EXPLORING THE CULTURAL FOUNDATIONS OF DIGITAL INNOVATION IN TOURISM: A CONCEPTUAL FRAMEWORK

How do organizational culture and leadership style affect nurse presenteeism and productivity?: A cross sectional study of Hong Kong acute public hospitals

Aims: This study aimed to examine the role of digital innovation in mediating the influence of organizational digital culture, digital leadership, and digital transformation on organizational performance in Indonesian Army Hospitals (Rumah Sakit TNI Angkatan Darat – RS TNI AD). Study Design: A quantitative research design was employed using Structural Equation Modeling (SEM) with the Partial Least Squares (PLS-SEM) approach. Place and Duration of Study: The study was conducted in Type C RS TNI AD hospitals across Indonesia, with data collection carried out between December 2023 and February 2024. Methodology: A total of 123 upper- and middle-level managers from Type C RS TNI AD hospitals were selected using purposive sampling. Data were gathered through a structured online questionnaire. SEM analysis was conducted using SmartPLS 3.0 software, and the Sobel test was used to assess the mediating effect of digital innovation. Results: The findings revealed that digital leadership, digital transformation, and digital innovation each had a significant positive effect on organizational performance. Digital transformation also had a strong positive effect on digital innovation. However, organizational digital culture and digital leadership did not significantly influence digital innovation, nor did they show significant indirect effects on performance through innovation. Only digital innovation was found to mediate the relationship between digital transformation and organizational performance. Conclusion: This study contributes to the Resource-Based View (RBV) theory by demonstrating how intangible digital capabilities particularly digital transformation and innovation positively impact organizational performance, even within highly structured environments like military hospitals. It offers important insights for scholars and practitioners on implementing digital strategies in complex public healthcare systems. The findings emphasize the critical role of digital transformation in fostering innovation and enhancing performance. Future research should expand the sample to other types of military hospitals to improve the generalizability of results.

When comparing actual outputs of an organization to its expected results, aims, and objectives, this is referred to as organizational performance (Abuzarqa, 2019; Al Khajeh, 2018). Therefore, this study is to determine the impact of organizational culture and leadership styles on the performance of Jordanian government organizations. The total number of respondents in this survey was 168, and they were divided into Jordanian government employees. The quantitative analysis test, which includes the validity test, reliability test, classic assumptions test, and hypothesis test, is used in the data analysis process. Organizational culture and leadership styles are independent variables in this study. Organizations’ performance is the dependent variable in this study. The findings of this study reveal that organizational culture and leadership styles have a significant or minor impact on the performance of Jordanian public organizations. The two independent variables have a significant point that supports the hypothesis. As a result, it is widely assumed that organizational culture and leadership styles have an impact on the functioning of Jordanian government organizations. Future studies may examine managerial support as a moderating variable between organizational culture and leadership styles and performance.

The purpose of this study was to examine the role of digital innovation in mediating the influence of organizational digital culture, digital leadership, and digital transformation on organizational performance in the Indonesian Army Hospital (Rumah Sakit TNI Angkatan Darat). The research employed Structural Equation Modeling (SEM) analysis, specifically Partial Least Squares Path Modeling (PLS-SEM), using SmartPLS 3.0 software for data analysis. The sample used in this study consisted of 123 respondents, all of whom were leaders of TNI AD Class/C Hospitals. The findings of this study indicated that digital leadership, digital transformation, and digital innovation all had a partial positive effect on organizational performance. Furthermore, digital transformation had a partial positive and significant effect on digital innovation. Meanwhile, organizational digital culture did not have a significant effect on either organizational performance or digital innovation. Additionally, digital leadership did not have a significant effect on digital innovation. Based on the mediation test conducted using the Sobel test, it was found that digital innovation only mediated the effect of digital transformation on organizational performance. However, digital innovation did not mediate the effect of organizational digital culture or digital leadership on organizational performance. The theoretical implications of this study contribute to the development of Resource-Based View (RBV) theory by emphasizing the importance of digital leadership, digital transformation, and digital innovation in achieving superior organizational performance. These findings provide valuable insights for researchers and practitioners who wish to leverage resources, digital leadership, digital transformation, and digital innovation to enhance organizational performance, especially amidst the growing business competition that increasingly relies on digital technology. However, the limitations of this study lie in the scope of the sample used, as the research sample was limited to leaders of Class/C TNI AD hospitals. Future research could consider expanding the population by using samples from different types of TNI AD hospitals.

