Innovative Bargaining and Epistemic Leverage in the Digital Transformation: The Case of Lamborghini

PurposeThe purpose of this study is to explore the impact of deviant workplace behavior on digital transformation in the public sector. This contributes to the current literature on public sector digital transformation as well as to that of deviant workplace behavior in public sector contexts.Design/methodology/approachThe authors conduct a qualitative case study of a digital transformation initiative in a Swedish municipality.FindingsThe authors identify three types of institutional drift related to digital transformation, i.e. decelerating digital transformation, maintaining infrastructural stability and accelerating digital transformation. The authors categorize mediators for said drift and theorize on the role of deviant workplace behavior as a strategic driver for digital transformation in public sector organizations.Research limitations/implicationsWith the study being a qualitative case study, it is limited in terms of generalizability and transferability. Through this study, the authors sensitize the notion of digital transformation and show how deviant behavior results in strategic polyphony. Future studies are informed through offering a new perspective to public sector digital transformation strategy.Practical implicationsPractice should view deviant workplace behavior as simultaneously constructive and destructive in lieu of planned digital transformation, as well as see its presence as a potential sign of subpar prerequisites for digital transformation in the public sector.Social implicationsThrough this study, deviant workplace behavior is highlighted as a source of strategic polyphony and hence an important aspect of public sector digital transformation strategy.Originality/valueThrough being the first paper, to the best of the authors’ knowledge, to apply the theory of institutional drift to digital transformation settings as well as identifying the impact of deviant workplace behavior on digital transformation, the study offers novel insights.

Government organizations must embrace collaboration to enhance public value and address inefficiencies caused by fragmented processes and duplicated efforts. This study develops a collaboration framework based on collaborative governance theory and digital transformation capability. Using qualitative methods, 15 in-depth interviews with government employees, 22 official documents, and one focus group video were analyzed through thematic coding. This study highlights several approaches to collaborative digital government transformation. First, it emphasizes breaking organisational silos and leveraging shared goals by reviewing the digital transformation plans to identify common projects, reduce duplication and address IT resources imbalance. Second, it advocates neutrality in leadership to harmonize inter-agency regulations. Third, it promotes agile organizational structures and dynamic capabilities to enhance adaptability and the ability to respond to rapid changes. Fourth, it recommends ideally modelling collaborative government services using an integrated business model in a unified digital platform, alternatively using data exchange and information sharing. Finally, it stresses user-centric design and inclusiveness to accelerate service delivery, ensure accountability, and improve efficiency, effectiveness, and seamless government operations. This study extends digital transformation capability and introduces new modes of engagement through digital collaboration within the discussion on initial barriers and drivers, technological capabilities, dynamic capability, and co-creation.

Digital transformation has the potential to fundamentally change organizations, to alter working conditions, and to redefine core employee competencies. Such changes may spark novel dynamics between employee groups. In this study, we focus on engineers as a professional group that is particularly affected by these changes and examine emerging group dynamics in response to digital transformation. Drawing on a qualitative case study, we investigate how engineers construct group identities and status in relation to the increasing importance of software experts. We show that engineers experience digital transformation as an identity threat that leads to a pronounced awareness of their professional habitus and an identity (re)negotiation. If not approached carefully, digital transformation may trigger adverse group dynamics and jeopardize the overall transformation process.

This chapter frames the digital age transformation journey for sustainability from the lenses of transformation skills and competencies required for future work. It provides a synopsis of the digital transformation considering digital technologies, connecting digital transformation to future work and reflections on the new digital age to sustainability issues. In detail, this chapter comprehensively reviews digital technologies transformation skills, including digital skills and integrated skills for the digital economy linked to integrated skills. This chapter takes into consideration the possible effects from a competency point of view from the domains on issues like: global independence, trust, a shift in skills and ways of work, commitment to justice, improving the know-how, financial inclusion, data and data privacy that are critical imperatives for sustainability. Developing a digital economy requires integrated sustainable development competencies; this chapter considers combined skills for digital transformation in triple connecting points of human skills, business skills and digital building blocks skills to argue for sustainability. Because attaining Sustainable Development Goals (SDGs) requires input from different quotas globally, sustainable competencies are needed to ensure individuals work cohesively through new-age digital technologies. This chapter further highlights emerging competencies such as critical thinking, appreciative equity, open communication and acting on collective well-being as imperatives transforming digital disruptions. The final section of this chapter puts into perspective the implication of required digital technologies for the future of work and its significance on the need to reskill and retool. It concludes by reflecting on opportunities and challenges for crucial consideration towards creating a sustainable digital age.

