Impact of digital leadership capability on innovation performance: The role of platform digitization capability

Using the new positive aspect of digital leadership to improve organizational sustainability: Testing moderated mediation model

In the era of digital transformation, the role of digital leadership in companies is continuously demanded and its importance is increasingly emphasized. In relation to such research background, this study focuses on digital leadership, a new form of leadership rather than traditional leadership as suggested in previous studies, as a way to promote organizational sustainability and provide the moderated mediation model for organizational sustainability in a rapidly changing innovative business environment in the digital age. The main contribution of this study is to fill the gap in previous research and expand the research field on leadership types and organizational sustainability. To achieve our research goals, we conduct empirical study and the questionnaire was distributed to 552 organizational members from Chinese small and medium-sized information technology enterprises. The results presented that digital leadership had positive influence on digital organizational culture, digital capability, and Organizational sustainability. In addition, digital organizational culture and digital capability significantly mediated the relationship between digital leadership and organizational sustainability. Absorptive capacity significantly moderated the mediating effect of digital capability between digital leadership and organizational sustainability. Finally, innovation atmosphere significantly moderated the impact of digital organizational culture on organizational sustainability. The result indicates that digital leadership significantly enhances organizational sustainability both directly and indirectly through digital capabilities and digital organizational culture. Furthermore, absorptive capacity and innovation atmosphere positively moderate these relationships, with high levels of absorptive capacity and innovation atmosphere amplifying the impact of digital leadership on sustainability. This study contributes to the literature by providing a comprehensive understanding of the mechanisms through which digital leadership drives organizational sustainability, offering practical insights for SMEs undergoing digital transformation.

Digital leadership and employee innovative performance: the role of job crafting and person-job fit

With the development of the digital economy and digital technology, innovation-driven growth has become the key to the digital transformation of various organizations. Employee behavior and digital leadership affect the innovative performance of a company significantly. Using the proactive motivation model, this study constructed a moderated mediation model with job crafting as the mediating variable and person-job fit as the moderating variable. Through statistical analysis of 306 valid questionnaires answered by employees in manufacturing firms, this study determined how digital leadership affects innovative performance by promoting employees to carry out job crafting. The study conducted structure equation modeling to examine the hypotheses. The findings indicate the following: (1) Digital leadership has a positive effect on employee innovative performance. (2) Two of the three job crafting strategies (task crafting and cognitive crafting) mediate the relationship between digital leadership and employee innovation performance. (3) Person-job fit positively moderates the relationship between cognitive crafting and employee innovation performance. (4) Person-job fit positively moderates the indirect effect of digital leadership on employee innovation performance through cognitive crafting.

The impact of platform leadership on employee deviant innovation in digital transformation enterprises

Platform leadership (PL) has been increasing in digital transformation enterprises. This study explores the effects, pathways, and boundary conditions of PL on employee deviant innovation (EDI). In this study, 444 valid questionnaires were collected from ten digital transformation enterprises. Using conservation of resources theory and digital leadership theory, we built a parallel mediation model in which PL influenced EDI through psychological safety (PS) and creative self-efficacy (CSE), and verified the moderating effect of digital leadership (DL). The empirical results are as follows: (1) PL positively impacts EDI. (2) PL positively influences PS and CSE. (3) PS and CSE positively contribute to EDI. (4) PS and CSE mediate the relationship between PL and EDI. (5) DL moderates the relationship between PL and EDI, as well as between CSE and EDI. This study departs from traditional leadership theories by examining a new leadership style, PL, to inspire deviant innovation behavior among employees in digital transformation enterprises. This reveals the influencing mechanisms and provides new theoretical support for leadership and innovation management.

How digital leadership adds affective commitment of new generation employees: an affective events perspective

How do leaders' responses to the digital era affect new generation employees' affective commitment? As digital leaders have led to new ways of distributing digital resources and building virtual relationships, employees are facing a shift in the way of interaction, which influences their affective response to organizations. This study aims to understand how digital leaders interact with new generation employees to influence changes in employees' affective commitment to organizations. We have developed a chain mediating model and tested it on data collected from 408 new generation employees working in China. Ultimately, we found that digital leadership is associated with more positive changes in new generation employees' affective commitment. Furthermore, both employee empowerment and employee voice behavior mediate the relationship between digital leadership and affective commitment, forming a chain mediation mechanism in this relationship. We conclude with a discussion of theoretical implications and practical applications.