This study aims to look at the impact of organizational culture (OC) on sports organizational performance (OP) in Oman, which specializes in leadership style (LS). The conceptual version defines OC as the independent variable (IV), leadership style as a mediating variable (MV), and OP as the dependent variable (DV). A survey questionnaire was used to accumulate information from 156 human beings running in sports corporations in Oman. To check the proposed speculation, the gathered data were analyzed with the use of Smart-PLS. The results suggest a significant relationship between organizational culture and performance. Researchers discovered that leadership style plays a crucially major role, which has a significant impact on the relationship between OC and OP. These findings provide valuable insights for sports organizations in Oman, suggesting that high levels of organizational culture can enable efficiency and goal attainment in addition to research recommending leadership styles that drive organizational performance of the face. The results of this study serve as a basis for managers to improve their existing OC and improve OP. In addition, it contributes to the existing literature on how effective organizational culture and leadership style are in enhancing organizational performance, especially in sports organizations in Oman. The study also highlights the mediating role of leadership style in relationships as it highlights the gap between OC and OP.

This study investigated the moderating effect of organizational culture on the relationship between adaptive leadership behaviors and digital transformation within Kenyan insurance firms, drawing on adaptive leadership framework and the Competing Values Framework (CVF). The research examined four cultural dimensions: clan, adhocracy, hierarchy, and market. Employing a positivist approach and descriptive research design, data was collected from 127 supervisors (63% response rate) across Kenya's 56 registered insurance firms, sampled from a target population of 392. Organizational culture was operationalized using CVF dimensions, adaptive leadership framework utilized Heifetz’s six adaptive leadership behaviors while digital transformation was measured by digital innovation, customer experience, and return on assets. Comprehensive statistical analyses, including correlation, chi-square tests, ANOVA, and ordinal logistic regression, revealed that organizational culture significantly moderates the relationship between adaptive leadership behaviors and digital transformation. The model incorporating organizational culture as a moderator demonstrated a substantial increase in predictive power (Nagelkerke R2=0.376) compared to the model without it (Nagelkerke R2=0.266). Furthermore, the effect of adaptive leadership behaviors on digital transformation was significantly attenuated with the introduction of organizational culture (β=−2.455, p<.05) compared to the initial estimate (β=−19.807, p<.05). These findings align with prior research emphasizing the role of externally focused cultures (adhocracy and market) in facilitating digital transformation. The study also confirms the presence of clan and hierarchical cultures within the Kenyan insurance industry and their potential impact on digital transformation. Future research should explore this framework's applicability in other industries to enhance generalizability.

Digitalización y transformación digital en la industria turística: una revisión bibliométrica y una agenda de investigaciónPropósitoEn las últimas décadas, se ha realizado un número significativo de contribuciones de investigación a la intersección de las tecnologías digitales y la industria del turismo. Sin embargo, no se ha prestado suficiente atención a un examen exhaustivo de la digitalización y la transformación digital en la industria del turismo. Este estudio tiene como objetivo proporcionar una revisión bibliométrica de la investigación sobre digitalización y transformación digital en la industria del turismo y diseñar futuras agendas de investigación para avanzar en el campo de la investigación.Diseño/Metodología/EnfoqueEste estudio utiliza el protocolo de Procedimientos y fundamentos científicos para revisiones sistemáticas de la literatura (SPAR-4-SLR) y un análisis bibliométrico para examinar el progreso de la investigación y mapear científicamente el dominio de investigación de la digitalización y la transformación digital en la industria del turismo. de 2002 a 2023 utilizando datos bibliográficos recuperados de Scopus y Web of Science (WOS).HallazgosEste estudio presenta las tendencias en publicaciones y citas dentro del dominio de investigación sobre digitalización y transformación digital en turismo. Los hallazgos también brindan información sobre los cuatro grupos principales del campo de investigación: innovación digital, ecosistema de turismo inteligente, turismo electrónico y experiencia de destino inteligente. Para aumentar aún más la aplicación de la transformación digital, este estudio ofrece varias recomendaciones para futuras investigaciones sobre la digitalización y la transformación digital de la industria turística.OriginalidadEste estudio avanza en el campo de investigación de la digitalización y la transformación digital en la industria del turismo al examinar en profundidad los principales grupos de investigación en el corpus de investigación de las últimas dos décadas. Además, orienta la investigación futura, sentando así las bases para mayores avances en este ámbito.ImplicaciónEste estudio proporciona implicaciones valiosas para los investigadores, administradores y formuladores de políticas que buscan comprender el estado actual y las direcciones futuras de la investigación en el campo de la digitalización y la transformación digital del turismo.

