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Farzana Parveen Tajudeen, Sedigheh Moghavvemi, Thinaranjeney Thirumoorthi, Seuk Wai Phoong and Elya Nabila Binti Abdul Bahri
In the rapidly evolving business landscape, digital transformation is a fundamental strategy for ensuring competitive advantage and operational excellence. This chapter delves…
Abstract
In the rapidly evolving business landscape, digital transformation is a fundamental strategy for ensuring competitive advantage and operational excellence. This chapter delves into the significance of digital transformation for small and medium enterprises (SMEs), focussing on its pivotal components and the specific context of Malaysian SMEs. Digital transformation is essential for SMEs to adapt to the market demands, improve customer experiences, and drive sustainable growth. The core components of digital transformation for SMEs include e-commerce integration and data analytics. These components facilitate streamlined operations, better decision-making, and improve market reach. Understanding the Malaysian SME landscape reveals a vibrant sector with diverse needs and growth potential. Digital transformation trends in Malaysia reflect a strong move towards adopting e-commerce solutions and leveraging data analytics to gain actionable insights. The chapter also examines government initiatives aimed at supporting SMEs through digital transformation, including funding programmes, training opportunities, and infrastructural improvements. The key components influencing Malaysian SMEs’ digital transformation process include the increasing importance of digital consumer engagement and the integration of digital tools into traditional business models. By aligning with these strategies and leveraging government support, Malaysian SMEs could significantly enhance the competitive edge of Malaysian SMEs, positioning them for long-term success in a digitally driven market. This chapter provides a comprehensive overview of these elements, offering valuable insights into how Malaysian SMEs can embrace and benefit from digital transformation.
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Mehreen Malik, Muhammad Mustafa Raziq, Naukhez Sarwar and Adeel Tariq
Scholars and practitioners acknowledge that digital leadership can help organizations gain a competitive advantage. This article focuses on the characteristics, styles and skills…
Abstract
Purpose
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.
Design/methodology/approach
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.
Findings
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.
Originality/value
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.
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Mehreen Malik, Muhammad Mustafa Raziq, Naukhez Sarwar and Madiha Gohar
We explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive…
Abstract
Purpose
We explore the skills required for digital leadership for reshaping existing business models toward digital models. Digital leadership is pivotal in gaining a competitive advantage and achieving successful digital transformation. However, little is known with regard to the underlying mechanisms related to digital leadership and transformation.
Design/methodology/approach
Data are collected through semi-structured interviews involving 20 participants from five Pakistani textile companies. Thematic analysis was employed as a data analysis tool.
Findings
Findings show that certain skills such as technological know-how, innovativeness, adaptability, ability to lead and steer, honesty, integrity, transformative vision, communication and collaboration are conducive to successful digital transformation in textile manufacturing firms. Similarly, digital leaders can significantly enhance business model innovation, create value for the firm, help develop new products (value proposition) and create Ecosystem partnerships (value network).
Originality/value
This article bridges gaps between existing literature on digital transformation and leadership. Digital leadership skills for digital transformation and the role of digital leaders in business model innovation have not been explored before. The conceptual framework is put forth, propositions are proposed and the findings offer some future research directions.
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Injazz J. Chen and Aleksandr M. Kitsis
The purpose of this paper is to develop a framework and propositions to advance research and practice in sustainable supply chain management (SSCM). Performance indicators…
Abstract
Purpose
The purpose of this paper is to develop a framework and propositions to advance research and practice in sustainable supply chain management (SSCM). Performance indicators (economic, environmental, and social) identified in the paper aim to facilitate empirical testing of a range of theoretical models derived or extended from the stated propositions.
Design/methodology/approach
The study of SSCM is truly complicated, and there is no one theory that applies in all instances. The authors analyzed over 200 critical articles published in major supply chain management and sustainability-based journals and grounded the proposed framework in a multi-theoretical perspective.
Findings
SSCM implementation entails linking stakeholder pressures, moral motives, and management commitment with relational practices. The paper further elucidates how relational practices, when bundled together, can create a set of relational capabilities, which in turn transform stakeholder pressures into sustainable outcomes.
