COVID-19 Pandemic and Antecedents for Digital Transformation in the Workplace: A Conceptual Framework

The emergence of coronavirus (COVID-19) has caused us to reconsider our everyday lives around the world. While the ability to work from home is an advantage to many workers, other businesses lack the foundation of the technological infrastructure to give the capacity of “business as usual” without some compromises. The goal of this paper is to develop a conceptual framework on digital transformations antecedents of global workplaces and organizations post-pandemic outbreak. The study emphasized that the most effective transformations point to four antecedents; smart capital allocation for digital initiatives, engagement of appropriate digital tools, talent recruitment, and brand permission. The study concluded that the global pandemic has created a whole new experience for businesses and organizations around the world. Therefore, business executives cannot sit on their laurels any longer and they cannot put off a digital transformation organizational focus. Henceforth, taking the right decisions today would help ensure that businesses are better placed after the pandemic is over

Digital Project Leadership and Talent Management in the As-Practice Perspective

Digital Transformation studies have emphasized the emergence of new post-alignment challenges with a more seamless integration of business and technology strategies. Project leaders face more complex tasks, requiring hybrid skillsets, blending business and technology expertise, and spanning operational and strategic levels. The research question motivating this review is: how can IT executives best identify and position IT professionals and managers to fit digital leadership roles? These challenges are directly linked to Talent Management (TM) practices to help coach project teams and managers in developing digital leadership competencies. A brief literature review is presented, grounded in theoretical perspectives that link these competencies to IT and digital strategy outcomes. A model is proposed to integrate the literature around Strategy-as-Practice and Project-as-Practice serving as broader theoretical canvas. The conclusion proposes a research agenda to help integrate TM with digital leadership and encourage new empirical studies of digital projects in the “as-practice” perspective

Being Mindful In Digital Initiatives

Digitization enables firms to create greater economic value and also creates greater value for consumers. However, there are many examples of failed digital investments caused by firms taking an uncritical view of the alluring benefits of digitization. By applying basic economic concepts (including Reservation Price and Value Appropriation), we identify the conditions under which firms implement robust digital initiatives but don\u27t effectively create or appropriate economic value. To avoid such situations, managers must mindfully assess sociotechnical, strategic and risk aspects when embarking on digital initiatives

Being Mindful in Digital Initiatives

Digitization enables firms to create greater economic value and also creates greater value for consumers. However, there are many examples of failed digital investments caused by firms taking an uncritical view of the alluring benefits of digitization. By applying basic economic concepts (including Reservation Price and Value Appropriation), we identify the conditions under which firms implement robust digital initiatives but don\u27t effectively create or appropriate economic value. To avoid such situations, managers must mindfully assess sociotechnical, strategic and risk aspects when embarking on digital initiatives.Click here for free presentation slides (pdf