The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research
DOCUMENT
The digital age has brought significant changes in the way organizations operate and compete. As a result of rapid technology development, many organizations are undergoing a digital transformation to stay relevant and competitive in the marketplace. This literature review aims to find future research topics by providing an overview of the current state of research on organizations in digital transformation (ODT), especially on malleable organization design and HRM aspects. The article begins by defining digital transformation (DT), and then examines how organizations change during DT, before delving into the perspectives of malleable organization design and HRM. Finally, it concludes by identifying gaps in the literature and suggesting a research agenda for future. Overall, organizational factors that need more investigation are highlighted to tackle complexities of ODT for further research.
DOCUMENT
SMEs within the rural Dutch municipality of Utrechtse Heuvelrug (UHG) are becoming increasingly aware of the need for sustainable ‘green’ business. Their sense of sustainability is strongly defined by the ‘green’ environment in which they live and work. They were seeking an entrepreneurial approach to sustainability that is reflective of the area and fits their ecosystem. This approach was to be aimed at innovation and branding. We assumed that the role and function of a location-based brand differs from that of product or corporate brands because it has more complexity. Taking place-branding theory as our starting point, we set out to construe a brand that is a) based on local identity and b) has the power to motivate and mobilize SME entrepreneurs to form cooperative sustainable networks. This paper presents our analysis for a brand framework and demonstrates how it has been applied to imbue sustainable ‘green’ impact.
DOCUMENT