A study on the impact of enterprise digital transformation on informed trading

Informed trading, driven by information asymmetry and market imperfections, varies in presence across markets. This form of trading not only distorts market transaction prices and hinders resource allocation but also initiates adverse selection transactions, increasing liquidity risks and potentially precipitating market crashes, thereby impeding the market's healthy development. Utilizing information asymmetry theory and principal-agent theory, this paper analyzes data from A-share listed companies from 2011 to 2022. Employing a fixed-effect model, it empirically examines the influence of enterprise digital transformation on the likelihood of informed trading. The findings demonstrate that enterprise digital transformation markedly reduces the likelihood of informed trading. Further analysis of heterogeneity indicates that, compared to state-owned, non-high-tech enterprises and enterprises in the western region, the inhibitory effect on informed trading is more pronounced in non-state-owned, high-tech enterprises and enterprises in the eastern and central regions. Additionally, the chain mediation effect underscores that digital transformation weakens information asymmetry and strengthens internal controls, thereby reducing informed trading. Finally, employing a dynamic panel threshold model we find that digital transformation can only significantly inhibit the informed transactions when enterprises have reached a certain level of technological and asset accumulation.

How does digital leadership boost competitive performance? The role of digital culture, affective commitment, and strategic agility

In the age of the digital revolution, businesses are working to become more sustainable. Specifically, when management settings change-which is closely tied to competitive performance-leadership is evolving into digital leadership. Drawing on the resource-based view (RBV) theory, this study focused on finding the interconnection between digital leadership (DL) and competitive performance (CP), as well as the mediating roles of affective commitment (AC) and digital culture (DC), including the moderating effects of strategic agility (SA).To find the results of the investigation, a total 233 sample data points were gathered from employees working in manufacturing and service organizations. The research hypotheses were tested using path analysis with the AMOS-24 program. The findings indicated that DL had no direct impact on CP. While digital culture has no mediation effect but affective commitment has a full mediation effect on the relationship between DL and CP, it also found that SA hasn't played any reinforcing role in the connection between DL and CP. This study contributes to the literature on affective commitment by stressing the role of digital leaders, DC, and AC in predicting long-term CP. In addition, this study adds value to the existing literature on dynamic capabilities and RBV theory by providing evidence for the role of DL in CP. As leadership leads, dynamic capabilities can play a crucial role in managing changing culture, affective commitment, and strategic thinking for CP in Bangladesh.

The impact of digital leadership on safety performance - a moderated mediation model

Objectives. In light of the profound influence of digital advancements on business management, digital leadership has emerged as an indispensable element for organizations to effectively navigate this transformative wave. While the influence of traditional leadership on safety performance has been extensively scrutinized, the impact of digital leadership on safety performance has regrettably been overlooked. Drawing from the job demand-resource model, this study analyzes the influence of digital leadership on safety performance, encompassing safety compliance and safety participation. Additionally, the study explores the mediating role of challenge appraisal and the moderating effect of role overload. Methods and Results. Using data from 341 employees at two time points, this study finds that: digital leadership promotes employees' safety performance; digital leadership enhances employees' safety performance by fostering challenge appraisal; and the positive effect of digital leadership on employees' safety performance through challenge appraisal diminishes as role overload increases. Conclusions. The findings of this study contribute to the existing body of literature concerning the antecedents of safety performance. Additionally, this study offers practical recommendations for enhancing employees' safety performance in the digital era.

Digital transformation, innovation capabilities, and servitization as drivers of ESG performance in manufacturing SMEs

This study investigates the relationship between digital transformation and Environmental, Social, and Governance (ESG) performance in the context of SMEs. Drawing upon Resource Orchestration Theory, this research proposes a theoretical model that examines the direct effect of digital transformation on ESG performance and the mediating roles of innovation capabilities and servitization level in this relationship. PLS-SEM and fsQCA were employed to analyze survey data from 215 SME executives. The results reveal that digital transformation positively influences ESG performance. Moreover, innovation capabilities and servitization level partially mediate the relationship between digital transformation and ESG performance. This research contributes to the literature by proposing and validating a comprehensive model that integrates these constructs, offering actionable insights for SME managers and policymakers to enhance ESG outcomes through strategic digital initiatives. Notably, fsQCA results highlight three distinct configurations of digital transformation components leading to high ESG performance, providing nuanced pathways for SMEs to achieve sustainable development.

