Examining the impact of artificial intelligence on employee performance in the digital era: An analysis and future research direction

In the era of digital transformation, Artificial Intelligence (AI) is reshaping supply chain operations through predictive analytics, real-time decision-making, automation, and enhanced customer responsiveness. However, the integration of AI into supply chain innovation requires not only technological readiness but also strategic alignment with Human Resource Management (HRM) practices. This paper proposes a conceptual framework that explores the interlinkages between AI-driven supply chain innovation and HRM integration. Drawing upon multidisciplinary literature in supply chain management, AI, and strategic HRM, the study outlines how HRM can facilitate organizational agility, workforce reskilling, and talent development to support AI implementation in supply chains. The paper identifies key enablers and barriers, highlights the role of HR in change management, and offers recommendations for fostering a collaborative environment that supports technological innovation. By bridging the gap between technological advancement and human capability, this framework aims to guide practitioners and researchers in designing sustainable, AI-powered supply chains with a robust human capital foundation. The findings have significant implications for HR leaders, supply chain strategists, and policymakers involved in the digital transformation journey.

The rapid advancement of Artificial Intelligence (AI) in the business sector has led to a new era of digital transformation. AI is transforming processes, functions, and practices throughout organizations creating system and process efficiencies, performing advanced data analysis, and contributing to the value creation process of the organization. However, the implementation and adoption of AI systems in the organization is not without challenges, ranging from technical issues to human-related barriers, leading to failed AI transformation efforts or lower than expected gains. We argue that while engineers and data scientists excel in handling AI and data-related tasks, they often lack insights into the nuanced human aspects critical for organizational AI success. Thus, Human Resource Management (HRM) emerges as a crucial facilitator, ensuring AI implementation and adoption are aligned with human values and organizational goals. This paper explores the critical role of HRM in harmonizing AI's technological capabilities with human-centric needs within organizations while achieving business objectives. Our positioning paper delves into HRM's multifaceted potential to contribute toward AI organizational success, including enabling digital transformation, humanizing AI usage decisions, providing strategic foresight regarding AI, and facilitating AI adoption by addressing concerns related to fears, ethics, and employee well-being. It reviews key considerations and best practices for operationalizing human-centric AI through culture, leadership, knowledge, policies, and tools. By focusing on what HRM can realistically achieve today, we emphasize its role in reshaping roles, advancing skill sets, and curating workplace dynamics to accommodate human-centric AI implementation. This repositioning involves an active HRM role in ensuring that the aspirations, rights, and needs of individuals are integral to the economic, social, and environmental policies within the organization. This study not only fills a critical gap in existing research but also provides a roadmap for organizations seeking to improve AI implementation and adoption and humanizing their digital transformation journey.

Digitalization in human resource management helps companies to modernize HR functions and gives them a competitive edge. At the same time, it requires a change in work style and require changes in demand for HR competencies. Study this aims to introduce the phenomenon of digitalization in literature, explore its current benefits and key risks, and analyze the competencies and role of HR professionals. Innovative strategies that can be applied in human resource management (HRM) to enhance organizational performance in the digital era. With rapid changes in technology and the business environment, organizations need to develop innovative approaches in managing their human resources. This research method is a qualitative research method with a descriptive approach. This research operationally examines various sources of literature relevant to the context of the above research. The data taken, identified in the following order: (1) data collection (2) data sorting (3) data analysis (4) conclusion making. As for data analysis, there is a predetermined sequence in accordance with the empirical steps taken, namely as follows: (1) Examination of data (2) suspected data findings, (3) Data confirmation (4) Diagnosis, (5) Action. The results obtained show that HR professionals tend to be a little reluctant to adopt technology the. The results of this research confirm the importance of digitalization in recent years for human resources and increasing demand for digital skills. Every organization should develop its digital strategy to improve productivity. In the present scenario, DHRM is considered a more significant and growing research topic as well as an important topic for a business organization. With the use of DHR practice and through social media, the internet, AI, and other technology organization can maintain their performance and employees' quality standard for the smooth running of the organization. In exploring "Strategic Human Resource Planning in the Era of Digital Transformation" through the Systematic Literature Review method, this research reveals important findings. Technology integration, especially through artificial intelligence, big data analysis and technology platforms, is proven to be a deep foundation in responsive and adaptive HR planning in the era of digital transformation. The success of this planning also depends heavily on the involvement of key stakeholders, particularly upper management and business units, who contribute to the identification of skills relevant to technological change.

