Relationship between Perception of Digital Transformation and Individual Psychological Capabilities of Academic Staff: Pilot Study in Latvia

Considering that the higher education sector has a great potential for digital transformation, it is necessary to investigate driving factors and barriers for transformation processes. The goal of the paper is to evaluate DT outcomes in higher education institutions (HEI), perceived by academic and administrative staff members. The authors conducted a pilot survey among the staff members of Latvian HEIs. Most respondents consider a 'development of new educational products/improvement of existing products' as a result DT in HEI. Besides, DT is perceived as a tool to increase HEI competitiveness globally, to improve work efficiency and internal business processes, and to make education more available. At the same time, less than half of the respondents agree that the result of DT is 'student retention'. The results of the research will be used for further investigation of DT issues, specifically for study on staff resistance to DT implementation.

Considering that the higher education sector has a great potential for digital transformation, it is necessary to investigate driving factors and barriers for transformation processes. The goal of the paper is to evaluate DT outcomes in higher education institutions (HEI), perceived by academic and administrative staff members. The authors conducted a pilot survey among the staff members of Latvian HEIs. Most respondents consider a 'development of new educational products/improvement of existing products' as a result DT in HEI. Besides, DT is perceived as a tool to increase HEI competitiveness globally, to improve work efficiency and internal business processes, and to make education more available. At the same time, less than half of the respondents agree that the result of DT is 'student retention'. The results of the research will be used for further investigation of DT issues, specifically for study on staff resistance to DT implementation.

Achieving consistent optimum field development choices in technically complex portfolios requires sound individual and corporate technical capabilities. Within the largest Exploration and Production Company in the Sultanate of Oman, some key gas and contaminated hydrocarbon Field Development Plans are produced by dedicated specialized study teams that are part of the company's so-called Field Development Centre. In order to tackle projects involving technically complex challenges such as tight reservoirs, rich gas condensates, contaminated hydrocarbons or high pressure developments, a number of organizational elements are put in place to ensure continuous growth of staff and corporate capabilities along with corporate knowledge dissemination. First, each project team remains integrated throughout its project life time. The integration of subsurface and surface disciplines allows early identification of realistic and robust development options. It also facilitates knowledge sharing with activities such as field visits conducted jointly between subsurface and surface engineers. The benefits of this integration are demonstrated with examples from several gas condensate and sour oil study cases. Second, experienced professionals provide project specific guidance and coaching to junior staff over several projects. This scheme allows maximizing the impact of the experienced staff while allowing hands-on learning from younger recruits. Third, benefiting from a ring-fenced organization to conduct studies facilitates the retention of corporate knowledge and the replication of best practices. However, this does not imply that knowledge and capabilities remain centralized as several conduits are in place to ensure dissemination across the organization. Asset staffs with identified technical development gaps are assigned for the duration of a project to the study team where they actually develop their skills through direct project contribution. Specialized forums, physical and web-based, are also available to share information and solutions learnt from previous projects. Finally, fundamental technical capabilities and knowledge bases are developed at corporate level in order to consistently address key challenges encountered in various assets (e.g. gas condensate modeling and optimization, tight units recovery improvement, fraccing optimization and associated production forecasting). A wide scope integrated multi-year project covering all company gas activities within several formations has been kicked-off for this purpose. This fundamental project involves various contributors from the company such as Subject Matter Experts and experienced asset staff, specialized external service providers and academia. More specifically, the project aims at developing a comprehensive corporate understanding of its gas reservoirs, and at developing consistent datasets and validated effective modeling workflows to be disseminated through standards, websites and trainings. This paper provides an overview of the work practices and tools that have been put in place within a large company in order to ensure the steady development of staff and corporate technical capabilities while consistently addressing the development of its most complex oil and gas reservoirs.