Digitizing success: Leveraging digital human resource practices for transformative productivity in Chinese SMEs

Background

& Purpose: In the rapidly evolving digital landscape, digital human resource (HR) practices in small and medium-sized enterprises (SMEs) have become a vital success factor. This study adopts the resource-based view of the firm to explore the complicated relationships among digital HR practices, digital transformation, innovative work behavior, disruptive innovation, and work productivity in the context of Chinese SMEs.

Methods

This study provides fundamental insights by drawing data from Jiangsu province, China. Data from 339 managerial staff members were collected and analyzed using SmartPLS (4.0) with a partial least squares structural equation model (PLS-SEM). Several measures, model fit, and hypothesis tests were conducted.

Findings

Digital HR practices significantly affect digital transformation, innovative work behavior, and productivity. Furthermore, digital transformation is a powerful driver that positively influences innovative work behavior and productivity in SMEs. Interestingly, innovative work behavior positively influenced work productivity, exemplifying the vital role of inspired thinking and problem-solving abilities. This study also investigates the moderating role of disruptive innovation, highlighting its influence on the association between digital HR practices and digital transformation. However, disruptive innovation does not significantly moderate the association between digital transformation and innovative work behavior, suggesting fascinating nuances for SMEs.

Conclusion/value

This research extends our understanding of the interaction between digitalization, HR, and innovation, and proposes practical implications for SMEs aiming to harness the transformative potential of digitization. Several theoretical and practical implications are developed for future studies on related SMEs.

Linking digital leadership and employee digital performance in SMEs in China: The chain-mediating role of high-involvement human resource management practice and employee dynamic capability

Background

In the digital era, the role of digital leadership is becoming increasingly prominent. However, the exploration of the alignment between digital leadership and high-involvement human resource management practices (HI-HRMPs) in influencing employee-based resources remains an overlooked research area among current scholars.

Objective

This study aims to analyze the influence of these elements on the digital performance of employees. Based on the Resource-Based View (RBV) and Dynamic Capability Theory (DCT), this research focuses on Chinese Small and Medium Enterprises (SMEs) and employs purposive sampling to select four representative regions in China (Shanghai, Guangzhou, Guizhou, and Anhui). The survey targeted employees within SMEs and was conducted using questionnaire surveys. Structural equation modeling (AMOS) is utilized for analysis.

Results

The findings indicate that: (1) digital leadership cannot directly influence employee digital performance and employee dynamic capability but can directly influence HI-HRMP; (2) HI-HRMP mediate the influence of digital leadership on employee digital performance, but employee dynamic capability cannot mediate the influence of digital leadership on employee digital performance; (3) HI-HRMP and employee dynamic capability play a chain mediating role between digital leadership and employee digital performance.

Conclusion

In the digital market, digital leadership improves employee digital performance by boosting HI-HRMP and enhancing employee dynamic capabilities. The findings support studies on practical applications and link between digital leadership and employee digital performance. The uniqueness of this study lies in applying HI-HRMP and employee dynamic capabilities as chain mediating variables in the digital market. This approach extends the application of HRMPs and dynamic capability theory, providing theoretical guidance and decision support for the digital operations of SMEs.

Digital transformation as the driving force for sustainable business performance: A moderated mediation model of market-driven business model innovation and digital leadership capabilities

Global organizations are still facing challenges in achieving sustainable performance despite the surge in digital technologies. It is imperative that firms invest in digital capabilities to secure sustainable market performance in the face of a barrage of novel inventions. Today, ensuring a resilient future demands business to focus on digital ambidexterity capabilities (i.e., exploitation and exploration), digitalized strategy adoption, and digital transformation. This study investigates the intricate dynamics between digital capabilities and digitalization strategies and their impact on sustainable business performance. The research employed a questionnaire-driven methodology to gather data from managerial personnel within industries. Results show that digital exploitation and exploration capabilities significantly enhance sustainable business performance. The research also establishes the beneficial effect of adopting a digitalization strategy on business performance and innovation. Market-driven business model innovation emerges as a critical factor, not only driving sustainable performance but also serving as a mediating link between various digital strategies and business success. Moreover, the study highlights the importance of digital leadership capabilities, further strengthening the relationship between innovative business models and sustainable performance. The findings underscore the synergistic effect of digital competencies and strategic digitalization in promoting sustainable and innovative practices in today's digital-driven business landscape.

