with other leadership management techniques. An understanding of the concept and its application is required to initiate successful succession planning in nursing education. Walker and Avant's methodological approach was followed for this concept analysis.The electronic databases searched included CINAHL, Medline, Google Scholar, PROQUEST, ERIC, PsycINFO, along with reference and bibliographic lists, relevant books, and public domain websites. The initial search terms included: succession planning, academic deans/directors, and nursing education.A pattern of five attributes emerged related to the characteristics of the concept of succession planning: organizational support and culture, attitude, commitment, and resources. Antecedents included strategic planning, identification of potential individuals, leadership development, mentoring programs, and identification of leadership competencies. Consequences of succession planning appeared to be related to retention, recruitment, improved leadership competencies, decreased role transition stress, and a healthier work environment. Succession planning has been defined as the proactive strategy involving the purposeful identification, assessment, and development of individuals through the processes of educating and mentoring for future leadership positions and establishing leadership continuity within an institution. Succession planning is needed for the continued growth and development academic nursing leaders.

The global competition becomes the greatest challenge being faced by the organizations. The decision making process determines the survival of the organizations. One of the important resources that play a role in decision making is information. Most of the information needed is the organization's accounting information. Micro, Small, and Medium Enterprises (SMEs) have started implementing accounting or bookkeeping for the specific purpose of taxation , credit, capital, developing a business, and so on . However, the application of accounting information systems (bookkeeping or recording) is not necessarily effective and efficient. Accounting information system performance is influenced by certain factors . This study aims to obtain empirical evidence of the influence of organizational culture, organizational commitment, staff competence, and change management to the accounting information system performance. To test the empirical facts, logic necessary arrangement with the Background theory: Karl Marx (1818-1883), Max Weber (1864-1920), Grand Theory: Georg Simmel (1838-1918), Ralf Dahrendorf (1929-2009), Lewis A Coser (1913-2003), Middle Range Theory: Jensen & Meckling (1976), Application Theory: Schein (1992), Hofstede (1991), Iceberg Theory, Wood et al (2001), Luthans (1992), Spencer (1993), Potts & LaMarsh (2004), Huczynski & Buchanan (1991). The research unit is 101 respondents in SMEs in West Jakarta. Methods of analysis tools using path analysis or a combination of correlation and regression to determine the effect of partial and simultaneous. The results of the study after the test of validity, reliability, and the transformation of ordinal data to interval shows the results: organizational culture, organizational commitment, staff competence, change management have significant and positive effect on the performance of accounting information systems partially or simultaneously adjusted R square value of 0.672 or 67.2 % and the rest are other factors outside of the model of 0.328 or 32.8 %. Results of this study have consistency with the entire framework, literature review, and previous research. The suggestion for the study: a) necessary for the development of advanced research outside the model, (b) for SME policies need to consider the development of organizational culture, organizational commitment, staff competence, and change management to improve the performance of accounting information systems.

Culture is the heart of any organization. In organizations, culture is like the DNA of the organization. Thus, each organization is unique. In this context, corporate culture is not only created by the founders, management, and employees of a company, but is also influenced by national cultures and traditions, economic trends, international trade, company size, and products. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders. Digital transformation is a cultural transformation that affects the majority of people who work, and it will never be realized unless companies are confident with their employees and believe that digitalization can help organizations, people, and society achieve a better future. Based on that, employee engagement in digital transformation is a necessity, where an "engaged employee" is fully absorbed by and enthusiastic about their work and takes positive action to further the organization's reputation and interests. Accordingly, effective digital transformation can never be achieved unless companies build confidence among their staff that digitalization can help organizations, people, and society to achieve a positive future.