PurposeIn the landscape created by digital transformation, developing the ability to adapt and innovate by absorbing and generating new knowledge has become a strategic priority for organizations. The theory of dynamic capabilities, especially from a knowledge-based perspective, has proven particularly useful in studying the phenomena of transformation and change. Moving from this premise, this paper aims to map the state of research and to define guidelines for the actualization of dynamic capabilities theory in the digital transformation era.Design/methodology/approachA structured literature review of 75 papers, using descriptive, bibliographic and content analysis, was performed to analyze the evolution of dynamic capabilities in the context of digital transformation.FindingsStudies concerning knowledge-based dynamic capabilities for digital transformation have been clustered into five main research areas: the micro-foundation of dynamic capabilities for digital transformation; dynamic capabilities for value creation in digital transformation; dynamic capabilities for digital transition in specific industries; dynamic capabilities for “data-driven organizations”; and dynamic capabilities for digital transformation in SMEs and family firms. A future research agenda for scholars in strategic management is presented.Practical implicationsA conceptual framework and a future research agenda are presented to highlight directions for this promising research field concerning the renewal of dynamic capabilities in the context of digital transformation.Originality/valueThe originality of the paper lies in the conceptual framework aiming to systematize current research on knowledge-based dynamic capabilities for digital transformation and to provide a new conceptualization of digital dynamic capabilities, clarifying how organizations create and share knowledge in the era of digitalization.

The research methodology employed a sample survey, encompassing 2131 participants, consisting of 1638 undergraduates and 493 academic staff members. These individuals were selected at random from seven state universities across different provinces of Sri Lanka. A structured Likert-type scale, ranging from 1 to 9, was utilized to gauge the users' perceptions of service quality based on nine key staff capability attributes. These attributes encompassed qualities such as dedication to instilling confidence in users, personalized user care, the ability to address user queries, user empathy, competency in responding to user queries, dependability, courtesy and politeness, willingness to serve, and the ability to understand user needs. The analysis of the collected data employed descriptive analysis and importanceperformance analysis. These analytical approaches allowed for an examination of the gap between users' expectations and their perceived experiences in the library regarding the nine staff capability attributes. The findings of this research demonstrate that, out of the nine staff capability attributes, seven were perceived by users as highly important and highly performed. This suggests that library staff excel in these areas and meet or exceed user expectations. However, two attributes, namely, employees' caring for users and their proficiency in addressing user queries, were deemed both low in importance and performance. Notably, attributes related to instilling confidence in users and providing crucial component of university libraries, even in the age of crucial component of university libraries, even in the age of digitalization and automation. It highlights the need for libraries to focuse on developing and enhancing various aspects of staff capabilities, particularly in the context of the evolving digital networked environment. By addressing the identified gaps in staff capabilities, libraries can continue to serve as vital hubs of knowledge and support in the academic journey of students and researchers, enriching the overall library experience.

Purpose With the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation. Design/methodology/approach We conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles. Findings Our conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation. Originality/value This study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

This study examines the influence of digital transformation, innovation capability, social media marketing, and market turbulence on marketing performance among creative economy players in Malang City. It also analyzes the mediating role of social media marketing in the relationship between digital transformation and innovation capability with marketing performance, as well as the moderating role of market turbulence in the relationship between social media marketing and marketing performance.The study adopts a quantitative approach with a cross-sectional design. The population consists of 4,951 creative economy business players in Malang City, with a sample of 196 respondents determined using the Slovin formula. Data were collected through questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) with SmartPLS software, including descriptive analysis, validity and reliability testing, and hypothesis testing through bootstrapping.The results indicate that digital transformation has a significant positive effect on marketing performance, while innovation capability does not. Digital transformation and innovation capability significantly improve social media marketing, which in turn has a significant positive effect on marketing performance. Market turbulence has a significant negative effect on marketing performance and significantly moderates the relationship between social media marketing and marketing performance. Social media marketing significantly mediates the effects of digital transformation and innovation capability on marketing performance.

In this qualitative study, we explore how incumbent firms in traditional industries build dynamic capabilities for digital transformation. Digital transformation has been defined as the use of new digital technologies, such as mobile, artificial intelligence, cloud, blockchain, and the Internet of things (IoT) technologies, to enable major business improvements to augment customer experience, streamline operations, or create new business models. In making sense of digital transformation, we discovered that leaders in various industry circles use the term inconsistently to describe various strategizing and organizing activities; in addition, the term has gained limited scholarly attention as a context for study of strategic change. Drawing on senior executives' experiences with leading digitalization projects at incumbent firms, we propose a process model comprising of nine microfoundations to reveal the generic contingency factors that trigger, enable, and hinder the building of dynamic capabilities for digital transformation. Our findings reveal that digital transformation is an ongoing process of using new digital technologies in everyday organizational life, which recognizes agility as the core mechanism for the strategic renewal of an organization's (1) business model, (2) collaborative approach, and eventually the (3) culture.