Today, almost all fields, including in fields such as education, must implement digital systems and a leader is required to be responsive in this digital transformation era if he wants his institution or school to advance and develop. This article is about what are the challenges and opportunities for leaders in today's digital transformation era, and what leadership models are relevant in this digital era. The method used is qualitative approach in descriptive analysis using Scientific Literature StudiesThe method used is a qualitative method with data collection, using observation, in-depth interviews (indepth interview), and documentation studies. This article leads to the conclusion that the challenges and opportunities in the era of digital transformation must must be faced and filled by leaders in the digital age, especially the principals of Islamic institutions.absolutely be faced by leaders in the digital era.

The research is dedicated to the problem of the leadership skills development of modern children under the influence of digitalization, the modern phenomenon of "digital childhood". It is noted that today, in order to develop the leadership qualities of modern children, a number of pedagogical technologies are used in the educational process, which makes the socialization of a child more successful. The emphasis is put on the question of which technologies are of the greatest interest as well as are more convenient in a modern educational process. It is recalled that digitalization is the main trend of Russian education, the risks, that cannot be avoided in the era of technologization and digital transformation, are defined. An explanation to the family education importance in the process of becoming a child's leader is provided, and we also get acquainted with the term of "digital socialization", which is inextricably linked with the peculiarities of the children's leadership skills development in the era of digital transformation.

This research aims to employ the focus group interview methodology to extract important insights and policy recommendations for the revitalization of tourism in island regions during the era of significant digital transformation. To achieve this objective, the current study focuses on Jebudo Island, located in Hwaseong-city, Gyeonggi province, as a representative case area and utilizes the findings obtained to identify practical and efficacious viewpoints. The ensuing report highlights the paramount importance and policy recommendations extracted via a focus group interview technique. Initially, considering the prospect of being established as a tourism hub, Jebudo Island has persistently engaged in development and business promotions. However, the island continues to be characterized by an aging tourist destination, emphasizing private facilities, which does not align with the current tourism trend. In light of the ongoing digital transformation, it is imperative that Jebudo Island utilizes its local resources efficiently while adhering to contemporary tourism trends by implementing relevant technologies appropriately. Another noteworthy policy recommendation pertains to the underdevelopment of Jebudo Island, given its remarkable geographical conditions and regional resources. Conventionally, tourism activities were confined to sightseeing, primarily highlighting hardware and natural landscapes. However, recently, such activities have shifted towards experiences and emotions, emphasizing content and engagement. Consequently, the need to develop content using cutting-edge technologies such as artificial intelligence, metaverse, and ChatGPT is essential to enhance national awareness. Finally, concerning the island's placeness strategy in conjunction with digital transformation, islands face a daunting challenge of regional extinction, with a more severe decline in population than that of mainland areas. Despite various policy measures to address this issue, no effective exit strategy has emerged thus far. Therefore, it is imperative to devise a strategy centered on the sense of place that aligns with regional characteristics. In particular, engaging the MZ generation, which values novel social values and actively utilizes social media and the internet, could lead to broader engagement across other generations. Moreover, in the process of revitalizing island tourism during the digital transformation era, various stakeholders are intricately interconnected. Hence, it is crucial to utilize different platforms and establish cooperative governance. Furthermore, to create a functional ecosystem, it is crucial to institute policies such as island business schools, forums, and full-time operating organizations to enhance expertise and commercial viability, while fostering sustainable strategic discussions. Notwithstanding, considering that the present study solely examined the case of Jebudo Island in Hwaseong through the focus group interviews in the era of significant digital transformation, it remains uncertain whether the findings can be uniformly applied and extrapolated to other islands. Consequently, further studies are essential to enhance objectivity and empirical validity by broadening the scope of case areas and incorporating stakeholder surveys.

Digital transformation has become a significant phenomenon in education, including vocational high school (SMK) education. In this context, PT Telkom Indonesia plays a crucial role in building a presence in the era of digital transformation in SMK education. This research aims to analyze the strategies implemented by PT Telkom Indonesia in supporting the digital transformation of SMK education. The strategies of PT Telkom Indonesia encompass the development of reliable digital infrastructure, teacher training in digital technology utilization, development of relevant content, and partnerships with SMK schools. In their implementation, PT Telkom Indonesia has created an educational environment that enables effective use of digital technology, enhancing access and quality of learning, and strengthening the existence of SMK education. Despite facing various challenges, such as unequal internet access, PT Telkom Indonesia remains committed to enhancing its strategies in supporting the digital transformation of SMK education. Through collaboration between PT Telkom Indonesia, the government, and other relevant stakeholders, it is expected that these efforts will continue to evolve and have a positive impact on building the presence of SMK education in the digital transformation era.