Research limitations/implications
The research framework contributes to SSCM theory building insofar as it can be expanded into various theoretical models, allowing researchers to empirically test the links among SSCM drivers, management commitment, and relational capabilities, along with their individual or collective impact on supply chain performance.
Practical implications
The framework provides a roadmap for firms to develop and nurture relational capabilities while dealing with growing stakeholder pressures. Moral motives strengthen top management commitment, which helps channel stakeholder pressures toward the proactive development of relational capabilities.
Originality/value
The paper fulfills a call for utilizing multiple theoretical lenses to examine complex SSCM phenomena and, ultimately, to create a coherent theory of SSCM.
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Saradhi Motamarri, Shahriar Akter and Venkat Yanamandram
Big data analytics (BDA) helps service providers with customer insights and competitive information. It also empowers customers with insights about the relative merits of…
Abstract
Purpose
Big data analytics (BDA) helps service providers with customer insights and competitive information. It also empowers customers with insights about the relative merits of competing services. The purpose of this paper is to address the research question, “How does big data analytics enable frontline employees (FLEs) in effective service delivery?”
Design/methodology/approach
The research develops schemas to visualise service contexts that potentially benefit from BDA, based on the literature drawn from BDA and FLEs streams.
Findings
The business drivers for BDA and its level of maturity vary across firms. The primary thrust for BDA is to gain customer insights, resource optimisation and efficient operations. Innovative FLEs operating in knowledge intensive and customisable settings may realise greater value co-creation.
Practical implications
There exists a considerable knowledge gap in enabling the FLEs with BDA tools. Managers need to train, orient and empower FLEs to collaborate and create value with customer interactions. Service-dominant logic posits that skill asymmetry is the reason for service. So, providers need to enhance skill levels of FLEs continually. Providers also need to focus on market sensing and customer linking abilities of FLEs.
Social implications
Both firms and customers need to be aware of privacy and ethical concerns associated with BDA.
Originality/value
Knitting the BDA and FLEs research streams, the paper analyses the impact of BDA on service. The research by developing service typology portrays its interplay with the typologies of FLEs and BDA. The framework portrays the service contexts in which BD has major impact. Looking further into the future, the discussion raises prominent questions for the discipline.
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Xileidys Parra, Xavier Tort-Martorell, Fernando Alvarez-Gomez and Carmen Ruiz-Viñals
Rational use of the information available to companies is one of the strategic concerns for both family businesses and non-family businesses. The aim is to make the best use of…
Abstract
Rational use of the information available to companies is one of the strategic concerns for both family businesses and non-family businesses. The aim is to make the best use of the information resulting from data analysis in order to gain strategic advantage and to be more competitive as a company in all its functional areas. Experience indicates that emotions play an important role, especially in family businesses. Many maturation models exist to analyze decision-making processes (DMPs), but none from the perspective of family business cognition. The authors start from their own “Circumplex Hierarchical Representation of Organisation Maturity Assessment” (CHROMA) model (Parra, Tort-Martorell, Ruiz-Viñals, & Alvarez-Gomez, 2017), which was created to support decision processes in family businesses. This model was proven successful in the analysis of DMPs in large family businesses. The model was simplified as CHROMA-SHADE (Parra, Tort-Martorell, Ruiz-Viñals, & Alvarez-Gomez, 2019), more adequate for the analysis of small and medium-sized family businesses. Despite being a good DMP analysis instrument, intangible aspects such as family values and emotions have not yet been included. Both entrepreneurial emotions and entrepreneurial cognition must be taken into account when analyzing the DMP of the family business. In this chapter, the authors wish to explore attributes that can be introduced into a new dimension in the CHROMA model in order to make it more specific in the analysis of DMPs of family businesses regardless of size. The resulting FAMILY-CHROMA model represents a specific maturation model to evaluate DMPs based on the use of business information of family businesses.
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Clarissa F. Rocha, Carlos Quandt, Fernando Deschamps and Giovani Cruzara
This study identified the key factors that can be used to assess manufacturers' readiness for DT.