Implementing cultural change and aligning organizational cultures could enhance innovation, quality, safety, and job satisfaction. The authors conducted this mixed-methods study to assess academic physician-scientists' perceptions of the current and preferred future organizational culture at a university medical school and its partner health system. In October 2010, the authors surveyed academic physicians and scientists jointly employed by the University of Oxford and its local, major partner health system. The survey included the U.S. Veterans Affairs Administration's 14-item Competing Values Framework instrument and two extra items prompting respondents to identify their substantive employer and to provide any additional open-ended comments. Of 436 academic physicians and scientists, 170 (39%) responded. Of these, 69 (41%) provided open-ended comments. Dominant hierarchical culture, moderate rational and team cultures, and underdeveloped entrepreneurial culture characterized the health system culture profile. The university profile was more balanced, with strong rational and entrepreneurial cultures, and moderate-to-strong hierarchical and team cultures. The preferred future culture (within five years) would emphasize team and entrepreneurial cultures and-to a lesser degree-rational culture, and would deemphasize hierarchical culture. Whereas the university and the health system currently have distinct organizational cultures, academic physicians and scientists would prefer the same type of culture across the two organizations so that both could more successfully pursue the shared mission of academic medicine. Further research should explore strengthening the validity and reliability of the organizational culture instrument for academic medicine and building an evidence base of effective culture change strategies and interventions.

This paper explores the relationship between organizational behavior, leadership styles, organizational culture, and corporate social responsibility (CSR) outcomes by synthesizing relevant academic literature and real-world case studies. The growing emphasis on CSR in the business environment has led to a greater understanding of the intricate connections between an organization’s internal processes and its capacity to deliver effective CSR initiatives. The primary objectives of this study are to identify key indicators of successful CSR initiatives, examine the role of leadership styles in driving CSR performance, and analyze the impact of organizational culture on CSR outcomes. The findings reveal that employee engagement, ethical organizational culture, and committed leadership significantly influence CSR performance, while the case studies demonstrate how organizations with strong cultures of social responsibility can achieve successful CSR initiatives and create lasting positive impacts on society and the environment. This study explores the relationships between organizational behavior, leadership, culture, and CSR performance (Aguinis & Glavas, 2012; McWilliams & Siegel, 2001), providing insights and recommendations for enhancing CSR initiatives and their societal impact. The research method applied involved a comprehensive literature review, analyzing and synthesizing academic publications and real-world case studies to explore the relationships between organizational behavior, leadership styles, culture, and CSR outcomes. By providing valuable insights and recommendations, this paper aims to guide organizations in enhancing their CSR performance and contributing to a sustainable future for all stakeholders.