Digital Business Transformation is a crucial adaptation for organizations to remain competitive in the digital age. It involves leveraging digital tools and technologies to alter operations, customer interactions, and value delivery. This analysis aims to investigate the impact of digital business on organizational resilience, exploring the interplay between digital transformation, adaptive culture, frugal innovation, organizational learning, and organizational resilience. In order to investigate casual linkages, this study takes a quantitative method and gathers data using questionnaires, with a sample size of 295 respondents in a range of jobs within contracting organizations, the study focusses on contractors in Indonesia. This analysis result showing that the digital business transformation can enhance the organizational resilience by improving creativity, efficiency and the agility. Beside this, digital transformation also can boost all the job productivity with the frugal innovation which this can helping organization for adapting from sudden shocks of market volatility. With the digital business transformation, a company can have the adaptive culture for the organizational resilience on the responding for internal and external changes where the company will have better anticipate further changes. Furthermore, digital transformation can facilitate cost-effective solutions and strategic planning for dealing with challenges for a company.

The theme of this book “Digital Innovation, Transformation and Disruption of Higher Education" was chosen due to its relevance in the global digitalized world. Digital transformation is the process of using digital technologies to create new — or modify existing — business processes, culture, and customer experiences to meet changing business and market requirements. This reimagining of business in the digital age is digital transformation. Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It's also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure. Technology has the potential to revolutionize the traditional teaching and learning process. It can eliminate the barriers to education imposed by space and time and dramatically expand access to lifelong learning. Students no longer have to meet in the same place at the same time to learn together from an instructor. Digital transformation in higher education refers to an organizational change realized by means of digital technologies and business models with the aim to improve an institution's operational performance. The book encompasses chapters with research-based perspectives in the area of digital innovations & related fields. The book can be read as a compendium of readings of digitization of higher education institutions, business and industry. We editors offer heartfelt thanks to all contributors for their valuable research incorporated in this edited book as a chapter.

BackgroundThe health care sector faces increasing pressure, with demand outpacing supply and multiple challenges in accessibility, affordability, and quality. The current organization of health care systems is unsustainable—exacerbated by labor shortages and escalating expenditures in Europe, particularly the Netherlands. To address these issues, hospitals are increasingly adopting digital transformation strategies. This digital transformation involves the systematic implementation of digital technologies and processes. To achieve high-quality hybrid care, hospitals must integrate digital health care seamlessly into existing workflows. However, there is no definitive strategy for implementing these transformations.ObjectiveThis study examines how Dutch hospitals organize their digital transformation, the strategies they employ, and the best practices they follow, to provide evidence-based recommendations for hospitals embarking on similar initiatives.MethodsA qualitative multicase study was conducted using purposive sampling. A total of 11 Dutch hospitals were invited, and 8 participated. Professionals—project or program managers of digital care, or advisors in policy, management, strategy, or related positions—from these hospitals took part in semistructured interviews. Topics included digital transformation strategies, organizational structures, barriers and facilitators, and lessons learned. All interviews were recorded, transcribed verbatim, and analyzed using directed content analysis.ResultsAlthough hospitals organize their digital transformation in different ways and with different teams or departments, they encounter similar facilitators and barriers. Inspired by the Consolidated Framework for Implementation Research, the ExpandNet Scaling Up framework, and the Hybrid Health Care Quality Assessment, these factors were grouped into the following categories: the structure of the digital program, cultural factors within the organization, financial factors (internal or external), political factors (internal or external), patient needs, resources and skills, and technical factors.ConclusionsDespite variations in implementation, hospitals share key challenges and enablers in digital transformation. Common factors—such as organizational culture, financial resources, and technical infrastructure—may serve as foundational elements for effective digital transformation in hospital care.

