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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Although much research has been done into the importance of IT Capabilities (ITC), Digital Leadership (DL) and Digital Transformation (DT) with regard to organizations’ firm performance and ability to thrive in the current digital market, there is little research on qualifying which specific ITC and DL competences affect the success of an organization's DT and ultimately impact their ability to adopt newly emerging technologies. This research aims to address the influence of DL and ITC on DT as well as which specific DL competences and ITC might ultimately affect an organization’s ability to successfully adopt newly emerging digital technologies. Quantitative data collected through a survey was used for this analysis. It was found that Architecture Design (DLA5) has the strongest positive affect on DT.
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Een digitaal netwerk is van strategisch belang voor mens, organisatie en regio. Hoe kunnen we social media en andere vormen van digitale netwerken nu functioneel doordacht, efficiënt en effectief inzetten? Hebben we voldoende media wijsheid in pacht? Zijn we voldoende ‘digital media literate’? Aandacht voor en het ontwikkelen van digital media literacy wordt in het Horizon Report 2011 van EDUCAUSE “de belangrijkste kritieke uitdaging” voor de komende jaren genoemd. Het rapport spreekt van “een key skill voor elke discipline en professie“. Demografische ontwikkelingen als vergrijzing en ontgroening hebben gevolgen voor de arbeidsmarkt. De oplossing kan worden gezocht in employability van de beroepsbevolking: van baan- naar werkgarantie. Aangezien digital media literacy een key skill voor elke discipline en professie is en dat digitaal netwerken van strategisch belang is, is het bevorderen van digital media literacy een belangrijke randvoorwaarde voor het realiseren van employability. Deskundigheid moet door HR-diensten in kaart worden gebracht. HR-diensten kunnen met Strategisch HRM (SHRM) employability bevorderen. In het essay neem ik de lezer, met digital media literacy in zijn of haar koffertje, mee via de demografische problematiek in de regio (Limburg, Euregio) naar Zuyd (daar waar ik zelf werk).
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Technological developments go fast and are interrelated and multi-interpretable. As consumer needs change, the technological possibilities to meet those needs are constantly evolving and new technology providers introduce new disruptive business models. This makes it difficult to predict what the world of tomorrow will look like for an organization and that makes the risks for organizations substantial. In this context, it is difficult for organizations to determine what constitutes a good strategy to adopt digital developments. This paper describes a first step of a study with the objective to design a method for organizations to formulate a future-proof strategy in a rapidly changing, complex and ambiguous context. More specifically, this paper describes the results of a sequence of three focus groups that were held with a group of eight experts, with extensive experience as members of the decision making unit in organizations. The objectives of these sessions were to determine possible solutions for the outlined challenge in order to provide direction for continuation and scoping of the following research phases.
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Digital mobility services have great potential to increase passengers' transportation options, improve their experiences and reduce exclusion. For example, they can facilitate access to information and support, and join transport modes together more seamlessly. However, these advantages will only be available to those who can access and use these services effectively. To facilitate the development of usable and inclusive services, information on the range of potential users' digital interface capabilities, attitudes and current use of digital services is needed. A population-representative survey examining these issues was carried out with 1010 participants in Germany in 2020. As well as self-report questions, it examined basic digital interface competence using simplified paper prototyping. The results are examined in terms of the characteristics of groups that are particularly vulnerable to either digital or transport exclusion. Older people (aged 65+), people with disabilities and people with low levels of education were found to have particularly low levels of digital technology access, use, attitudes and competence. Caution is thus required when rolling out digital mobility services. Non-digital alternatives are needed to ensure an inclusive service. When digital interfaces are used, they need to be designed carefully to be usable by and reassuring to digital novices.
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In this research we examine the relationship between IT capability and digital transformation as well as the influence of digital leadership. A theoretical framework was developed to explain the effect of digital leadership. Subsequently this was tested using a survey of 127 respondents from firms across Western Europe. Consistent with our proposed model, this study finds that both IT capability and e-leadership positively influence digital transformation. However, there is mediating effect of e-leadership on the relation between IT capabilities and digital transformation.