BackgroundLeadership style and organizational culture have often been studied independently in nursing research despite abundant evidence that the two factors both influence employee outcomes. Moreover, diverse theoretical typology and measuring instruments challenges generalizability of findings. Employees from different cultural, geographical, occupational settings were also reported to have varying interpretation on organizational culture and leadership style underlying constructs. This study aims to validate the Nursing Leadership and Organizational Culture (N-LOC) questionnaire, based on the two commonly used theoretical frameworks: Multifactor Leadership Theory and Competing Values Framework, on its applicability in an Asian hospital setting.MethodsAll full-time nurses from two distinctive Asian hospitals (H1: n = 295 and H2: n = 1146) were invited to participate in this questionnaire study. Exploratory factor analysis (EFA) was carried out when confirmatory factor analysis (CFA) fit indices were not satisfactory after model refinement to explore the actual underlying construct in sampled population. Part-time and outsourced nurses were excluded. 93 nurses from H1 were randomly selected for test-retest reliability 4 weeks post initial survey. Scale internal consistency, convergent and discriminant validity were also assessed.ResultsCFA results indicated that the proposed CVF organizational culture 4-factor structure was applicable to our sample but not the MLQ leadership 3-factor/9-factor structure. EFA revealed a 2-factor leadership style construct for our sample, named Confucius transformational and Laissez-Faire passive leadership. Transformational leadership traits already embedded in Confucius cultural values (self-sacrifice, stresses collective mission, instills pride) did not apply, the new Confucius transformational construct which resembles LMX theory paternalistic leadership style is deemed more suitable in an Asian context. A final 14-item 2-factor leadership and 13-item 4-factor organizational culture construct was yielded with satisfactory fit indices (CFI, TLI > 0.95, RMSEA < 0.08), internal consistency (Cronbach’s alpha > 0.7), test-retest reliability (ICC > 0.4) and convergent and discriminant validity.ConclusionA reliable N-LOC organizational culture and leadership questionnaire (N-LOC) has been validated in an Asian nurse context. Study results demonstrated the importance of scale validation in cross-cultural adaptation, as underlying scale constructs may change with specific cultural and contextual factors. Future studies are encouraged to test the adaptation of this scale in other cultural and occupational settings.

This research explaints about organizational culture and leadership style on teacher performance at Yayasan Nasional Perguruan Brigjend Katamso Medan. The theory used in this research includes the theory of organizational culture, leadership style and performance. The population in this study were teacher at Yayasan Perguruan Nasional Brigjend Katamso Medan as many as 53 people. The data analysis model used is multiple regresion analysis. This research method uses descriptive quantitative supported by a survey and is explanatory. The results of the research by testing t-test hypothesis show the organizational culture has a positive and significant effect on teacher performance at Yayasan Perguruan Brigjend Katamso Medan. Leadership style has a positive and significant effect on teacher performance at Yayasan Perguruan Brigjend Katamso Medan. F test results show that the organizational culture and leadership style have positive and significant effect on teacher performance at Yayasan Perguruan Brigjend Katamso Medan. The value of the coefficient of determination of organizational culture and leadership style is able to explain the teacher performance variable of 82.6 % and the remaining 17.4 % is influenced by other variables not examined in this study.

This study examined the effects of leadership style and organizational culture on organizational commitment and organizational performance, and then verified the mediator role of organizational commitment between leadership style and organizational performance, and the mediator role of organizational commitment between organizational culture and performance. The employee of top ten financial holding companies that Common Wealth Magazine’s (2006) announced are the survey subjects, and the study uses stratified sampling to proceed the questionnaire survey. Out of 452 questionnaires sent, 396 valid questionnaires returned, resulting in a valid return rate of 87.6%; furthermore, this study’s confirmation used cluster analysis, one-way ANOVA, and regression analysis, and the result are as followed: 1. The effects of different types of leadership style on subordinate’s organizational commitment have significant difference. It means when the director are apt to use transformational leadership, their subordinate will have higher organizational commitment, and the effort commitment is the highest. If the director are apt to use transactional leadership, their subordinate will have lower organizational commitment, and the retention commitment is the lowest. 2. The effects of different types of leadership style on organizational performance have significant difference. It means when the director are apt to use transformational leadership, their organizational performance will be higher, and the performace of learing and growth is the highest. If the director are apt to use transactional leadership, their organizational performance will be lower, and the financial performace is the lowest. 3. The effects of different types of organizational culture on subordinates’ organizational commitment have significant difference. It indicates that the supportive culture has the highest subordinates’ organizational commitment and the effort commitmet is the highest. The bureaucratic culture has the worst subordinates’ organizational commitment and the retention commitment is the lowest. 4. The effects of different types of organizational culture on organizational performance have significant difference. It indicates that the supportive culture has the highest organizational performance and the performance of learing and growth is the highest. The bureaucratic culture has the worst organizational performance and the performance of learing and growth is the lowest. 5. It has the positive relationship between organizational commitment and organizational performance. It means the more degree of organizational commitment to the subordinates, the higher of their organizational performance. The subordinates’ value commitment impact the performance of learning and growth most. And the subordinates’ effort commitment impact the performance of learning and growth most. And the subordinates’ retention commitment impact the performance of learning and growth most 6. The study demonstrates that organizational commitment truly has positive mediator effect degree between leadership style and organizational performance. 7. The study demonstrates that organizational commitment truly has positive mediator effect degree between organizational culture and organizational performance.