Abstract
Purpose
This study identified the key factors that can be used to assess manufacturers' readiness for DT.
Design/methodology/approach
Non-participating observations and semi-structured interviews were applied to five large manufacturers in Brazil and four in the UK, using content analysis.
Findings
The paper (1) identifies and discusses the aspects that companies need to consider for digital readiness; (2) presents a model developed in building blocks for DT readiness, which goes beyond the technical dimension; (3) argues that few firms fully understand DT’s meaning, opportunities and risks, and they should invest in strategic and socio-managerial preparation; (4) emphasizes government support as crucial to assist the business digital journey and (5) highlights that DT is a human transformation and technology users are the primary agents of this change.
Research limitations/implications
Although the literature proposes models regarding the levels of digital maturity, the present study investigates which organizational aspects need to be taken into account to be ready for digital change. The present study identified digital resources concerning the digital context (for instance, agile, collaborative, absorptive and data analytics capabilities) and provided an integrated view that encompasses also external aspects of the environment that need to be taken into consideration when performing the analysis, a contribution to strategic management literature in the sense that it goes beyond studies that usually explore only internal aspects of the firm that cannot properly explain how digitalization can be achieved by an organization.
Practical implications
Technologies do not cause changes without people being able to extract and understand the value of the use and impact of these technologies. Business innovation demands engagement, attitudes and connections between people. If the factories do not mobilize and train internal and external collaborators to realize the value of digital technologies, the promised gains of DT will hardly be realized. Preparing people is one of the most challenging aspects of business digitalization. The proposed framework offers a multidimensional view of DT, providing insights into strategic aspects and the roles and mindset of employees in organizations on their digital journey, characterized by constant learning. DT is a work of change management, done with, for and by people. The article also helps companies identify critical factors to evaluate before operationalizing digital innovation practices.
Social implications
This study also contributes to policymakers, such as government and industry consortia, in establishing relevant factors when policies are being drawn. Analyzing the factors for a sector, in general, might inform the investment priority in actions that might foster DT for that sector. Given the recurring turmoils in the global economic environment, broad policies need to be established by the government for business digitalization, which can boost the performance of the productive sector.
Originality/value
This study provides valuable insights consolidated into a DT readiness model. The article helps companies identify critical factors to evaluate before operationalizing digital practices. It compares the differences and commonalities among factories in an underdeveloped country versus an industrialized nation.
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Zeya He, Huiling Huang, Hyeyoon Choi and Anil Bilgihan
Uncertain times [e.g. coronavirus disease 2019 (COVID-19)] require service businesses to respond in creative, flexible and resilient ways. This paper aims to develop and test the…
Abstract
Purpose
Uncertain times [e.g. coronavirus disease 2019 (COVID-19)] require service businesses to respond in creative, flexible and resilient ways. This paper aims to develop and test the theoretical relationship between digital transformation and organizational resilience (OR), and the consequences of OR on organizations and employees during turbulent times.
Design/methodology/approach
A scale development was first conducted with an expert panel. Later, 474 participants who work as employees in small and medium-sized service enterprises were recruited for structural equation modeling (SEM). Exploratory factor analysis (EFA), confirmatory factor analysis (CFA) and path analysis were conducted to test the relationship between dimensions of digital maturity, dimensions of OR and two consequential variables: organizational performance and employees’ state optimism.
Findings
Strategic technology investment helps organizations to develop systematic control sustain operations in crises but may not directly contribute to employees’ capabilities of accurately understanding external turmoil, actively seeking available resources and rapidly developing adaptive solutions. Transformation management intensity equips an organization with transformative vision, governance and culture, and such transformative built-in leadership enables the organization to embrace employees with talents and innovativeness and help employees grow their capabilities when facing crises. The dimensions of OR have different influences on the organization and employees.
Originality/value
This research develops and tests the dimensions and measurement items of OR for the services domain and empirically tested how the dimensions of digital maturity influence the dimensions of OR, and how OR influences the organization’s performance and employees’ state optimism.