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This study aims to prepare some disperse dyes based on pyrazole derivatives and fully evaluate their use as azo-disperse dyes linked with pyrazolo[1,5-a] pyrimidine. This study aims to prepare dye polyester fabric at different conditions (pH and time) at a depth of 4% using a high-temperature pressure process in water.

The disperse dyes were created by dissolving enaminone and pyrazole derivatives in glacial acetic acid and fusing sodium acetate at reflux for 6 h. The chemical structure of the produced dye was studied using elemental analysis, Fourier-transform infrared spectroscopy, 1H NMR and 13C NMR spectroscopic analytical methods. The dyeing of Dispersed dyes 14–16 on polyester under diverse conditions was comprehensively investigated in this work.

The prepared Organic dyes 14–16 were found to be highly functional and suitable for this type of dyeing technique. High color strength is possessed by the materials dyed with Disperse dyes 14–16. Even in low alkaline conditions, these dyes exhibited a strong affinity for polyester fabric, changing just little in response to pH changes. The hue of the dyed polyester samples varied from beige to reddish brown and yellowish brown because of the coupler moieties.

This study is important because it offers novel dyes that may be used to dye polyethylene terephthalate fibers that exhibit remarkable brightness and levelness. It also offers a viable solution for creating a variety of colors in polyester fabrics.

Scholars and practitioners acknowledge that digital leadership can help organizations gain a competitive advantage. This article focuses on the characteristics, styles and skills needed for effective digital leadership. It looks at the role of digital leaders in innovating business models and introducing organizational change required for a successful digital transformation.

This paper is based on a comprehensive literature review of digital transformation, digital leadership, business model innovation, and organizational culture. It draws on institutional theory (INT) the neo-institutional theory (NIT). It draws from Science Direct, Web of Science and Google Scholar publications. A proposition and a conceptual framework are developed based on evaluating and synthesizing the literature.

We find that specific leader characteristics (agility, participative, innovativeness and openness), styles (democratic and transformational) and skills (cognitive, social, technological and digital) enable successful business model innovation and organizational change, all of which allow successful digital transformation of firms.

The literature on digital transformation has not been well integrated with the leadership literature. This is particularly true in terms of the role digital leaders play in the successful digital transformation of firms. The conceptual framework and a way forward proposed in this paper introduce future research directions on the topic.

Despite the growing construction subject of Design for Safety (DfS) in Malaysia, little effort has been made to understand the construction organisational DfS capability in a dynamic environment. This study aims to propose a framework for dynamic DfS capabilities for construction organisations in Malaysia.

A quantitative research methodology was used for this study. Data were gathered from three hundred and six (306) practitioners from diverse construction organisations, including government agencies, consultants, contractors and developers in Malaysia, using an online questionnaire survey during four online DfS webinars. Descriptive and inferential analysis, as well as content analysis techniques, were used to analyse the collected data.

Analysis of the survey data showed that all six key DfS organisational capability elements identified in the literature, which the respondents were required to assess, have a strong influence on determining the DfS capabilities of construction organisations. The elements ranked as most influential include DfS knowledge of the designer; DfS experience of the designer; Top management’s commitment to DfS; Design risk management; and Project review. Based on these findings, a framework for dynamic DfS organisational capabilities is proposed. This framework incorporates four essential capabilities – sensing, learning, integrating and coordinating – and is anchored by the aforementioned six key elements as foundational to deriving value from DfS practices.

The proposed DfS organisational capabilities framework will facilitate construction organisations’ focus on the dynamic environment while striving for successful DfS practice in construction projects.

This study extends the DfS literature in the construction context by providing deeper insights into the conceptualisation of dynamic DfS organisational capabilities where DfS regulatory framework is still evolving. This study also highlights organisations’ importance in perceiving and prioritising their abilities to sense changes, learn and internalise new competencies, integrate resources and coordinate activities, reflecting their unique strategic focuses and operational needs toward DfS practice.

With the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation.

We conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles.

