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.
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Expectations are high for digital technologies to address sustainability related challenges. While research into such applications and the twin transformation is growing rapidly, insights in the actual daily practices of digital sustainability within organizations is lacking. This is problematic as the contributions of digital tools to sustainability goals gain shape in organizational practices. To bridge this gap, we develop a theoretical perspective on digital sustainability practices based on practice theory, with an emphasis on the concept of sociomateriality. We argue that connecting meanings related to sustainability with digital technologies is essential to establish beneficial practices. Next, we contend that the meaning of sustainability is contextspecific, which calls for a local meaning making process. Based on our theoretical exploration we develop an empirical research agenda.
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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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There is a need for modernizing the Dutch collective management system of music copyright to match the rapidly changing digital music industry. Focusing on the often-neglected human values aspect, this study, part of a larger PhD research, examines the value preferences of music rights holders: creators and publishers. It aims to advise on technological redesign for music copyright management system and contribute to discussions on equitable collective management. Building upon prior research, which comprehensively analyzed the Dutch music copyright system and identified key stakeholders, this paper analyses 24 interviews with those key stakeholders to identify their values and potential value tensions. Initial findings establish a set of shared values, crucial for the next phases of the study –values operationalization. This research makes a academic contribution by integrating the Value Sensitive Design (VSD) approach with Distributive Justice Theory, enriching VSD's application and enhancing our understanding of the Economics of Collective Management (ECM).
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A public sector that adequately makes use of information technology can provide improved government services that not only stimulates business development it also intensifies citizen participation and economic growth. However, the effectiveness of IT and its governance at both national as well as on municipality level leaves much to be desired. It is often stated that this is due to a lack of digital skills needed to manage the IT function and alignment with business. Therefore, the aim of this study is to determine the effect that digital leadership competences and IT capabilities have on digital transformation readiness within Dutch municipalities. Based on an analyses of survey data from 178 respondents we recommend municipalities to implement a range of activities that all are related to realize the ability to constantly apply strategic thinking and organizational leadership to exploit the capability of Information Technology to improve the business.
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This study provides a comprehensive analysis of the AI-related skills and roles needed to bridge the AI skills gap in Europe. Using a mixed-method research approach, this study investigated the most in-demand AI expertise areas and roles by surveying 409 organizations in Europe, analyzing 2,563 AI-related job advertisements, and conducting 24 focus group sessions with 145 industry and policy experts. The findings underscore the importance of both general technical skills in AI related to big data, machine learning and deep learning, cyber and data security, large language models as well as AI soft skills such as problemsolving and effective communication. This study sets the foundation for future research directions, emphasizing the importance of upskilling initiatives and the evolving nature of AI skills demand, contributing to an EU-wide strategy for future AI skills development.
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Sustainability transition research seeks to understand the patterns and dynamics of structural societal change as well as unearth strategies for governance. However, existing frameworks emphasize innovation and build-up over exnovation and break-down. This limits their potential in making sense of the turbulent and chaotic dynamics of current transition-in-the-making. Addressing this gap, our paper elaborates on the development and use of the X-curve framework. The X-curve provides a simplified depiction of transitions that explicitly captures the patterns of build-up, breakdown, and their interactions.Using three cases, we illustrate the X-curve’s main strength as a framework that can support groups of people to develop a shared understanding of the dynamics in transitions-in-the-making. This helps them reflect upon their roles, potential influence, and the needed capacities for desired transitions. We discuss some challenges in using the X-curve framework, such as participants’ grasp of ‘chaos’, and provide suggestions on how to address these challenges and strengthen the frameworks’ ability to support understanding and navigation of transition dynamics. We conclude by summarizing its main strength and invite the reader to use it, reflect on it, build on it, and judge its value for action research on sustainability transitions themselves.
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Due to the changing technological possibilities of services, the demands that society places on the level of service provided by the Dutch Central Government (DCG) are changing rapidly. To accommodate this, the Dutch government is improving its processes in such a way that they become more agile and are continuously improved. However, the DCG struggles with the implementation of improvement tools that can support this. The research described in this paper aims to deliver key factors that influence the adoption of tools that improve the agile way of working and continuous improvement at the DCG. Therefore, a literature review has been conducted, from which 24 factors have been derived. Subsequently, 9 semi structured interviews have been conducted to emphasize the perspective of employees at the DCG. In total, 7 key factors have been derived from the interviews. The interviewees consisted of both employees from departments who already worked with tools to improve agile working and continuous improvement as well as employees from departments who haven’t used such tools yet. An important insight based on this research is that the aims, way of working and scope of the improvement tools must be clear for all the involved co-workers
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The world is rapidly transforming. Economic, ecological and technological developments transcend existing boundaries and challenge the way we innovate. The challenge we face is to reinvent innovation as well, changing the way organisations and industries innovate and cooperate. Only with a new approach we can design a better future: an approach where stakeholders from government, organisations, companies and users participate in new ways of collaboration; an approach where solutions are realised that makes our society future-proof. Participatory innovation means that the innovation team changes: expanding beyond the boundaries of the own organisation. For organisations and companies, this is a huge step. Every partner must be willing to think and act beyond their own borders and participate in a joint effort. Participative innovation is a new way of working, where new challenges are encountered. In the field of urban lighting, this transformation is strongly felt. This paper will further explore the challenge and describe a rich case study where participative innovation is used to rethink, redesign and realise the solutions to transform urban lighting from functional lighting to improving social quality.
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Dit eindrapport behandelt het onderzoek van CDM@Airports, gericht op Collaborative Decision Making in de logistieke processen van luchtvrachtafhandeling op Nederlandse luchthavens. Dit project, met een looptijd van ruim twee jaar, is gestart op 8 november 2021 en geëindigd op 31 december 2023. HET PROJECT CDM@AIRPORTS OMVAT DRIE WERKPAKKETTEN: 1. Projectmanagement, dit betreft de algehele aansturing van het project incl. stuurgroep, werkgroep en stakeholdermanagement. 2. Onderzoeksactiviteiten, bestaande uit a) cross-chain-samenwerking, b) duurzaamheid en c) adoptie van digitale oplossingen voor datagedreven logistiek. 3. Management van een living lab, een ‘quadruple-helix-setting’ die fysieke en digitale leeromgevingen integreert voor onderwijs en multidisciplinair toegepast onderzoek.
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