How Does Digital Leadership Foster Employee Innovative Behavior: A Cognitive-Affective Processing System Perspective

Employee innovative behavior is crucial for organizations to engage in innovative activities and gain competitive advantages in the context of digital transformation. Despite many studies having focused on the relationship between leadership and employee innovative behavior, the role of digital leadership and the underlying mechanisms for employee innovative behavior remain unclear. Using the cognitive-affective processing system framework, the study investigated the dual mediating role of psychological empowerment and affective commitment between digital leadership and employee innovative behavior and the moderating role of a proactive personality in such relationships. Employing data from 359 employees, the study conducted structure equation modeling to examine the hypotheses. The results show that digital leadership influences employee innovative behavior through psychological empowerment but not affective commitment. Furthermore, a proactive personality does not moderate the direct effect of digital leadership on psychological empowerment and affective commitment or the indirect effect of digital leadership on employee innovative behavior. Theoretical and practical implications are discussed.

Cross-level transformation of creativity from entrepreneurs to organizations

With the intensification of competition in the business environment, organizational creativity is increasingly becoming crucial for organizations to build competitive advantages and promote organizational development. For innovative enterprises, their entrepreneurs largely determine the development orientation of the enterprise. They are one of the most critical factors determining the level of corporate innovation, but there need to be more effective creativity transformation path to pursue innovation development. The findings in this study show that entrepreneurial individual creativity has a significant positive effect on organizational creativity, platform leadership mediates the path of creativity transformation across hierarchical levels, and organizational culture has positive moderating effect between platform leadership and organizational creativity. The study results explain the transformation mechanism of creativity from the entrepreneur's perspective, expand the potential transformation path of organizational creativity, and are instructive for enhancing organizational creativity.

Unlocking digital potential: Exploring the drivers of employee dynamic capability on employee digital performance in Chinese SMEs-moderation effect of competitive climate

While dynamic capabilities have been described as crucial for achieving organizational performance in dynamic environments, there has been limited scholarly distinction between dynamic capabilities and employee dynamic capabilities (EDC), especially in the digital era. Consequently, a knowledge gap has emerged. To address this void, this paper aims to investigate the driving factors of EDC and their impact on employee digital performance (EDP). Simultaneously, incorporating the competitive climate (CC) as a moderating variable between employee dynamic capabilities and employee digital performance addresses theoretical gaps in specific regions in China, particularly in small and medium-sized enterprises (SMEs). This study utilizes survey data from SMEs in four Chinese provinces: Shanghai, Guizhou, Guangdong, and Anhui. It employs CB-SEM (AMOS) to analyze the new conceptual framework. Firstly, the research uncovers that the positive relationship between digital capabilities and employee digital performance necessitates employee dynamic capabilities as a mediator. Secondly, there exists a direct and indirect relationship between organizational learning and employee digital performance. Finally, this study discerns that the competitive climate moderates the relationship between employee dynamic capabilities and employee digital performance. This finding demonstrates remarkable alignment with the competitive culture in specific regions of China. The research results encourage SMEs to seize the opportunities presented by emerging digital technologies and industry digitization trends. They should commit to embracing new digital technologies, enhancing digital capability, strengthening organizational learning, fostering a positive competitive climate, and focusing on the development of employee dynamic capability to enhance their competitive edge. The findings of this research contribute not only to academic inquiry but also furnish pertinent decision-making references for relevant departments.