Our conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation.

This study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

Digital transformation provides a new impetus for the development of declining firms. However, there is currently a lack of sufficient research on whether digital transformation is beneficial for the turnaround of declining firms. This paper aims to explore the relationship between digital transformation and the turnaround of declining firms.

Drawing on the theoretical foundations of the resource-based view and dynamic capabilities theory, this research uses a comprehensive dataset of Chinese A-share listed companies from 2010–2021 to explore the influence of digital transformation on the turnaround of declining firms.

The research findings show that digital transformation contributes to the turnaround of declining firms. Mechanism analyses demonstrate that digital transformation enhances dynamic capabilities and attracts more analysts, thereby facilitating the turnaround process. Moreover, the moderation analysis reveals that CEO equity incentives strengthen the positive correlation between digital transformation and the turnaround of declining firms. Heterogeneity analysis indicates that the association between digital transformation and the turnaround of declining firms is particularly significant for firms with low financing constraints and high-tech firms. Moreover, this research reveals that digital transformation can facilitate the turnaround of firms in deep and long-term decline.

This research contributes to the literature on the digital transformation of enterprises and provides important insights for the turnaround of declining firms.

Scholars increasingly focus on digital transformation as a key strategy for incumbent firms to gain competitive advantages. Meeting digital transformation commitments presents challenges, requiring the application and the reconfiguration of dynamic capabilities. To address this need, this research proposes a framework of dynamic capabilities and its microfoundations to assess the opportunities and challenges regarding digital transformation, involving three dimensions: Digital sensing, digital seizing, and digital reconfiguring.

This study employed a descriptive qualitative empirical approach, encompassing a sample of eight companies. Data triangulation was achieved through a combination of in-depth semi-structured interviews and secondary data.

The research provides evidence that data-driven culture fosters digital transformation and proposes the following new microfoundations: “Analytics for the customer experience journey” and “Digital analytics innovation management”, the internal barriers “Leadership without digital skills” and “Lack of strategic human resources management for digital transformation”, and the internal enablers “Defined strategy for digital transformation” and “Data-driven culture”. Finally, based on empirical results, it was possible to gather clues that link dynamic capabilities with digital maturity.

The application of the proposed framework in companies enables them to develop a roadmap for the digital transition oriented towards their business and management strategies.

This paper contributes to the literature on dynamic capabilities for digital transformation by proposing new theoretical constructs that unearth their microfoundations, barriers, and enablers.

The present research aims to explore the influence of enterprise social media (ESM) features on employee agility through knowledge sharing and hiding. ESM strain was taken as a moderator in the association among knowledge sharing, knowledge hiding and employee agility. Communication visibility theory is used to underpin the hypothesized research model.

Data is collected from 374 Chinese employees working in different companies. A structural equation modeling (SEM) is applied using AMOS software 21.0.

Findings illustrate that ESM features namely analysis, tracking and communication are significantly connected to knowledge sharing and negatively to knowledge hiding. Knowledge sharing is significantly related to employee agility while knowledge hiding is negatively linked to employee agility. Further, ESM strain strengthens the negative connection between knowledge hiding and employee agility. However, ESM strain has an insignificant moderating effect in the connection between knowledge sharing and employee agility.

The current research has practical implications for ESM users and ESM-enabled organizations. For individuals who use ESM to promote knowledge within an organization, this study highlights the important functioning of ESM features that include analysis, tracking and communication. For managers, this study suggests the use of ESM features to promote knowledge sharing and inhibit knowledge hiding.

The current research investigates how ESM features are associated with employee agility in the workplace. This study proposes that knowledge sharing and knowledge hiding are the mediators of the effect path between ESM features and employee agility. Moreover, the present study extends to ESM literature by highlighting the moderating role of ESM strain using communication visibility theory as a theoretical lens. Lastly, this study quantifies the benefits of ESM features to help organizations train agile employees.