Given the rapid advancements in the digital transformation era, digital leadership has become essential for enhancing employee performance and organizational commitment. This study specifically examines the mediating role of digital transformation in the relationship between digital leadership, employee performance, and organizational commitment, drawing on data collected between June and August 2024 from 579 participants across diverse industries. The findings demonstrate that digital leadership significantly enhances employee outcomes by driving digital transformation, which serves as a crucial intermediary that amplifies the positive effects of leadership. This research underscores the importance of aligning leadership strategies with digital transformation initiatives, especially in the DT-driven business landscape, to promote sustainable growth and maintain a competitive edge. By highlighting the combined influence of leadership and digital transformation on employee performance and organizational commitment, this study provides valuable insights for organizations addressing the complexities of digital change. It also emphasizes the pivotal role of leadership in fostering innovation and organizational resilience in the digital transformation era.

In this era of digital transformation, supply chains are transitioning from linear, disjointed chains into interconnected networks that require agility, transparency, and social responsibility. “How to Build Supply Chains That Are Resilient and Sustainable in the Digital Transformation Era” dives into how organizations can leverage new and innovative technologies to design resilient supply chains that not only weather the storm but also connect to our planet and our people going forward. This chapter covers the fundamental principles and novel methodologies of resilience and sustainability as the key to coping with risk and disruptions in global Supply Chain Management (SCM) through the digital revolution via the prospective of digital economy and solutions provided by digital tools like Artificial Intelligence (AI), Internet of Things (IoT), blockchain, and big data analytics. Driven by mounting challenges like climate change, resource deplete on, and global volatility, companies are pushed to rethink their supply chain approaches. This chapter offers a structured framework for linking Environmental, Social, And Governance (ESG) objectives to digital innovation to drive operational efficiency, build trust with stakeholders, and mitigate risk. It also explores how smart supply networks can respond to crises and facilitate circular economic practices, with practical examples from different industries. This chapter is a good reference for researchers, industrialists, and policy-makers eager to grasp the insights and practices of sustainable and resilient supply chain strategies in a digital world. Its cross-functional perspective brings together technology, strategy, and sustainability as part of one clear trajectory for planning supply chains for the future.

Introduction: Digital transformation has changed the way companies manage human resources, especially in the development of employee competencies. Companies in the digital era must ensure that their employees have relevant skills to adapt to rapid technological changes. However, many organizations still face challenges in implementing effective competency development strategies. Objectives: This research aims to explore innovative approaches in human resource management to improve employee digital competence. This study uses a qualitative method with a case study approach at PT Telkom Indonesia Witel Medan. Methods: Data were collected through in-depth interviews, observations, and document analysis, which were then analyzed using thematic analysis. Results: The results of the study show that competency development strategies based on AI-based Learning Management System (LMS), microlearning, reverse mentoring, and gamification are able to increase employee readiness to face digital challenges. As many as 85% of employees feel more prepared, while the adoption rate of technology increased by 70% after attending digital training. However, the study also found that resistance to technology and limited training time are still major obstacles. Conclusions: Therefore, a learning culture-based strategy that is more flexible and integrated with industry needs is needed. This research contributes to the development of a more inclusive and adaptive digital-based MSDM strategy in the era of digital transformation.

This study explores the marketing performance of MSMEs in the digital transformation era through bibliometric and cartographic analysis. It is guided by four main research questions: (1) What trends have been observed in publications related to digital entrepreneurship for people with disabilities over the years? (2) Which authors and countries have made the most significant contributions to the literature on digital entrepreneurship for people with disabilities? (3) Which journals have published the most articles on this topic? and (4) What are the most common keywords in the literature on digital entrepreneurship for people with disabilities? The study uncovers trends, key contributors, leading journals, and common themes in the marketing performance of MSMEs in the digital transformation era. Additionally, through cartographic analysis using VOSviewer, it visualizes the relationships and collaboration networks among authors, countries, and keywords, providing a comprehensive view of the global research landscape in this important field. By highlighting existing research and its dynamics, the study enhances the understanding of digital entrepreneurship in the disability context and guides future research and policy efforts to improve the marketing performance of MSMEs in the digital transformation era.