Digital Leadership's Influence on Individual Creativity and Employee Performance: A View through the Generational Lens

Today's digitalized business atmosphere places significant emphasis on digital leadership, as digital transformation can only be successful for leaders who are capable of overseeing the entire digitalization process. In this study, we examine the employee-level outputs of digital leadership in terms of individual creativity and employee performance. Based on the data of 348 employees and by using PLS-SEM, we find that (i) digital leadership is a significant antecedent of individual creativity, and (ii) individual creativity fully mediates the relationship between digital leadership and employee performance. When digital leadership abilities are a matter of concern, it becomes necessary to mention the importance of generational differences between those leaders, as OB studies also underline the generational differences toward new technologies. Hence, we also conducted a multigroup analysis (MGA) to determine if those interrelationships among digital leadership, individual creativity, and employee performance differ due to the generations of the managers. Surprisingly, the MGA results reveal minor differences. The findings of this study highlight the importance of embracing digital leadership in fostering a creative and high-performing work environment and provide insights for organizations aiming to harness the unique strengths and talents of their multigenerational workforce. Digital leaders who foster a culture of innovation, adaptability, and open communication can inspire employees to think creatively and come up with novel ideas. By leveraging digital tools and providing a supportive environment, digital leaders can also enhance employee creativity and performance.

The Mediating Role of Innovative Behavior on the Effect of Digital Leadership on Intrapreneurship Intention and Job Performance

Depending on technological developments, digital transformation represents an inevitable reality for organizations. Based on this reality, digital leadership, which is a new understanding of leadership, has emerged. In accordance with the literature, digital leaders are expected to transform organizations under the leadership of innovation, thus encouraging high performance and efficiency. The present study aimed to measure the mediating effect of innovative behavior on the effect of digital leadership on job performance and intrapreneurship intention using data collected from 390 people working in the IT sector in Istanbul and a structural equation modeling method. The data obtained in this structural equation modeling study were analyzed in the Smart-PLS program. It is anticipated that the present study, in which the relationship between the variables is supported by various theories, will contribute to the extant literature. The results of this study indicate that innovative behavior has a fully mediating impact on the effect of digital leadership on intrapreneurship intention. Furthermore, it is observed that innovative behavior has a partially mediating impact on the effect of digital leadership on job performance. Considering the results, this study proves that digital leaders need to adopt innovative behavior so as to ensure performance and intrapreneurship in an organization.

Nexus of digital platforms, innovation capability, and strategic alignment to enhance innovation performance in the Asia Pacific region: a dynamic capability perspective

The direct influence of digital platforms on organizational efficiency, financial performance, and strategy attracts the close attention of researchers. The complex mechanisms and pathways of digital platforms on transformation capacity, however, are still unclear at the global and Asia Pacific levels. Drawing on dynamic capability theory, we empirically explore how digital platforms augment organizational innovation performance. We advance the current literature on digital platforms by finding that digital platform capability boosts an organization’s dynamism and innovation performance. Furthermore, we extend the literature by revealing that, indirectly, innovation capability and strategic alignment have a substantial influence over digital platform capability and innovation performance. Finally, the study formulates a conceptual model from a dynamic capability perspective, rather than from a resource-based view, and test it using the responses collected from 153 Pakistani manufacturing firms.

Decentralized multi-agent collaborative innovation platform for new energy vehicle core technology breakthrough with digital empowerment: From the perspective of prospect theory

Under the background of digital economy and energy crisis, based on the theory of digital empowerment and prospect theory, aiming at the problems of inefficient collaborative innovation mode, long principal-agent chain, imperfect collaborative innovation mechanism and insufficient digital collaborative innovation degree of the core technology of new energy vehicles, this study constructs a decentralized multi-agent collaborative tripartite evolutionary game model with the participation of government building platform, new energy enterprises and academic research institutions, analyzes the evolution law and key factors, and finally compares the examples of the United States, China and European countries. Results show that: (1) Government subsidies should meet the sum of the strategic income difference and the credibility income is greater than the subsidies to enterprises and research institutions; (2) The subsidy structure and innovation performance show an inverted U-shaped structure. The management mechanism of platform should be optimized; (3) Government should improve the threshold for innovators to enter the decentralized new energy vehicle core technology breakthrough platform, and the contract maintenance strength is conducive; (4) The innovation subject has a dynamic income cost distribution coefficient, and reasonable control of the income and cost sharing coefficient is important; (5) Digital empowerment can make the above four mechanisms achieve dynamic optimization iteration and achieve better equilibrium solutions. Finally, practical countermeasures for the government are put forward, which improves the theoretical research and practical exploration.

Leadership's long arm: The positive influence of digital leadership on managing technology-driven change over a strengthened service innovation capacity

Introduction

In this qualitative study, we examine digital leadership (DL) capabilities and their positive influence on the management of technology-driven change by leveraging service innovations. The context of digital transformation (DT) has triggered a new leadership paradigm, among others referred to as digital leadership (DL). However, despite its practical relevance, leadership research has yet paid little attention to conceptualise DL as an approach to digitally transform organisations.