The Fourth Digital Revolution has transformed Indonesia's informal transportation sector, particularly traditional motorcycle taxi drivers transitioning to digital ride-hailing platforms. This shift represents movement from location-bound, passive income generation to algorithm-driven, flexible employment. Despite widespread Grab adoption across secondary cities, limited research examines multidimensional impacts on drivers' socio-economic well-being beyond metropolitan areas. This study investigates how digital transformation affects the income and social well-being of former traditional motorcycle taxi drivers in Kendari City, a representative secondary urban area. The research employed a qualitative exploratory case study design, utilizing in-depth interviews with eight primary informants who transitioned to the Grab platform, supplemented by community leaders and driver representatives. Data collection used methodological triangulation, combining semi-structured interviews, participant observation, and document analysis over three months. Analysis followed Braun and Clarke's thematic framework, integrating Digital Transformation Theory, Platform Economy Theory, and Social Impact Theory. Findings reveal substantial positive impacts across multiple dimensions. Economically, drivers experienced significant income improvements, enhancing financial stability and predictability. Beyond monetary gains, digitalization strengthened social well-being through improved access to children's education and healthcare, greater work-life balance, and enhanced psychological well-being through reduced income uncertainty. However, challenges emerged regarding platform commission fees and technological dependence. Digital transformation through ride-hailing platforms serves as a powerful economic empowerment instrument, significantly improving income security and multidimensional social well-being. The transition constitutes a structural transformation reducing informal sector uncertainties while providing occupational autonomy, offering evidence-based insights for inclusive digital transformation policies.

Overview: Prior research has understood the process of digital transformation as shifts between digitization, digitalization, and digital transformation phases and has treated the digital transformation process tautologically. In the literature, digital transformation is understood as transforming the whole organization, including its business processes and value proposition. This understanding is problematic because it fails to capture the need for achieving alignment between the organization, the environment, and the strategy based on the finer details of an organization’s context. Achieving this fit is important in a VUCA environment characterized by volatility, uncertainty, complexity, and ambiguity. We conducted a single case study of Linn Products, a UK-based high-tech company renowned for designing and manufacturing high-end home entertainment systems, including digital streaming products, music players, and speakers. This award-winning firm has not only embraced digital transformation but also sustained its performance proactively amidst the dynamic shifts in the consumable electronics industry. Our interpretive longitudinal study spans 2007 to 2023 and incorporates insights from 23 in-depth interviews. Our research provides valuable guidance for practitioners seeking to build resilience and adaptability in an era of digital disruption and polycrisis. Practitioner Takeaways: In an era marked by polycrisis, organizations must cultivate a combination of threshold and core capabilities to attain organizational fitness amidst the challenges of a VUCA environment. To leverage digital transformation, companies must adopt a strategic approach, whether through providing digital support in business processes or opting for full digital participation. Success in digital transformations hinges on the harmonious alignment of strategy, an organization’s unique circumstances, and the dynamic conditions of the VUCA environment.

Purpose: This study investigates the impact of digital business intensity and transformation on organizational ambidexterity and sustainable performance on insurance companies in Indonesia from a dynamic capabilities’ perspective.Design/methodology/approach: The study uses a quantitative approach, purposive sampling used to select insurance companies with assets over IDR 1 trillion. The primary data was obtained directly from the top-level management unit of 120 data questionnaires, namely, 40 Chief Executive Officer (CEO), 40 chief agency officer (CAO) and 40 Chiefs Technology Officer CTO) of each company. The data of each department in a company is aggregated as a single unit of responses from one company. The Structural Equation Model is used as a method to test and analyze data, using SmartPLS software.Purpose: This study aims to investigate the impact of digital business intensity and digital transformation on organizational ambidexterity and sustainable organizational performance in Indonesian insurance firms from a dynamic capability perspective.Design/methodology/approach: Through quantitative approach, purposive sampling is used to select insurance companies with assets exceeding IDR 1 trillion. Primary data was collected through structured questionnaires distributed to 120 top-level executives, including 40 Chief Executive Officers (CEOs), 40 Chief Agency Officers (CAOs), and 40 Chiefs Technology Officers CTOs). Responses from each company were aggregated to form a unified dataset for analysis. Structural Equation Modeling (SEM) was used to analyze the data using SmartPLS software.Findings: The findings reveal that both digital business transformation and government interventions significantly increase organizational ambidexterity. Furthermore, organizational ambidexterity serves as a mediator for the relationship between digital business intensity and government intervention towards sustainable organizational performance. The mediating role of organizational ambidexterity in the relationship for digital business intensity and sustainable organizational performance is positively moderated by digital business intensity.Research limitations/implications: The study applies dynamic capability as a theoretical basis to understand how insurance companies can attain sustainable performance in the digital age. However, it acknowledges limitations, such as the exclusion of external factors like macroeconomic conditions, regulatory changes, and rapid technological advancements. The focus on the insurance sector may also limit the applicability of the findings to other industries with different dynamics.Practical implications: The study provides actionable insights for insurance firms to refine their digital strategies. By developing and validating new metrics to measure digital business intensity and sustainable performance, firms can better assess the effectiveness of their digital transformation. This framework serves as a guide for practitioners to evaluate the impact of digital initiatives on their organizations.Originality/value: This study enriches the organizational literature by demonstrating how digital business intensity and ambidexterity contribute to enhancing sustainable performance in the insurance industry. It also highlights the significance of government policies as external factors influencing organizational dynamics, offering a new perspective on how these elements interact within the context of dynamic capabilities in the financial sector.

