How digital talent shapes success in tourism and hospitality: Mediating roles of agile leadership and digital culture

The digital era is an era that cannot be avoided anymore. This era is characterized by the development of technology and the rapid flow of information. This digital transformation means that employees must have digital skills to adapt to the times. PT Telkom Indonesia Tbk (Telkom), the largest telkom company in Indonesia, also faces challenges in preparing digital talent that suits the company's needs in the future. One of these challenges is the existence of a talent war that results in each company having to be able to compete. The purpose of this study is to identify the characteristics of digital talent and analyze the influence of HR management, digital literacy, HR risk, digital leadership, and digital culture on PT Telkom Indonesia's digital talent. This study uses primary data obtained from 140 respondents of PT Telkom Indonesia employees from 14 work locations of digital talent employees. The method used in this research is Structural Equation Modeling - Partial Least Square (SEM-PLS) analysis. The results of this study indicate that HR management, digital literacy, HR risk, digital leadership, and digital culture affect digital talent. Then, digital culture can mediate HR management, digital literacy, HR risk on digital talent. Meanwhile, digital culture does not successfully mediate digital leadership. The managerial implication of this research is that companies are expected to know the factors that form digital talent so that companies can prepare the right methods in managing digital talent.

In the digital economy, innovation is a strategic imperative for sustaining organizational competitiveness, with employees’ innovative work behavior serving as a crucial micro-level foundation. Accelerated technological change and skill disruption have intensified the need for systematic digital talent development. Despite increasing scholarly attention to digital talent management, empirical research remains limited in explaining how digital talent development interacts with digital leadership, digital competence, and digital culture to shape innovative work behavior. This study addresses this gap by examining the structural relationships among these digital enablers within the context of digital transformation in the telecommunications industry. This study adopts a quantitative approach using survey data collected from 189 certified digital talents across PT Telkom Indonesia. Structural Equation Modeling–Partial Least Squares was employed to test the hypothesized relationships and mediating mechanisms. The results demonstrate that digital talent development influences innovative work behavior through an integrated mediating mechanism involving digital leadership, digital competence, and digital culture. This study advances the digital transformation literature by clarifying the systemic role of organizational enablers in translating digital talent investments into employee-level innovation. It emphasizes the necessity of aligning talent development with leadership capability, competency, and cultural reinforcement to support sustainable innovation in digitally transforming organizations.

Digital transformation is crucial for the competitiveness of small and medium-sized enterprises (SMEs), yet many SMEs struggle with its implementation. Although digital leadership and digital culture are two established facilitators of digital transformation, their antecedents remain highly understudied. Drawing on the dynamic capabilities framework, we hypothesize that dynamic capabilities promote digital leadership and digital culture in SMEs. Our empirical study builds on questionnaire data from 98 SMEs located in Southern Germany. The findings support the enabling role of dynamic capabilities, indicating that dynamic capabilities enhance digital leadership and digital culture. Contrary to our expectations, the hypothesized mediation effects between dynamic capabilities, digital leadership, and digital culture were not supported, indicating that the translation mechanisms between digital leadership and digital culture might be less direct and straightforward than previously presumed. Thus, dynamic capabilities emerge as critical, yet separate, enablers of digital leadership and digital culture. By positioning dynamic capabilities as antecedents rather than outcomes, this study provides a novel perspective on central enablers of digital transformation, extending dynamic capabilities theory into this context. Overall, our findings offer important implications for facilitating SMEs’ digital transformation, highlighting dynamic capabilities as essential for fostering digital leadership and digital culture. Despite its significance, our study faces some limitations that hinder the generalizability of our findings, including relatively small sample size or specific sample context. Future research should replicate and extend our analyses using larger and more diverse samples.

Education in Indonesia faces great challenges in adjusting to the demands of the times. The development of the industrial and business world is moving faster than the readiness of human resources produced by the education system. This study aims to analyze the role of Organizational Networking Capabilities and Agile Leadership on Organizational Performance through Dynamic Managerial Capabilities with the Moderation of Professional Capabilities and Dynamic Organizational Culture. This study uses a quantitative approach, employing a survey method. In this study, theoretical and empirical studies were conducted to formulate problems, followed by hypotheses. After collecting field data, calculations were performed using MPlus, and the results were used to analyze the dissertation. The sampling technique utilized a questionnaire in one stage from 75 schools, consisting of 375 school leaders and 375 senior teachers or certified teachers in Greater Surabaya and Greater Malang. From the results of hypothesis testing, it was found that Organizational Networking Capabilities has a significant effect on Dynamic Managerial Capabilities (H1) and Organizational Performance (H4), as well as through the mediation of Dynamic Organizational Culture (H8). Agile Leadership has no significant effect on Dynamic Managerial Capabilities (H2) or Organizational Performance (H5), but it has a significant effect on Organizational Performance through the mediation of Dynamic Organizational Culture (H9). Agile Leadership, moderated by Professional Capabilities, has a significant effect on Dynamic Managerial Capabilities (H3). Dynamic Managerial Capabilities has no significant effect on Organizational Performance (H6), but its effect becomes significant when moderated by Dynamic Organizational Culture (H7). Thus, some hypotheses are supported while others are not, indicating the important role of organizational capabilities, agile leadership, and organizational culture in organizational performance.