Methods

Drawing on mid- and top-level mangers' experiences with service innovation projects, and based on Grounded Theory, we develop a taxonomy of DL-related capabilities and a conceptual framework which exemplifies their influences on dynamic service innovation capabilities (DSICs). DSICs build on the dynamic capabilities view (DCV) and represent the "organisational muscle" to repeatedly deliver service innovations indicating an effective management of technology-driven change.

Results and Discussion

Taxonomy results show that aggregated dimensions in terms of a digital leader's personal, social, and organisational capital serve as underpinnings (DL-related capabilities) to drive strategic change in DT contexts. The conceptual framework further reveals that especially the personal and organisational capital of a digital leader owns several strong and moderate influences on DSICs which demonstrates DL's "long arm" on the management of technology-driven change. Our findings contribute to leadership research by advancing the conceptualisation of DL and by adding a novel micro-foundational perspective towards the DCV discourse. As organisations struggle to realise the full benefits of DT initiatives, our results also provide a valuable contribution for practitioners by supporting them to strategically prepare for the human-related challenges of DT.

The too-much-of-a-good-thing effect of digitalization capability on radical innovation: the role of knowledge accumulation and knowledge integration capability

Purpose

This study aims to investigate the complex relationship between digitalization capability (DC) and radical innovation performance (RIP). In particular, this study sheds new light on the results of previous studies on the effects of DC on firm innovation.

Design/methodology/approach

The authors obtained questionnaire data from 271 IT managers of randomly selected high-tech Chinese firms. The data was used to empirically test the proposed hypotheses using hierarchical regression analysis.

Findings

The findings of this study reveal that DC has an inverted U-shaped effect on RIP. Knowledge accumulation (KA) has a partial mediating effect on the DC–RIP link. Knowledge integration capability (KIC) was found to moderate the DC–RIP relationship: the higher a firm’s KIC, the flatter the DC–RIP curve. Moreover, there is empirical evidence of the shape-flip phenomenon of the DC–RIP curve: when KIC > 1.82, the DC–RIP relationship is no longer an inverted U-shaped but presents as a U-shaped curve.

Research limitations/implications

This study explores the DC–RIP relationship from the perspective of knowledge management, deepens the research scope of digitalization and lays the foundation for subsequent research.

Originality/value

This study provides potential explanations for contradictory views of the effect of DC on innovation in the existing literature by revealing the nonlinear relationship of DC and RIP and the important roles of KA and KIC in that relationship. The new insights into the role of KIC as a threshold for the DC–RIP link provide a direction for firms to control the pace of digital transformation.

Towards Crowdfunding Performance through Crowdfunding Digital Platforms: Investigation of Social Capital and Innovation Performance in Emerging Economies

The current study aims to explore how different owners and investors use digitalcrowdfunding platforms for advertisement and selection of different projects. This connection enhances the number of effective projects and attracts the attention of various entrepreneurs for investment. This research examines the direct impact of the crowdfunding digital-platform on crowdfunding performance as well as the role of the social capital as a mediating variable and innovative performance as a moderating variable. A quantitative approach was used for data collection and analysis. The findings show that digitalcrowdfunding platforms can be predicted through crowdfunding performance. The outcomes show that innovative performance strengthens the relationship between crowdfunding digitalplatforms and crowdfunding performance. This research reveals how fundraisers can improve crowdfunding performance through crowdfunding digitalplatforms, social capital, and innovative performance. Social capital plays a critical role in the enhancement of crowdfunding performance.

Hey Leaders, It’s Time to Train the Workforce: Critical Skills in the Digital Workplace

Businesses are confronted with digital challenges and require skilled employees to work effectively in the digital workplace. Drawing on the theoretical background of digital workplace transformation and the conceptual learning framework, we conducted a qualitative study. With the help of a cross-case analysis of nine multinational corporations, we provide a skillset for leaders on how to train the workforce in the digital workplace. The insights showed that an entrepreneurial mindset, digital responsible thinking, digital literacy, transformative skills, personal development skills, communication skills, community management skills, data analytic skills, and web development skills are critical in the digital workplace. These findings contribute to the literature by offering an exploratory understanding of essential skills for the digital workplace. Furthermore, we provide a theoretical foundation for future empirical investigations of cognitive and metacognitive, social-emotional, and practical skills. The study also offers practical implications for businesses and leaders on how to upskill the workforce and what kind of employees to recruit in the future workplace.