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Objectives: The development of children’s motor competence (MC) from early to middle childhood can follow different courses. The purpose of this longitudinal study was to describe and quantify the prevalence of patterns of MC development from early to middle childhood and to identify undesirable patterns. Design: The study used a longitudinal design. Data were collected in three consecutive years, between February 2020 (T0) and May 2022 (T2). Methods: A total of 1128 typically developing Dutch children (50.2% male) between 4 and 6 years old at baseline (M = 5.35 ± 0.69 years) participated in this study. MC was measured with the Athletic Skills Track and converted into Motor Quotient (MQ) scores. To convert all individual MQ scores into meaningful patterns of MC development, changes in MQ categories were analyzed between the different timepoints. Results: A total of 11 different developmental patterns were found. When grouping the different patterns, five undesirable patterns were found with 18.2% of the children, showing an undesirable pattern of MC development between T0 and T2. The patterns of motor development of the other children showed a normal or fluctuating course. Conclusions: There is a lot of variation in MC in early and middle childhood. A substantial percentage of young children showed undesirable MC developmental patterns emphasizing the need for early and targeted interventions.
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In the digital age, information problem solving (IPS) competence is essential for professionals to use online information effectively. Despite its importance, starting professionals often struggle with processing and presenting information, which are critical phases during authentic IPS tasks. Therefore, higher education institutions are tasked with preparing students to navigate these complex phases of IPS after graduation. However, most previous studies have focused on the “search” and “select” phases of simple, short-duration IPS tasks, which do not reflect the complex information challenges faced in professional settings. To address this gap, this study aimed to identify and categorize the strategies higher education students currently use to process and present information for a semester-long authentic professional task. A thematic analysis of cued retrospective reporting sessions was conducted with 24 senior students while they created a website for professional practice. Students demonstrated 49 IPS strategies, which were categorized into twelve IPS activities across three generic activity phases: “process,” “synthesize,” and “create.” Within these phases, three patterns of co-occurring strategies were observed: reproductive, arranging, and elaborative. Based on these findings, existing IPS process models were empirically refined. The observed variation in strategies highlights the importance of building on students’ strengths when teaching IPS. Teaching them to adapt the strategies to various authentic task contexts could help enhance students’ IPS competence and strategic flexibility in real-world settings. Future research should explore the applicability of the updated IPS model across different authentic task contexts to refine instructional approaches further.
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In this study it was hypothesized that collaborative learning in international higher education contributes to the development of intercultural competence. Two hundred and fifty-two students of an international business and management study programme of a Dutch university participated in two surveys on collaboration in a group learning activity and one survey on their development of intercultural competence. Additionally, three groups of four to six students took part in focus group interviews. The results indicated that when students perceive that the group process improves, the quality of the collaboration in terms of verbal interaction and equal contribution will also improve. Furthermore, the results revealed that a higher perceived quality of the collaboration relates to an increasing development of intercultural competence. The findings are discussed and related to implications for the use of group learning activities in international higher education. https://doi.org/10.1177/1028315319826226
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Purpose: This paper aims to present the findings from a European study on the digital skills gaps in tourism and hospitality companies. Design/methodology/approach: Mixed methods research was adopted. The sample includes 1,668 respondents (1,404 survey respondents and 264 interviewees) in 5 tourism sectors (accommodation establishments, tour operators and travel agents, food and beverage, visitor attractions and destination management organisations) in 8 European countries (UK, Italy, Ireland, Spain, Hungary, Germany, the Netherlands and Bulgaria). Findings: The most important future digital skills include online marketing and communication skills, social media skills, MS Office skills, operating systems use skills and skills to monitor online reviews. The largest gaps between the current and the future skill levels were identified for artificial intelligence and robotics skills and augmented reality and virtual reality skills, but these skills, together with computer programming skills, were considered also as the least important digital skills. Three clusters were identified on the basis of their reported gaps between the current level and the future needs of digital skills. The country of registration, sector and size shape respondents’ answers regarding the current and future skills levels and the skills gap between them. Originality/value: The paper discusses the digital skills gap of tourism and hospitality employees and identifies the most important digital skills they would need in the future.
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