This study aims to understand how servant leadership and digital organisational culture influence the performance of Credit Unions (CU) in ‎Indonesia, especially those that have undergone digital transformation especially those that have undergone digital transformation based on ‎management policies. In addition, this study also examines whether innovation management acts as a link between leadership, digital organi-‎sational culture, and improved organisational performance. The study involved 236 managers from 10 Credit Unions that have implemented ‎digital innovations. The data were analysed using a quantitative approach to examine the relationships between these variables. The results ‎show that servant leadership does not have a direct effect on organisational performance, while digital organisational culture has a positive ‎and significant effect on organisational performance. Servant leadership influences innovation management, while digital organisational ‎culture encourages innovation. Innovation management was found to improve organisational performance and act as a full mediator in the ‎relationship between servant leadership and organisational performance, as well as a partial mediator in the relationship between digital or-‎ganisational culture and organisational performance. These findings emphasise the importance of strengthening digital-based organisational ‎culture and integrating innovation management into CU operations. Such efforts can improve member services and overall organisational ‎results. Further research is recommended to add variables‎.

Digital transformation represents a purposeful strategy for achieving a competitive edge and stronger economic performance. At the same time, sustainability disclosure practices can also improve economic outcomes, while their effects vary across different contexts. However, a paucity of research base of SMEs obscures how they position themselves in both arenas; this study addresses that gap through an empirical analysis. The study examines whether digital leadership, digital orientation, digital culture, and ESG reporting drive SMEs’ economic performance; regarded as antecedents of digital transformation, do these factors improve ESG reporting; whether digital leadership shapes digital orientation and culture; and whether ESG reporting mediates the link between the antecedents of digital transformation and performance. Aligned with these questions, the study is grounded in the dynamic capabilities theory, the upper echelon’s theory, and stakeholder theory to vindicate the relationships with the research model as the basis. Utilizing data collected from Malaysian SMEs with 360 firm-level observations, the hypotheses are assessed. The findings reveal that digital leadership and ESG reporting are significant determinants of firms’ economic performance, while digital orientation and digital culture are not necessary qualifications for performance. ESG reporting partially mediates the relationship between digital orientation, digital culture, and firms’ economic performance; however, it does not mediate the relationship between digital leadership and firms’ economic performance. Additionally, digital leadership induces digital orientation and digital culture, which in turn drive ESG reporting. This study, thus, features digital leadership and ESG reporting as key transformation drivers, adding to SMEs’ economic performance and improving sustainable business practices.

This research explores the complicated relationship between digital culture and digital transformation, specifically examining the mediating role of digital leadership and the moderating influence of technological support. A robust methodological approach was employed; the sample size of 385 participants was calculated according to Cochran’s formula, yielding 361 validated questionnaires for comprehensive statistical analysis. In the research, an interconnected set of questions along with a 5-point Likert scale was used where the measure scale was specialized in digital culture, transformation, digital leadership, and technological support. Along with an expert panel and an initial field test, construct validity and content validity were ensured. The scale was developed in English, after which it was systematically translated to Arabic, the meaning of which was kept the same as the original English version. The findings show how important digital culture is to digital transformation, as well as its overriding role through digital leadership. Also, while direct influence on digital transformation is strong, technological infrastructure does not have a moderating influence. These results help build a new framework to support organizations in adopting new digital practices. This research provides organizations with actionable insights in regards to improving transformational initiatives in digital business by highlighting the importance of digital leadership and culture readiness. This research enriches the discourse on digital transformation by empirically examining the mediating role played by digital leadership and the moderating influence exercised by technological support within the broader construct of digital culture. The analysis is underpinned by a rigorously validated instrument that has been culturally adapted to ensure contextual relevance.

