Innovative culture and rewards-recognition: why they matter in linking transformational leadership to workplace digitalization

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

A study of full-time employees and their leaders in China found that visionary leadership behavior (VLB) is positively related to employee vision commitment and also that vision commitment mediates the effect of VLB on employee performance. Meanwhile, organization resource support moderates the effect of vision commitment on employee performance and the indirect effect of VLB on employee performance via vision commitment, such that the two effects are stronger when organization resource support is high.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2025), "Innovative culture and rewards-recognition: why they matter in linking transformational leadership to workplace digitalization", Human Resource Management International Digest, Vol. 33 No. 1, pp. 35-36. https://doi.org/10.1108/HRMID-11-2024-0268