Search Results (7)

Digital transformation is the process of using digital technologies for creating or modifying existing business processes and customer experience, leveraging cutting-edge technology to meet changing market needs. Disruptions like the COVID-19 pandemic, regional wars, and climate-driven natural disasters create consequential scenarios, e.g., global supply chain disruption creating further demand–supply mismatch for healthcare enterprises. According to KPMG’s 2021 Healthcare CEO Future Pulse, 97% of healthcare leaders reported that COVID-19 significantly accelerated the digital transformation agenda. Successful digital transformation initiatives, for example, digital twins for supply chains, augmented reality, the IoT, and cybersecurity technology initiatives implemented significantly enhanced resiliency in supply chain and manufacturing operations. However, according to another study conducted by Mckinsey & Company, 70% of digital transformation efforts for healthcare enterprises fail to meet their goals. Healthcare enterprises face unique challenges, such as complex regulatory environments, cultural resistance, workforce IT skills, and the need for data interoperability, which make digital transformation a challenging project. Therefore, this study explored potential barriers, enablers, disruption scenarios, and digital transformation use cases for healthcare enterprises. A structured literature review (SLR), followed by thematic content analysis, was conducted to inform the research objectives. A sample of sixty (n = 60) peer-reviewed journal articles were analyzed using research screening criteria and keywords aligned with research objectives. The key themes for digital transformation use cases identified in this study included information processing capability, workforce enablement, operational efficiency, and supply chain resilience. Collaborative leadership as a change agent, collaboration between information technology (IT) and operational technology (OT), and effective change management were identified as the key enablers for digital transformation of healthcare enterprises. This study will inform digital transformation leaders, researchers, and healthcare enterprises in the development of enterprise-level proactive strategies, business use cases, and roadmaps for digital transformation. Full article

In an era of global digitalization, understanding the drivers of corporate digital transformation is crucial for sustainable economic growth. This study examines the impact of analyst attention on the digital transformation of Chinese firms using a comprehensive dataset of 27,850 firm-year observations from 2010 to 2023. We employ regression analysis—including fixed effects, robustness checks, and instrumental variable approaches—to assess whether increased scrutiny from financial analysts influences the adoption of advanced digital technologies. Our empirical results reveal that heightened analyst attention significantly promotes digital transformation. Furthermore, environmental, social, and governance (ESG) performance partially mediates this relationship, while CEO green experience moderates it by amplifying the positive effect of analyst attention. These findings underscore the critical roles of external monitoring and leadership in driving digital initiatives and provide valuable insights for policymakers and corporate managers seeking to integrate sustainability practices into digital strategies. Full article

The sustainable development goals (SDGs) are a guide for caring for the planet, guaranteeing the fundamental rights of its inhabitants and shaping sustainable economic growth. In the current context, characterised by great challenges and geopolitical conflicts, the figure of the CEO is key to driving the necessary transformation of companies and the prioritisation of their commitment to the current challenges of the world we live in. In this regard, the aim of this paper is to deepen current knowledge on the role of CEO visionary leadership in shaping inclusive and sustainable business models aligned with the goals of the 2030 Agenda. For the period 2019–2022, we study the information reported by the top 3910 companies worldwide on their contributions to the SDGs and analyse whether these commitments are determined by the structural power of the CEO within these companies. The results obtained confirm previous arguments, contradicting some of the previous evidence. In this sense, our findings show that the information disclosed by companies in relation to projects aligned with the SDGs is positively associated with leadership figures who wield power that allows them to influence the agenda and decisions made by the board of directors. The influence of leaders is reinforced in scenarios where companies excel in sustainability performance. Full article

Having experienced the turbulent change in corporate value rankings over the past 20 years, companies are paying attention to their reorganization to quickly recognize changes and proactively adapt to these changes for survival. This study examines the relationships and intervening ambidexterity mechanisms between CEOs’ leadership style and employees’ learning agility. Using multilevel regression, we analyze hypotheses on a sample of 102 participating CEOs and 236 employees. Results reveal that the ambidextrous organization, which pursues the current organizational development while constantly adapting to changing environments, plays a role as a partial mediator between transformational leadership and members’ learning agility. These results explain that to increase the organization’s agility, a systematic organizational structure system that stimulates members’ motives and simultaneously pursues utilization and exploration must be established through clear goals and appropriate stimuli even in an uncertain environment. Our finding contributes to an understanding of how the CEO’s leadership style affects employees’ learning agility in ventures and to what extent the contextual ambidextrous structure influences the relationship. Full article

To explore key antecedents of environmentally proactive strategies, this work uses upper echelons theory to examine a novel concept-green engagement with its antecedents (green transformational leadership) and consequence (environmentally proactive strategies). This work employed a potential growth curve model with 501 CEOs and top management teams of technology manufacturing businesses in Greater China at three times over eight months to analyze the theoretical model. The results of this work showed that the green transformational leadership of CEOs significantly predicts positive changes of green engagement of top management teams, which consequently predicts environmentally proactive strategies. These findings provide theoretical insights for the field of environmental development that can advance the literature on environmentally proactive strategies. Full article

In an advancing project-based global economy, the ability to leverage innovation, and the adoption of disruptive technologies are critical for product and process innovation success. This study makes the initial attempt to examine the effects of CEO transformational leadership (CTL), project management best practices (PMBP), and project management technology quotient (PMTQ) on multi-dimensional innovation success. Drawing on data of 261 practitioners in the information and communications technology industry in South Korea, the hypothesized relationships were tested using higher-order partial least squares structural equation modeling (PLS-SEM). The study finds supportive evidence on the positive effects of CTL, PMBP, and PMTQ on innovation success. Moreover, PMBP and PMTQ demonstrated a significant moderating influence on the relationship between CTL and innovation success. Besides the development and validation of a new PMTQ scale, the study findings offer novel theoretical predictions, methodological contributions, and implications for practitioners to mitigate the challenges of successful innovations. Full article

The sustainable organizational innovation is of paramount importance for enhancing productivity in firms and provides organizations with the strategic direction needed to allow them to perform at an international level. The leadership styles play a key role in their firms’ potential to consistently innovate. Using data from a time-lagged design with three waves, CEOs of Chinese small and medium-sized enterprises (SMEs) participated in the study. The findings reveal that psychological empowerment mediated the relationship between transformational leadership and sustainable organizational innovation. Organizational learning was found to indirectly effect the relationship between transformational leadership and sustainable organizational innovation. It also demonstrated that psychological empowerment had a positive impact on organizational learning. The findings indicate the strategic significance of transformational leadership and its influence on sustainable organizational innovation for SMEs. Theoretical contributions and practical implications were also discussed. Full article