The digital age, characterized by the proliferation of digital technologies and the intertwined phenomena of digital innovation and digital transformation, challenges previous knowledge about innovation champions, individuals who vigorously drive innovation projects inside organizations. This dissertation studies the individual and organizational determinants of successful innovation champions in the digital age by relying on a multi-method approach. The results of this dissertation show that in the digital age champions increasingly promote innovation as part of a diverse group of actors or as executive champions. Studying the link between chief digital officers (CDOs), as executive champions, and stock market performance, the dissertation identifies the substantial role of managerial power in investors' perception of CDO appointments. Additionally, this dissertation shows that the success of employees championing innovation in groups can be significantly enhanced by using a work model, which combines a digital platform with innovation time. This dissertation also deepens our understanding of the context in which innovation champions operate in the digital age by extending our knowledge of the nature of digital innovation and transformation. Finally, the dissertation unravels myths about innovation champions based on empirical and theoretical findings and moves toward a novel conceptualization of innovation champions.

Organizations are increasingly trying to take advantage of opportunities for digital transformation. However, business leaders may be overwhelmed by the technical, organizational, and societal challenges that come with these opportunities. As a result, business leaders face a high level of uncertainty about how to strategize and manage digital transformation. This article investigates and theorizes how business leaders overcome the challenges of digital transformation toward data-driven decision-making. Based on an in-depth, qualitative case study and interviews with the leadership team of Smukfest, one of the largest festivals in Denmark, we show that (1) business leaders face several digital transformation challenges, including fear of surveillance, balancing intuition and objectivity, and knowing how to leverage data-driven decision-making; and that (2) they can manage these challenges through mitigating actions which include developing digital competencies, storytelling to communicate digital transformation potential, and motivating data use. We synthesize these findings and theorize the Executive Action Strategies of Engagement (EASE) framework, which provides a new perspective on digital transformation management grounded in empirical observations. The framework guides practitioners by clarifying the roles of business leaders in digital transformation toward data-driven decision-making.

In a global economic context where digital transformations have had an extensive impact, economic risk management is undoubtedly one of the most important dimensions of the survival and sustainable development of enterprises. The purpose of this paper is to develop the interaction of digitalization, entrepreneurship and sustainability by proposing new categories of creating economic risk impacting on the digital transition: cyber risk, technological risk, digital market volatility and organizational adaptation risk. The overall research goal is to understand the extent to which firms (and particularly entrepreneurial firms) can potentially manage these risks, while taking into account the sustainability of economic development. The methods utilized encompass a quantitative survey-based analysis SMEs within Romania and Central Europe and qualitative case studies on nascent digital platforms. The findings show that the companies that wisely use capital to invest in resilient digital solutions (secure cloud infrastructure, AI applied to risk management) have shown themselves to be more adaptable to disruptive global economic shocks. The findings highlight the need to enhance risk culture as part of the strategic management in digital firms and make the case for public policies that would facilitate the responsiveness of SMEs to changes in technology. The paper contributes to the recent academic literature by providing a proposal for an integrated model to assess economic risk in the digital age, providing a direct and actionable model for drafting sustainable business strategies.

