THE INFLUENCE OF ORGANIZATIONAL CULTURE AND SHARED LEADERSHIP ON DIGITAL TRANSFORMATION AND FIRM PERFORMANCE (original) (raw)

Transforming into Digital Organization by Orchestrating Culture, Leadership, and Competence in Digital Context

GATR Global Journal of Business and Social Science Review (GJBSSR) Vol. 8(4) OCT-DEC 2020, 2020

Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, ...

Digital Transformation: The Gap Between Digital Leadership and Business Performance

2020

We are currently dealing with the challenges of a digital economy as well as a digital transformation. Furthermore, digital technologies are reshaping traditional business strategy and also transforming the structure of social relationships for both the consumer and the enterprise. However, we still do not have an in-depth discussion on what skills and abilities are required for leading the digital transformation process can help organizations to cope with these new challenges. So, the objective of the research in progress is to show how we are developing a study to answer the research question "what the skills are required of digital leaders to improve business performance in a digital transformation process. Our research is expected to make several contributions, bringing some initial results from the qualitative part of the study and presenting the next steps which will be empirically tested soon. The practical value of this research rests on demonstrating the impact of digital leadership on business performance, considering the context of digital transformation in Brazilian Enterprises.

Does transformational leadership influence organisational culture and organisational performance: Empirical evidence from an emerging country

IIMB Management Review, 2023

This study examines the relationship between transformational leadership and organisational culture, and the joint effect of both on organisational performance. Using structural equation modelling with data from 903 employees from the Vietnamese manufacturing sector, the results show that transformational leadership influences organisational performance and culture, with differing effects based on context. The study shows that organisational culture directly influences performance and partially mediates the contribution of transformational leadership to organisational performance. The findings provide theoretical and practical implications for firms seeking to improve organisational performance through changes in leadership type and culture.

Exploring the role of digital leadership and digital transformation on the performance of the public sector organizations

International Journal of Data and Network Science

Previous studies rarely discuss how digital leadership influences the performance of public organizations. So far, those who have conducted research only discuss the performance of public organizations. The purpose of this research is to analyze the relationship between digital leadership and organizational performance, digital leadership and digital transformation and the relationship between digital transformation and organizational performance in public government organizations. The research method is a quantitative survey, research data obtained by distributing online questionnaires to 765 employees of public organizations. Data analysis used a structural equation model (SEM) with SmartPLS 3.0 software. The stages of data analysis are validity, reliability and significance tests. The sampling technique used is non-probability sampling. The questionnaire used in this study uses a Google form distributed to respondents. The questionnaire measurement method uses a Likert scale of 5...

The Role of Digital Leadership Mediated by Digital Skill inImproving Organizational Performance

2022

Objective-The main objective is to examine the role of digital leadership mediated by digital skill in improving organizational performance in line with digital transformation efforts within the General Election Commission of North Sulawesi. Design/methodology-The sample used in this study amounted to 78 people who are elements of the commissioner and secretariat of the General Election Commission of North Sulawesi Province. Testing the relationship between variables and hypotheses was carried out using the Structural Equation Modeling (SEM) technique. Results-Based on the results of hypothesis testing, it can be concluded that Digital Leadership has a significant effect on Organization Performance and Digital Skills. Meanwhile, Digital Skill has a positive effect on Organizational Performance but does not have a significant effect. The indirect relationship between Digital Leadership and Organizational Performance through Digital Skills does not have a significant effect. Research limitations/implications-This study concludes that the role of digital leadership has a major influence on improving organizational performance in the era of digital transformation. The era of technology 4.0 requires leaders to develop their digital skills in utilizing technology to face the development of information technology in organizations. Novelty/Originality-The originality of this research lies in the object of research where previous studies have only analyzed the digital transformation process in the private sector but the public sector namely the government has not been carried out.

Mutual Relationships Between Digital Transformation and Leadership

2020

Organizations have taken various steps and transformed to adapt to digital technologies that change and evolve over the years. There is a need for leaders specialized in "digital technology and digital transformation" within the organization in order to be able to manage this transformation with appropriate decisions and strategies. There is a change in the titles given to leaders, their job descriptions, and qualifications during the process of digital transformation. The tasks of these leaders are to cooperate with other departments in the organization in a harmonious and supportive way to develop and implement innovations in the organization, to systematize the workflow processes, to quickly adapt technological innovations to the organization, and to contribute directly to its values. This chapter discusses supportive leader behaviors and types for change and transformation, supportive leaders for digital transformation, and the changing roles of leaders in digital transformation and digital leadership.

Impact of Organizational Culture on Transformational Leadership and Organizational Performance

International Journal of Recent Technology and Engineering, 2019

This study employs structural equations modeling via PLS to analyze the 392 valid questionnaires in order to assess the proposed model that is based on the transformational leadership characteristics to identify its effect on the performance of organizations, besides assessing the moderating role of organizational culture in the government sector in the United Arab Emirates. The main independent construct is transformational leadership as a second-order construct of idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. The dependent construct covers organizational performance in terms of learning & growth and internal process. Whereas power distance representing the organizational culture as a moderating variable. The study will describe the relations among the various constructs. Our work has improved our insight into the importance of transformational leadership and organizational culture. Results indicated that the independent variable significantly predicted performance, in addition to power distance having a significant moderating role between transformational leadership and internal process, but not between transformational leadership and learning & growth. The proposed model explained 40.8% of the variance in learning & growth and 29.8% in internal process.

A Proposed Conceptual Framework for Organizational Readiness of Firms for Digital Business Transformation Strategy

2020

Pre-digital firms are facing real threat from the digital disruption caused by the rapid digital technologies development. Digital business transformation has become a hot topic among scholars and practitioners as a proper response to the digital disruption. However as per previous studies, most of the reported digital transformation initiatives fail to meet organizations ambitions, indicating the need for more research in this area. The lack for acceptable theoretical model that can help managers better understand the process of achieving digital transformation objectives motivated the researcher to conduct this study aiming to propose a model that helps managers to assess their firm’s organizational readiness for digital transformation. The study will examine the roles of leadership and organizational culture in enhancing firm’s readiness for digital transformation. The researcher will empirically validate the proposed model with 260 telecom employees in Yemen and using Structure ...

Digital Transformation of Organizational Culture under Conditions of the Information Economy

Virtual Economics

This article presents the results of an expert survey as a method of empirical research to identify current problems, barriers, features, trends, and directions of the transformation of organizational culture, and applies the concept of “organizational culture” in evaluating the case of Ukrainian enterprises. First, the authors present the methodological approach, using the analytic hierarchy process, to evaluate the optimal scenario choice for developing the organizational culture of enterprises based on the twelve most important criteria and their systematization into four groups (adaptability, mission, consistency, and involvement). Second, they test a hypothesis that the optimal direction of transforming organizational culture depends on digital transformation which includes introducing digital technologies, information-powered enterprise ecosystems, innovative business models, and efficiency in B2B and P2P communications. Third, they argue that the key barriers hindering the ef...