In the era of Digital Transformation (DT) and Sustainable Development (SD), the pivotal role of Human Resources (HR) in addressing business challenges has become increasingly evident. These challenges directly impact different HR departments and processes, prompting a need for a strategic overhaul. HR management should continuously adapt its service delivery model to align with the business model and create a balance between internal and external organizational expectations and employee needs, considering the two fundamental challenges of digital transformation and sustainable development, in an agile manner. The critical role of sustainable human resource management in fostering overall business sustainability is evident. However, in many cases, HR management has failed to recognize and demonstrate its cost structure, revenue flow, and social and environmental benefits transparently for the business. This research focuses on presenting the sustainable digital human resource management canvas and its connection to the business canvas to achieve sustainability in the digital era. Employing a qualitative research methodology, this study conducts a meta-synthesis of two pivotal concepts-sustainable human resource management and digital human resource management- leveraging data from reputable databases including Science Direct, Scopus, and Web of Science. Following meticulous screening and examination, a total of 17 articles from Q1-ranked journals were selected as the final articles for a more detailed and in-depth review. The findings from the meta-synthesis results consist of 5 dimensions and 23 components, ultimately presenting the sustainable digital human resource management canvas by modeling it after the business canvas. The distinct feature of this canvas, compared to other similar and conventional models, is the inclusion of individual sustainability in the value proposition and the creation of a digital value component, including artificial intelligence, the Internet of Things, and big data.

The Industrial Revolution is indeed familiar, Indonesia has known that the 4.0 industrial revolution has existed since 2011 but has been implemented by the Indonesian government since 2019. Currently, Indonesia in terms of its economy often associates it with the Industrial Revolution. The Industrial Revolution is a change that occurs rapidly in the implementation of the production process or the way of making or increasing the use value of an item that originally used human power (traditional) to use machine tools (modern). The purpose of this community service is to help the community in implementing, being able to implement digitalization in everyday life and being able to develop it. People really need to know how important technology is in today's era. This activity is designed for 1 day starting with the socialization of presidential regulations on digital transformation, how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation. how to strengthen the economic foundation in the digitalization era and consumer behavior towards the digitalization era. The preparation for the socialization which was held through this webinar was preceded by coordination and communication with the Governor of the Riau Islands, the leadership of Bank Indonesia and the Head of the Doctoral Program in Human Resource Management at the University of Batam. The results of this activity are in line with what is expected, namely the activities carried out can help the community in preparing themselves and developing themselves in order to compete in the era of digitalization transformation.

The integration of artificial intelligence (AI) into service innovation is accelerating within the digital transformation (DT) era, with enterprises increasingly adopting generative AI (GenAI) technologies to enhance customer experience and operational efficiency. While prior research has explored AI-driven service innovation, few studies have examined how outcome-oriented organizational culture (OOOC), AI technology usage, and open innovation ecosystems collectively drive GenAI-powered service delivery innovation (SDI). To address this gap, this study investigates how these factors influence GenAI-powered SDI in financial firms. A survey of 116 financial firms in Taiwan, with senior managers as respondents, is conducted, providing robust empirical support for the research model. Structural equation modeling (SEM) via SmartPLS reveals that OOOC, AI technology usage, and open innovation ecosystems significantly contribute to GenAI-powered SDI. Additionally, AI readiness emerges as a critical moderator that amplifies these effects. This study advances the theoretical understanding and offers managerial insights for financial firms aiming to integrate GenAI into their SDI, fostering competitive advantage in the DT era.

In the era of rapid digital transformation, teacher professional development (TPD) has become crucial for adapting to evolving educational landscapes. This study aims to explore the strategies, challenges, and outcomes of TPD in the context of digitalization by employing a qualitative methodology through literature review and library research. The research examines a wide array of scholarly articles, reports, and books, focusing on how digital tools, online platforms, and technology-driven pedagogical practices are reshaping professional growth for educators. Findings indicate that while digital transformation offers opportunities for more flexible, accessible, and personalized learning experiences, it also presents significant challenges, including technological gaps, lack of digital literacy, and resistance to change. The analysis highlights effective strategies, such as blended learning approaches, continuous peer collaboration, and targeted digital skills training, which have shown to enhance teacher engagement and competence in digital environments. Additionally, the outcomes of successful TPD initiatives are evidenced by improved teaching practices, enhanced student engagement, and the fostering of a lifelong learning culture among educators. However, overcoming barriers related to infrastructure, resource availability, and institutional support remains critical to fully realizing the potential of TPD in the digital era. The study concludes that a balanced, well-supported integration of digital tools in professional development is essential for the sustainable growth of education systems in the digital age.