PropósitoEl objetivo de este artículo es explorar el papel que desempeña el liderazgo de servicio en los resultados de las empresas turísticas, en el contexto de las agencias de viajes. Basándonos en la teoría del liderazgo de servicio, desarrollamos un modelo de mediación múltiple que explora las relaciones entre el liderazgo de servicio y la adecuación de la persona al trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo.Diseño/metodología/enfoqueCon SmartPLS3 se analizaron datos recopilados de 942 agencias de viajes que operan en Egipto mediante un cuestionario con el que se obtuvo información sobre cómo los empleados de agencias de viajes prevén que su organización adopte el liderazgo de servicio, el ajuste persona-trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador.HallazgosMostramos que el liderazgo de servicio se correlaciona positivamente con el ajuste persona-trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral, el comportamiento laboral innovador y el diseño proactivo del puesto de trabajo, mientras que el diseño del puesto de trabajo se correlaciona positivamente con el equilibrio entre la vida laboral y personal, el compromiso laboral y los comportamientos laborales innovadores. Mostramos también el papel mediador parcial del diseño proactivo del puesto de trabajo y del ajuste persona-trabajo, en el vínculo entre el liderazgo de servicio y el equilibrio entre el trabajo y la vida personal, asi como el papel mediador parcial del compromiso laboral en el vínculo entre el liderazgo de servicio y los comportamientos laborales innovadores.Originalidad/valorHasta la fecha, la investigación sobre los efectos del liderazgo de servicio en la adecuación de la persona al trabajo, el diseño proactivo del puesto de trabajo, el equilibrio entre el trabajo y la vida personal, el compromiso laboral y el comportamiento laboral innovador ha sido insuficiente. En términos de aplicabilidad contextual, no se disponía de una investigación empírica de la relación entre estos factores en las agencias de viajes. Al examinar empíricamente estas relaciones en el contexto de las agencias de viajes egipcias, el presente estudio cubre un vacío en la literatura sobre turismo y hostelería, gestión de recursos humanos y comportamiento organizacional.

Organizations are focusing on becoming more sustainable, particularly in this era of digital transformation. Leadership and managerial abilities significantly impact organizational success. Organizational strategies and procedures are evolving due to recent advancements in digital technology and the spread of digital transformation. A digital leader is a person who recognizes the potential of digital tools and trends, uses them to drive innovation and efficiency, and promotes a culture of ongoing learning and adaptation. The hypotheses investigated in this research are that: H1: Digital leadership has a positive effect on innovative work behavior. H2: Digital organizational culture plays a mediating role in the relationship between digital leadership and innovative work behavior. The sample of the research consisted of employees of companies operating in the fields of IT and technology in Istanbul. The research data collection process was completed with data from 404 questionnaires. The research data were analysed using AMOS 22 and SPSS 27 programs. Descriptive statistical analyses were performed to determine the demographic structure of the participants. The validity and reliability of the scales were firstly tested, the findings of which confirmed that the scales have convergent validity. The findings of this study shed light on the intricate relationship between digital culture, digital leadership, and innovative work behavior, offering valuable insights for both scholars and practitioners in the field of organizational behavior and management. Another significant finding is the positive impact of digital leadership and digital culture on innovative work behavior within organizations.

This study aims to determine the effect of digital transformational leadership and digital culture on digital transformation (study on Civil Servants at the Statistics Indonesia). This quantitative research was conducted on 430 civil servants. The sampling technique was non-probability (purposive) sampling. The research data were collected by survey using an electronic questionnaire in the form of Google Forms. The data were analyzed using SEM PLS analysis with the help of smart PLS. The results showed that both digital transformational leadership and digital culture have a significant and positive effect on digital transformation. In addition, digital culture as a mediating variable is proven to significantly influence the relationship between digital transformational leadership and digital transformation. Further research can investigate other factors that can influence, mediate, or moderate the digital transformation process.

Objective: The current study was based on three variables that interact with each other, where (human resources management) is considered an independent variable, (digital culture) is a mediating variable, and (creative performance) is a dependent variable. The goal of the study is determined by determining the nature of the relationship and the impact between the variables of the study. Theoretical Framework: This topic presents the most important concepts and theories on which the research is based. Human Resource Management, Digital Culture, and Performance] stand out, providing a solid foundation for understanding the context of the investigation Method: An exploratory analytical approach was used, as the study relied on a stratified random sample of workers in Iraqi telecommunications companies. (310) questionnaires were distributed, and the number of invalid returned questionnaires was (5), while the total number of questionnaires suitable for statistical analysis was (305), with a response rate of (95%). Advanced statistical software (AMOS.V.26) and statistical software (SPSS.V.26). Results and Discussion: A set of conclusions were noted, the most important of which are: There is an influence relationship between human resources management and digital culture. There is a significant influence relationship between human resources management practices and creative performance. Culture plays a complete and partial mediating role in the relationship between human resources management practices and creative performance. Research Implications: The practical and theoretical implications of this research are discussed, providing insight into how the findings can be applied or influence practices in the field of human resource management, digital culture and innovation performance. These implications may include for the banks sampled in the study and the services they provide. Originality/Value: The importance of this study came from the scarcity of studies that attempted to identify and understand the nature of the relationship between variables (human resources management, digital culture, creative performance), as well as the current study’s attempt to address a realistic problematic problem that directly affects the performance of employees in Iraqi banks.