In a dynamic and quickly changing world, digital innovation and transformation can help enhancing organizational efficiency and have competitive advantage. In addition, the digital innovation and transformation can facilitate the development of a growth‐oriented culture of workforce. Therefore, this study aims at developing the digital innovation and transformation capabilities at large organization. The study uses a four‐layered process for driving the digital innovation and transformation in the case organization. The study positions the digital innovation and transformation mechanism through the lens of the dynamic capability view and institutional theories. The findings indicate the emergence of digital champions as change agents, a digital council as a monitoring channel, a digital core team as technological enablers and reverse mentoring as an innovative cultural dimension of change facilitating dynamic capabilities of the organization. In terms of institutional pressures, coercive and mimetic pressures emerged as major contributors to the advancement of the digital skill set and digital mindset of the experienced workforce especially, supported by Hofstede's cultural dimensions. Study further delineates the insights for practice, theory and policy. To this end, the study showcases the future scope of work at the case company, since it is an ongoing project on digital innovation and transformation to make organization and related infrastructure resilient, digital and innovative.

Purpose This study aims to analyze the effect of digital skills on digital transformation, dynamic capabilities and organizational agility in micro, small and medium enterprises (MSMEs), as well as their collective impact on MSMEs’ performance. Design/methodology/approach Data was collected from 510 MSMEs registered in six different databases through an online questionnaire distributed via an instant messaging application from May to June 2024. The questionnaire was validated by experts through focus group discussions (FGD). To prevent bias, clear items, detailed instructions and different measurement scales were used. The study area was concentrated in the Java Island region and Jakarta. The collected data were analyzed using partial least squares–structural equation modeling (PLS-SEM). Findings Strong digital skills enhance the digital transformation and dynamic capabilities of MSMEs, which enables rapid response to change and timely strategic decisions. Furthermore, digital transformation followed by good dynamic capabilities can enhance the MSMEs’ performance. Research limitations/implications This research is limited by MSME heterogeneity, industry differences, sampling bias, lack of external factor control and narrow performance measures, which may affect the generalizability and comprehensiveness of findings. Practical implications This study encourages MSMEs and policymakers to adopt structured digital transformation by integrating technology, skills and agility, supported by fiscal incentives and collaboration to boost competitiveness and growth. Originality/value Digital transformation and dynamic capabilities play a crucial role in enhancing the performance of MSMEs, which use simpler digital technology compared to large enterprises.

Digital Capital and its economic implications have gained significant attention in digital transformation era. In rural areas, external shocks can easily lead to widespread income fluctuation, making the enhancement of income resilience a central long-term task for rural development. This study addresses the critical issue of improving rural resident’s income resilience against external shocks in digital transformation by exploring the mechanism and effect of Digital Capital on rural resident’s income-increasing rate through the mediation effect of individual dynamic capabilities by the method of structural equation model (SEM). The Digital Capital and individual dynamic capabilities of rural residents were developed through a confirmatory factor analysis (CFA) and validated with a representative sample survey of 289 rural residents in Yantai City, China. The theoretical and empirical contributions to the literature lie in that: (1) clarifying the quantitative relationships among Digital Capital, rural resident’s income-increasing rate (concrete benefits in the offline arena) and individual dynamic capabilities. (2) exploring the mechanism by which Digital Capital operates on the specific outcomes. The findings indicate that rural resident's Digital Capital has a direct impact on their individual dynamic capabilities, and can influence rural resident's income-increasing rate from the perspective of total effect; Furthermore, the analysis demonstrates individual dynamic capabilities fully mediate the relationship between Digital Capital and the income-increasing rate of rural residents.

Purpose Digital transformation in construction supply chains requires the coordinated development of dynamic capabilities. While prior research identifies digital sensing, seizing and transforming as critical enablers of strategic renewal, limited attention has been paid to how these capabilities are perceived and aligned across hierarchical levels. This study aims to examine how dynamic capabilities for digital transformation are interpreted, prioritised and linked by managers, digital change agents and operational staff in the construction industry. Design/methodology/approach Digital dynamic capabilities were categorised into sensing, seizing and transforming dimensions. Perceptual data were collected from 74 respondents across three hierarchical groups within a construction firm operating in German and Austrian markets. The Decision-Making Trial and Evaluation Laboratory (DEMATEL) method was applied to model perceived interdependencies and cause–effect relationships between capabilities. Statistical tests were conducted to analyse differences in perceived capability manifestations within and across hierarchical levels. Findings The analysis shows that substantial perceptual divergence exists across hierarchical levels. Senior managers frame digital capabilities primarily as strategic enablers of competitiveness and long-term positioning, digital change agents adopt an intermediary implementation-oriented perspective and operational staff evaluate capabilities through their immediate impact on workflows and routines. Originality/value This study advances dynamic capability research by empirically modelling non-linear interdependencies between digital capabilities in a construction context. It extends micro foundational perspectives by demonstrating how hierarchical position shapes cognitive construction and prioritisation of dynamic capabilities. Methodologically, the study introduces DEMATEL as a systematic approach to modelling perceived causal structures in construction management research.