This study explores the relationship between intellectual capital (IC), dynamic capabilities (DCs) and organisational performance (OP), addressing disagreements on whether IC is an antecedent or consequence of DCs and whether IC and DCs mediate or moderate the interactions between these constructs.

To address the study questions, four different models were developed that highlight the controversy among researchers regarding the nature of the interplay between IC, DCs, and OP. A cross-sectional survey of 394 managers working for government agencies and departments in Jordan’s capital city, Amman, was conducted to investigate different scholars’ perspectives on the nature of the interaction between these variables. The retrieved responses (166 with a 42.1% response rate) were analysed using SmartPLS.

Our results revealed that IC did not affect OP, whereas DCs did across the four models. IC affects DCs, and DCs also affect IC, highlighting the potential reciprocal relationship. The relationship between the variables is one of mediation and not moderation, which implies that DCs do not function as a moderator between IC and OP, and IC does not act as a moderator between DCs and OP. These results offer a complex picture of the connections between IC, DCs and OP, which has interesting implications for practice.

Our study reveals the significant role of DCs in OP within government institutions by extending theories on DCs’ adaptability and competitiveness. It emphasises the need for active management of IC to yield performance benefits, aligning with resource-based theories. This study also clarifies the mediation and moderation effects, opens new research avenues and highlights the potential reciprocal interaction between IC and DCs.

This study is the first to explore the reciprocal interaction between IC and DCs and the mediating and/or moderating role of either IC or DCs in their relationship with OP within the public sector, which has not received sufficient attention from scholars, especially in developing countries such as Jordan.

The study aims to envisage upon conceptualizing and developing the scales of smart health-care supply chain (HCSC) performance in the era of the fourth industrial revolution.

This study has implemented structural equation modelling to analyse the survey data. To analyse the collected data from the field investigation involving a sample size of 323, the IBM SPSS AMOS 26 software package is considered to implement exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) in this study.

The measurement model of the study developed using EFA and CFA has resulted in validating 32 items out of the 42 items. Resultantly, the analysis using the above-mentioned tools and the parsimony of items to scale development makes it more susceptible to contributing significantly to the current HCSC literature.

The HC providers need to consider a holistic and systematic approach while taking into account the constructs of smart HCSC performance, specifically, the effect of HCSC responsiveness and industry 4.0 between the independent and dependent variables. The scales are validated from the perspectives of developing countries such as India, and hence, their generalizability with respect to first-world countries is practically limited.

The scales validated in this study would facilitate managers and key decision-makers to apply the various elements of HCSC practices, gauge the application of these scales and monitor the performance of health-care facilities.

Organizations deal with digital technologies to achieve their strategic goals. The shift toward digitization is a major challenge because it requires companies to create a digital outlook that influences organizational design. As a result, investigation of institutional theory and entrepreneurial orientation theory in the European food industry has become the focus of research in recent times.

To this end, data were collected from 83 companies related to the food industry in the European context. By applying a hybrid phase of the partial least squares structural equation modeling (PLS-SEM) and artificial neural network (ANN) methods, this study captured the causal–non-linear relationships among the study constructs.

The findings revealed that the variables of institutional theory and entrepreneurial orientation theory affect the adoption of the digital strategy. There is also a dual interaction role for e-business capabilities and digital transformation. The results of non-linear relationships confirmed that digital strategy adoption is highly influenced by digital transformation, followed by risk-taking, digital leadership, e-business capabilities, organizational agility, proactiveness and innovativeness.

The authors provided significant implications for practitioners and academics about the most influential determinants of digital strategy – businesses must move swiftly toward digitization across its various units to achieve their objectives. An organization’s leadership must realize that equipping the employees with necessary skills is the first step toward digitalization.

The current study underscores the digital strategy, which is usually an overlooked area of investigation, in the food industry. The study identifies some important predictors of digital strategy adoption with the interaction’s role of digital transformation and e-business capabilities. Such relationships have been rarely discussed. In addition, the adoption of a hybrid SEM-AAN approach makes the study an original one.