Educational organizations include intense human relations and social interaction. In this respect, the potential for the emergence of crises in educational organizations is quite high. In the literature, agile leadership is a significant type of leadership in which leaders possess an ability to take quick and correct decisions, cope with stress and psychological pressures, and remain calm while managing crises. In addition, a strong, established, and experienced organizational culture is essential in times of crisis. With these aspects, the variables of crisis management, agile leadership, and organizational culture are considered to be related to each other. The relationship between the variables of crisis management, agile leadership, and organizational culture, as well as the direction and size of this relationship, was examined. The study was designed in the correlational model. Teachers working in public primary schools in Malatya during the 2021-2022 academic year were included in the population of the study. In the study, 406 teachers determined by the random method were included in the sample. Data were collected through five-point Likert-type scales including “Crisis Management”, “Agile Leadership”, and “Organizational Culture”. Teachers reported that there was a moderate, positive, and significant relationship between crisis management, agile leadership, and organizational culture. In addition, it was concluded that the agile leadership of the principals and organizational culture could predict crisis management. It is recommended that agile leaders be employed in organizations, agile leadership training be provided, and strong and permanent/continuous cultures be established in organizations to avoid the negative effects of crises on organizations and employees in educational organizations.

In an increasingly complex and fast-paced business environment, organisations must navigate constant change, technological disruption, and shifting customer expectations. Traditional leadership models, which often focus on hierarchy, control, and long-term planning, struggle to keep pace with these challenges. These traditional models are often insufficient or ill-equipped to drive organisational success. Agile leadership, characterised by adaptability, collaboration, empowerment, and continuous learning, has emerged as a critical approach for organisations to remain competitive and innovative. This paper positions agile leadership as necessary for organisational success. The discussion shows how agile leadership enables faster decision-making, fosters a culture of innovation, and enhances employee engagement. By empowering teams to operate with greater autonomy and embrace change, agile leadership helps organisations respond rapidly to shifting market demands and technological advancements. Additionally, this leadership style supports the development of customer-centric strategies that are essential in maintaining relevance in competitive markets. Through real-world examples and a proposed conceptual framework, this paper demonstrates that agile leadership is not only beneficial but essential for organisations seeking long-term sustainability and success in a dynamic global landscape.

This study explores the critical role of participative leadership in shaping digital organizational culture (DOC) and its subsequent impact on digital organizational identity (DOI), with a specific focus on the Saudi telecommunications sector and its alignment with Vision 2030. Using a quantitative research design, the study investigates the direct influence of participative leadership on DOC and DOI, as well as the mediating role of DOC in this relationship. Data were collected through a structured survey distributed to 317 employees across three major Saudi telecommunications organizations, focusing on perceptions of leadership practices, cultural integration, and digital identity. A cross-sectional approach was employed, and structural equation modeling (SEM) was used to analyze direct, indirect, and mediating relationships. Findings reveal that participative leadership fosters trust, collaboration, and inclusivity, which significantly contribute to building a robust DOC. This culture promotes technological integration, continuous learning, and innovation, aligning employee behaviors with organizational technological goals and enhancing DOI. The results also underscore the transformative potential of DOC as a mediating variable that bridges leadership strategies with organizational identity, highlighting the synergistic effects of leadership and culture in driving organizational success. By contextualizing these relationships within Saudi Arabia’s digital transformation agenda, the research provides actionable insights for leveraging leadership and culture to achieve Vision 2030 objectives, including fostering innovation, developing digital infrastructure, and enhancing competitiveness. These findings contribute to existing literature on leadership, culture, and identity in digital transformation, offering a strategic framework for organizations seeking to adapt and excel in the digital age.

The present business environment of accelerated complexity, ambiguity, uncertainty and volatility seems not to be settling down soon. Today’s business world is consistently bombarded with turmoil and unprecedented change. This makes it very difficult for organisations to accurately predict possible future opportunities and threats. To overcome this scenario, organisations need to fully embrace and implement agility in their operations. However, for organisations to develop a considerable level of agility that corresponds to the current hypercompetitive and volatile environment, premium needs to be placed on agile leadership. Agile leaders are capable of setting the guiding principles, develop strategies and build mechanisms that will lead to smooth transition to organisational agility (OA). These leaders give directions on how to make organisations agile and ensure that there is a leadership culture that models and promotes a holistic agility in the organisation. The primary purpose of this chapter is to establish the position of agile leadership in determining OA. The study departs from previous studies by using empirical reviews to depict the significance of agile leadership and its key roles on OA. Specifically, the concept, evolution and characteristics of OA are explored, as well as its benefits and multidimensional nature are discussed. Furthermore, the chapter sheds light on agile leadership, levels of leadership agility and competencies of successful agile leaders. The chapter concludes that the leadership style suitable for OA is agile leadership. This calls for business investments in agile capacity building and development of frameworks suitable for agile leadership.