This study aims to determine the organizational culture and leadership style effect on organizational performance which is mediated by organizational commitment. The population was all the Banda Aceh City Tourism Office employees. The sample collection technique used was a census so a total of 90 respondents were obtained. Data were collected by distributing questionnaires online. The Likert scale was used to measure data. The model test used a onesample t-test for H1 (descriptive test), a structural test using smartPLS for H2 to H6 (verification of direct effect test), and a Sobel calculator for H7 and H8 (mediation effect test). The test results conclude that culture, leadership style, commitment, and organizational performance have been going well; then, culture and leadership style positively affected commitment and organizational performance, and commitment also influenced organizational performance; and commitment partially mediated the culture and leadership style role in the organizational performance. These findings illustrate that the organizational performance improvement model in the Banda Aceh City Tourism Office is a function of adjusting the culture and leadership style that can support organizational commitment. This finding is an important premise for the development of theories related to organizational performance, especially the organizational model that is the same as the Banda Aceh City Tourism Office that is being studied.

This study aims to determine the effect of organizational culture on employee performance, leadership style on employee performance, work motivation on employee performance, organizational culture on work motivation, leadership style on work motivation, organizational culture on employee performance through work motivation and determine the effect of leadership style and organizational culture on employee performance through work motivation. The research was conducted at PT. Kereta Commuter Indonesia involves 122 employees of the company. Data analysis using path analysis. The results showed that organizational culture variables affect employee performance, leadership style affects employee performance, motivation affects employee performance, organizational culture affects motivation, leadership style affects motivation. Organizational culture on employee performance is 0.564. The influence of organizational culture on performance through motivation is 0.697 x 0.865 = 0.603. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening. The direct influence of organizational work culture on employee performance is 0.657. In contrast, the influence of work organizational culture on employee performance through motivation is 0.782 x 0.865 = 0.676. In this case, the indirect effect is greater than the direct effect, so it can be said that the work motivation variable is intervening.

The purpose of this study was to determine the effect of Organizational Culture, Leadership Style and Job Stress on Turnover Intention. This study uses a quantitative approach with survey method and path analysis to analyze the effect of Organizational Culture, Leadership Style and Job Stress on Turnover Intention.&#x0D; The sample for this reseach are 95 employees from 125 employees. The techniques analyzis data was descriptive statistics and inferential analysis that were tested using normality test error estimate a simple regression, linearity test and path analysis.&#x0D; The result shows that organizational culture gives negative direct effect on Turnover Intention, Leadership Style gives negative direct effect on Turnover Intention, Job stress gives positive direct effect on turnover intention, organizational culture gives negative direct effect to job stress, leardership style gives negative direct effect to job strees and ledearship organization gives positive direct effect to leadership style.&#x0D; The purpose of this study was to determine the effect of Organizational Culture, Leadership Style and Job Stress on Turnover Intention. This study uses a quantitative approach with survey method and path analysis to analyze the effect of Organizational Culture, Leadership Style and Job Stress on Turnover Intention.&#x0D; The sample for this reseach are 95 employees from 125 employees. The techniques analyzis data was descriptive statistics and inferential analysis that were tested using normality test error estimate a simple regression, linearity test and path analysis.&#x0D; The result shows that organizational culture gives negative direct effect on Turnover Intention, Leadership Style gives negative direct effect on Turnover Intention, Job stress gives positive direct effect on turnover intention, organizational culture gives negative direct effect to job stress, leardership style gives negative direct effect to job strees and ledearship organization gives positive direct effect to leadership style.