The Malaysia economic had significantly impacted by the COVID-19 pandemic, especially for the poorest 40% of the population (B40). Numbers of improvement programs had been outlined by the Malaysia government to improve B40’s social economic wellbeing (SEW). The success of the SEW improvement program is rest on how the programs are prioritized based on SEW needs. Empirical review found that the concept of prioritization for SEW improvement remains ambiguous. There is lack of research on structured approach for the identification and prioritization of SEW improvement actions. Hence, based on the concept of Quality Function Deployment (QFD), this research explores how SEW improvements could be identified and prioritized via a new Social-economic wellbeing Actions Deployment (SEAD) framework. Based on SEAD framework, qualitative data was collected through Expert Opinion Assessment (EOA) and Focus Group discussion among 10 social economic experts. Feedback from the experts was analyzed by Kendall Rank analysis and Grounded Theory approach. Finding from this research reveals that besides government factors (i.e. Government policy and strategy for B40), the roles played by B40 individual (i.e. B40 individual adaptive, absorptive and transformation capability) and industry (i.e. Industry Policy and Program for B40) are also crucial for the improvement of SEW. This research delivers an important message for policy makers to place SEW improvement focus across all stakeholders within the SEW ecosystem, including B40 individual and industry. The research also extends the knowledge of SEW improvement framework by the introduction of SEAD framework as the structured approach for SEW identification and prioritization. Keywords: Social economic, Wellbeing, Prioritization, Quality function deployment.

Purpose Scholars increasingly focus on digital transformation as a key strategy for incumbent firms to gain competitive advantages. Meeting digital transformation commitments presents challenges, requiring the application and the reconfiguration of dynamic capabilities. To address this need, this research proposes a framework of dynamic capabilities and its microfoundations to assess the opportunities and challenges regarding digital transformation, involving three dimensions: Digital sensing, digital seizing, and digital reconfiguring. Design/methodology/approach This study employed a descriptive qualitative empirical approach, encompassing a sample of eight companies. Data triangulation was achieved through a combination of in-depth semi-structured interviews and secondary data. Findings The research provides evidence that data-driven culture fosters digital transformation and proposes the following new microfoundations: “Analytics for the customer experience journey” and “Digital analytics innovation management”, the internal barriers “Leadership without digital skills” and “Lack of strategic human resources management for digital transformation”, and the internal enablers “Defined strategy for digital transformation” and “Data-driven culture”. Finally, based on empirical results, it was possible to gather clues that link dynamic capabilities with digital maturity. Practical implications The application of the proposed framework in companies enables them to develop a roadmap for the digital transition oriented towards their business and management strategies. Originality/value This paper contributes to the literature on dynamic capabilities for digital transformation by proposing new theoretical constructs that unearth their microfoundations, barriers, and enablers.

In the era of rapid technological disruption, achieving sustainable competitive advantage requires organizations to not only embrace digital transformation but also to enhance their innovation capabilities. However, these strategic inputs may not directly yield superior outcomes without an effective market-oriented approach. This study investigates the impact of digital transformation and innovation capability on competitive advantage, with market orientation as a mediating variable, in the context of emerging markets. Using a quantitative approach, data were collected from 230 mid- to top-level managers across various industries in Indonesia. Structural Equation Modeling using Partial Least Squares (PLS-SEM) was employed to test the hypothesized model. The results reveal that both digital transformation and innovation capability significantly influence market orientation, which in turn positively affects competitive advantage. Moreover, market orientation partially mediates the relationship between the independent variables and competitive advantage. The findings emphasize the pivotal role of market-oriented strategies in unlocking the full potential of digital and innovation investments. This study contributes to the strategic management literature by integrating the Resource-Based View and Market Orientation Theory, offering empirical insights for business leaders in emerging economies seeking to compete in increasingly digitalized markets.