Optimizing firm's supply chain resilience in data-driven business environment

Purpose

This study aims to investigate the impact of a firm’s supply chain capabilities on supply chain resilience, and the impact of supply chain resilience on sustainable supply chain performance in a data-driven business environment. The study also aims to explore the function of supply chain resilience in mediating the relationship between a firm’s supply chain capability and sustainable supply chain performance.

Design/methodology/approach

Primary data were acquired through a survey of 310 managers of small- and medium-sized businesses in a variety of industries across Bangladesh. The data were analyzed using partial least squares structural equation modeling.

Findings

A firm’s supply chain capabilities include information technology, leadership and collaboration. Supply chain capability is positively associated with supply chain resilience. The resilience of a firm’s supply chain is also positively correlated with its sustainable supply chain performance. Supply chain resilience plays a mediating role in the relationship between a firm’s supply chain capabilities and its sustainable supply chain performance.

Research limitations/implications

This study provides a theoretical contribution by corroborating practical knowledge focusing on firms’ supply chain capability, supply chain resilience and sustainable supply chain performance by using a resource-based view and dynamic capability theory – a relevant and unexplored subject in the supply chain literature – and proposes several opportunities for future research.

Practical implications

The results highlight the study’s managerial and social relevance from the perspective of firms in developing countries. As firms shift toward an online environment, managers and decision-makers need to make strategic decisions, as they did to overcome the challenges presented by COVID-19.

Originality/value

The study’s findings demonstrate that firms’ supply chain capabilities can be leveraged to increase supply chain resilience. Firms’ resilience during COVID-19 allowed them to avoid losses and to improve their supply chain’s sustainable performance. To the best of the authors’ knowledge, their complex higher order model is a unique contribution to the literature on firms’ supply chain capability and extends previous research on this topic.

Investigate the Influencing Factors of Industrial Design Platform Demand: From the Perspective of Emotional Interaction

With the deep integration of industries brought about by big data technology, users’ design needs are diversifying and individuating. Thanks to big data technology, users’ diverse design needs can be precisely met. Meanwhile, big data can be used to realize emotional interaction for personalized design needs of users, resulting in a better user experience. Using grounded theory to mine user demand text data, this paper investigates the influencing factors of emotional interaction and dynamic resource allocation in the digital design supply chain. The results show that government-driven factors have a direct impact on the demand for industrial design in user emotional interactions. Market factors are the most fundamental in the development of an industrial design service platform, and universities play an important role in this. Furthermore, a lack of market sensitivity stems from a lack of emotional interaction with users, resulting in a schism between industry, university, and research, which has become a major impediment to the development of China’s industrial design industry. This study not only lays the theoretical groundwork for understanding the mechanisms of user emotional interaction on IDSPs, but it also points the way forward for future industrial design service platform development.

Exploring a Pathway to Sustainable Performance in Manufacturing Firms: The Interplay between Innovation Capabilities, Green Process, Product Innovations and Digital Leadership

In recent years, advancing industrialization and rapid climate change have considerably influenced the global consumption pattern of natural assets. Undoubtedly, this massive utilization of natural resources and hazardous environmental emissions have profoundly curbed the worldwide socio-economic context, substantially causing this ecological burden to amplify the harmful effects on countries’ prosperity. This study aims to improve the sustainable performance of manufacturing firms in Pakistan through innovation capabilities and green process innovation. The study has adopted a quantitative approach, and data has been accumulated through a structured questionnaire distributed among 299 employees working in manufacturing firms. A structural equation model using Smart PLS software was used to analyze the collected data from the respondents. The results have identified a significant correlation between innovation capabilities, green process innovation, and sustainable performance. The buffering role of digital leadership enhances the employees’ creative skills and sustainable performance. Additionally, the extent that green product innovation plays a mediating role between innovation capabilities, green process innovation, and sustainable performance has been contemplated. Henceforth, the current study also analyzes the moderating role of digital leadership in sustainable performance.