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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What will a shopping street look like in 2025, when online shopping continues to show double-digit growth? And what will 3D printing do to factories and logistic companies, when we can ‘print’ more and more products at home or around the corner?The digital economy is one of the most pervasive game changers in cities. It creates and destroys, and affects the way cities function in many ways. But what is exactly the digital economy about? How big is it? Which types of transformation is it provoking in urban economies? And, importantly, what can local governments do to cope with the digital transition and foster sustainable urban development?
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This research analyses the current self-reported level of proficiency of environmental skills, the required future level of proficiency, and the gaps between them. Given the increasingly urgent need for the tourism industry to take action to support environmental management practices, this research provides evidence of key environmental skill gaps. Mixed methods research is applied where the sample includes 1404 respondents to a questionnaire and 264 interviewees from senior management of organisations from five tourism sectors (accommodation establishments, food and beverage outlets, destination management organisations, tour operators and travel agents, visitor attractions) in eight European countries. Analysis of variance, t-tests, correlation and cluster analyses, and Pearson Chi-square tests were employed for data analysis. The findings revealed that the country of registration, the size and the tourism sector type influence significantly the current and future proficiency levels of environmental skills, and the gaps between them. Most respondents did not receive environmental skills training. Theoretical, managerial and policy implications are also discussed.