In this article, I examine union responses and attitudes towards vulnerable migrant and precarious workers in post-apartheid South Africa. Furthermore, the paper provides an analysis of contemporary politics of union exclusionary organising strategies and attitude towards migrant workers within the historical context of the regulated and contract migrant labour system and the unregulated post-migrant labour regime. Historically, South Africa’s industrial relations was developed on a bedrock of apartheid labour practices of exclusion in which African workers (both from homelands and other countries in the region) were regarded as migrants and thus, excluded from joining unions. Migrants played a very fundamental role in introducing trade unionism in the country particularly the British miners (see Nel and van Rooney (1993)) while the first trade union for Black workers was led by a Malawian, Clement Kadalie. Yet, it seems there is somewhat erasure of this history of trade unionism in the country or could this be as a result of selective amnesia? This is because the contemporary trade union movement is somehow detached from this reality as unions are still very ambivalent to organise and embrace migrants into their rank and file (Munakamwe, 2018). I argue here that union responses to migrant labour today are a manifestation of amnesia in which the fundamental role played by migrants in the democratisation of South Africa has been forgotten. Moreover, migrants equally fought alongside their local counterparts to ensure Black workers could organise and form trade unions, a fundamental right that they were deprived on racial grounds. What we witness today is not a racial but nationalist-class struggle in which local and migrant workers are in constant conflict jostling for jobs with xenophobic violence as the ultimate outcome. Essentially, unions lack a clear position and polices in place to respond to specific issues related to migrant workers such as xenophobia. Unlike during apartheid, today we witness fragmented solidarity among the working class and this to some extent shapes union responses. Unions are caught up within the contradictions and at times conflicting views of how to respond to migrant labour and this is further compounded by workplace restructuring, labour market flexibility and deregulation. On the one hand is the desire to preserve jobs for natives and to enforce immigration laws that are crafted by proponents of neoliberalism while on the other hand, the aim is to seek legitimacy by responding to the dictates and principles of international solidarity (see Fine, 2014). Labour flexibility has escalated and employers rely on labour brokers and out-sourcing while recruitment of migrants to the mines has dwindled over the years. Yet, this is the time in which union protection is required more than before to advance the rights of all workers. Restrictive migration laws are in constant conflict with labour laws and thus, preclude full enjoyment of labour rights. State-crafted migration laws and policies in relation to union responses Organised labour has existed for a long time in South Africa, stretching back to the industrialisation period (Parsley and Everatt, 2009: 4) although Black workers were denied the right to organise. Despite political challenges, Black workers were militant and defied some of these restrictive and oppressive laws against unionisation. The first Black union linked to the hospitality sector, the Industrial and Commercial Union (ICU) which later became the Industrial and Commercial Workers’ Union (ICU) was established in 1919 under the leadership of a Malawian national, Clement Kadalie (Allan, 1992). In 1930, the first black union for mine workers was formed under the leadership of T.W. Thibedi who was also the secretary1. According to Nel and Rooyen, (1993: 49), during the apartheid era, industrial relations with trade unions involved, “worker representation from outside the enterprise, through trade unions and committee/ works council representation (that is, worker representation within the enterprise)”. Despite the recognition of unions by workers of Black origin, White unions dominated the body of the collective bargaining. Only in 1979, based on findings from the Wieham Commission is when Black workers except cross-border migrants were allowed to form their own unions. Subsequently, on 5 December 1982, the National Union of Mineworkers (NUM) was established under the leadership of Cyril Ramaphosa as the first General...

The present study aims to know the opportunities and challenges for supply chain management through digital transformation. The digital transformation of supply chain management (SCM) has emerged as a critical enabler of operational efficiency, sustainability, and innovation in the global marketplace. The research examines how these technologies improve visibility, enhance decision-making, streamline processes, and foster agility in supply chains. The study aims to include 150 participants for surveys and 10 industry experts for interviews, ensuring adequate representation across sectors and regions. Statistical analysis is performed using tools like SPSS or Microsoft Excel. Descriptive statistics (mean, standard deviation) and ANOVA, t-test are used to analyze survey data.Through a mixed-methods approach, involving both qualitative case studies and quantitative surveys, this study investigates the experiences of organizations implementing digital solutions in supply chain management. The findings reveal that while digital transformation can lead to substantial improvements in supply chain efficiency and responsiveness, its successful implementation requires careful planning, strategic investment, and overcoming resistance to change. The thesis offers practical recommendations for organizations to mitigate these challenges, such as phased implementation, employee training programs, and strong cybersecurity measures. Additionally, it suggests that policymakers play a crucial role in supporting digital transformation through incentives, regulations, and fostering public-private partnerships. In conclusion, digital transformation presents both immense opportunities and considerable challenges for supply chain management. With the right strategies and investment, organizations can leverage digital technologies to create more resilient, sustainable, and competitive supply chains in the rapidly evolving global business landscape.