The importance of leadership is increasingly recognized in relation to digital transformation. Therefore, middle management and top management must have the competencies required to lead such a transformation. The purpose of this paper is to investigate the relationship between the digital leader competencies as set out by the European e-competence framework (e-CF) and the digital transformation of organizations. Also, the relationship between digital leadership competency (DLC) and IT capability is examined. An empirical investigation is presented based on a sample of 433 respondents, analyzed using PLS-SEM. The results strongly support our hypotheses. DLC has a strong impact on organizational digital transformation. A post-hoc analysis showed this is predominantly the case for the e-CF competencies of business plan development, architecture design, and innovating while business change management and governance do not seem to affect organizational digital transformation. This is the first empirical study to conceptualize, operationalize and validate the concept of DLC, based on the e-competence framework, and its impact on digital transformation. These findings have significant implications for researchers and practitioners working on the transformation toward a digital organization.
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When organizations start to digitize, this often means that processes will be changed. The management paradigm that is centered on the continues review and improvement of organizational processes is Business Process Management (BPM). To digitize processes, an organization should have the right competences to deal with both technological and process changes. However, currently, it is not known which competences are needed by leaders to guide an organization with digital process transformation initiatives. Hence, this paper consists of an explorative study based on interviews with five experts to find out if and how the competences related to digital leadership can guide such initiatives. The experts are employees within five different organizations. The interviews showed some interesting results. First of all, several competences of digital leadership were mentioned by various experts. Many of these competences corresponded with each other. In the interviews, the following competences of digital leadership were mentioned most often: Collaboration, Self-direction, Lifelong learning, and Flexibility. Secondly, there are many approaches to gain insight into processes within organizations. The use of models is necessary to create added value, to help coordinate information provision between the processes and the people who work for the organization. One such approach is the use of Business Process Management Maturity models, which provide insight into the process maturity level of an organization. According to the respondents, there is a relationship between BPM maturity and digital leadership.
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Nursing Leadership is an important competence to develop in order to provide quality of care and prevent attrition of nurses. This research program looked into the perceptions and experiences of nurses on practising leadership. Next to that supporting the development of nursing leadership was addressed. The program has a mixed-method, action research design in which 75 in-depth interviews and 24 focus group interviews and quantitative data of 435 nurses form the backbone. According to hospital nurses, nursing leadership is related to proactiveness and voicing expertise in order to deliver good nursing care. Nevertheless, they do not feel fully competent and knowledge deficits were detected on aspects of the bachelor nursing profile, such as evidence based practice. Working-culture factors can either inhibit or encourage nursing leadership. The further awareness of unconsciously using expertise and knowledge deficits as well as team development towards a continuous safe learning environment are necessary steps for the enhancement of nursing leadership. A Nursing Leadership model was developed in which generic personal leadership competencies combined with expertise of the nurses' level of education and degrees form the essence of shared leadership in teams focussed on the realisation of good nursing care.
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The IMPULS-2020 project DIGIREAL (BUas, 2021) aims to significantly strengthen BUAS’ Research and Development (R&D) on Digital Realities for the benefit of innovation in our sectoral industries. The project will furthermore help BUas to position itself in the emerging innovation ecosystems on Human Interaction, AI and Interactive Technologies. The pandemic has had a tremendous negative impact on BUas industrial sectors of research: Tourism, Leisure and Events, Hospitality and Facility, Built Environment and Logistics. Our partner industries are in great need of innovative responses to the crises. Data, AI combined with Interactive and Immersive Technologies (Games, VR/AR) can provide a partial solution, in line with the key-enabling technologies of the Smart Industry agenda. DIGIREAL builds upon our well-established expertise and capacity in entertainment and serious games and digital media (VR/AR). It furthermore strengthens our initial plans to venture into Data and Applied AI. Digital Realities offer great opportunities for sectoral industry research and innovation, such as experience measurement in Leisure and Hospitality, data-driven decision-making for (sustainable) tourism, geo-data simulations for Logistics and Digital Twins for Spatial Planning. Although BUas already has successful R&D projects in these areas, the synergy can and should significantly be improved. We propose a coherent one-year Impuls funded package to develop (in 2021): 1. A multi-year R&D program on Digital Realities, that leads to, 2. Strategic R&D proposals, in particular a SPRONG/sleuteltechnologie proposal; 3. Partnerships in the regional and national innovation ecosystem, in particular Mind Labs and Data Development Lab (DDL); 4. A shared Digital Realities Lab infrastructure, in particular hardware/software/peopleware for Augmented and Mixed Reality; 5. Leadership, support and operational capacity to achieve and support the above. The proposal presents a work program and management structure, with external partners in an advisory role.
Ontwikkelingssamenwerking is een gebied dat sterk in beweging is. Veranderingen in financiering door de Nederlandse overheid van ontwikkelingssamenwerking (Schulpen et al., 2018) en de opkomst van digitale digitale technologieën en daarmee de toename van mobiele telefonie, sociale media, internetgebruik in ‘de landen van de ontwikkelingssamenwerkingsprojecten, big data, fintech, online surveillance en censuur hebben de ontwikkelingssamenwerkingsorganisaties opgeschud en zelfs in een stroomversnelling gebracht. Maatschappelijke organisaties actief in ontwikkelingssamenwerking onderkennen de mogelijkheden die digitalisering hen biedt maar ervaren de gevolgen van deze digitale transformatie tegelijkertijd als complex, onzeker en onduidelijk in impact in ontwikkelingssamenwerking (Haikin & Flatters, 2017; Partos & The Spindle, 2018; Mitchell et al., 2020). In afstemming met mantelorganisaties actief in ontwikkelingssamenwerking beoogt dit project een antwoord te geven op de vraag hoe maatschappelijke organisaties digitale transformatie kunnen managen in de context van ontwikkelingssamenwerking met als doel om diverse Sustainable Development Goals te behalen De onderzoeksopzet is ingebed in de reeds opgedane theoretische kennis en onderzoekslijnen van het lectoraat Procesinnovatie en Informatiesystemen over de relatie van e-Leadership, IT Capabilities met Digitale Transformatie (Ravesteijn & Ongena, 2019), en breidt de kennis uit op het vlak van maatschappelijke organisaties actief in ontwikkelingssamenwerking, waar de dynamiek van geografisch wijd verspreide stakeholders en verschillende niveaus van digitale ontwikkelingen van organisaties zowel vanuit de praktijk als vanuit een academisch perspectief een interessante onderzoekdimensie opleveren. Voortbordurend op inzichten vanuit het promotieonderzoek van de kandidaat over hoe de organisaties sociale media inzetten voor ontwikkelingssamenwerkingsdoelen (Sheombar, 2019b; Sheombar et al., 2021), alsmede het onderzoekslijnen van het lectoraat is op basis van de systeembenadering van een socio-technische lens op digitale transformatie de onderzoeksvraag als volgt geformuleerd. hoe managen maatschappelijke organisaties digitale transformatie door socio-technische systemen in de context van meervoudige waardecreatie in ontwikkelingssamenwerking? Het project resulteert in ontwikkelde instrumenten en trainingsmateriaal voor de ontwikkelingssamenwerkingsorganisaties voor omgaan met digital transformatie.
Digitalisering is niet meer weg te denken uit de beroepspraktijk van publieke organisaties. Organisaties zien de voordelen van digitalisering: het levert efficiëntere processen en een optimalisatie van de klantbeleving op. De Nederlandse overheid zet fors in op digitalisering. Desondanks gaat dit langzamer dan verwacht. Veel publieke organisaties zoeken naar de juiste strategieën voor digitalisering.
