Developing Self-Regulating Actors in the Pre-Digital Organization

2021 ◽  
Vol 6 (1) ◽  
pp. 44-55
Author(s):  
Nopriadi Saputra ◽  
Reni Hindriari
Keyword(s):  
Corporate Culture ◽  
Organizational Factors ◽  
Top Management Teams ◽  
Digital Transformation ◽  
Digital Culture ◽  
Top Management ◽  
Digital Competence ◽  
Cross Sectional ◽  
Digital Skills ◽  
The Impact

Objective - Developing self-regulated actors in digital transformation of pre-digital organization is a critical and strategic issue. This article aims to examine and explain the historical development of self-regulated actors from an organizational behaviour perspective. By testing the impact of digital skill individually, digital leadership as group factor, and digital culture and digital mindset as organizational factors on self-regulating actor development, this article will gain insightful understanding in leading digital transformation. Methodology/Technique - This article is based on a cross-sectional study which involved 321 permanent staff or employees of the leading state-owned company in the Indonesian pharmaceutical industry. The collected data is structured and analysis with SmartPLS version 3. 0 as PLS-SEM application. Findings - The analysis results explain that self-regulating actors are influenced by digital skills, digital leadership, and digital culture directly, but are influenced by digital mindset indirectly. Digital mindset of top management teams will impact on self-regulated actor development, if it is directed to strengthen digital culture, then digital culture will impact on digital skills. Novelty - Digital culture impacts self-regulating actor development more directly than digital mind set of top management team in the pre-digital organization. By impacting digital culture, digital mindset of top management will impact self-regulating actor development. Type of Paper: Empirical. JEL Classification: L16, M14. Keywords: Corporate Culture; Self-Regulated; Leadership; Digital Competence Reference to this paper should be made as follows: Saputra, N; Hindriari, R. (2021). Developing Self-Regulating Actors in the Pre-Digital Organization, Journal of Management and Marketing Review, 6(1) 44 – 55. https://doi.org/10.35609/jmmr.2021.6.1(5)

scholarly journals Transforming into Digital Organization by Orchestrating Culture, Leadership, and Competence in Digital Context

2020 ◽  
Vol 8 (4) ◽  
pp. 208-216
Author(s):  
Nopriadi Saputra ◽  
Aldy Maulana Saputra
Keyword(s):  
Corporate Culture ◽  
Jel Classification ◽  
Competence Development ◽  
Digital Culture ◽  
Digital Competence ◽  
Cross Sectional ◽  
Organizational Perspective ◽  
Owned Company ◽  
The Impact

Objective - For transforming into digital organization; competence of employees, corporate culture and leadership in the digital context become important antecedents. This study attempts to examine the impact of leadership and corporate culture on digital competence Methodology/Technique –Cross sectional approach is used by involving 280 employees of PT Angkasa Pura I (AP-1) – a stated-owned company who manages the operation of 15 airports in Indonesia as the respondents. The data was structured by PLS SEM and computed by SmartPLS version 3 Finding – Corporate culture and leadership in digital context influenced digital competence significantly and simultaneously. Corporate culture also influences leadership in digital context. Novelty - For becoming digital organizational, digital competence development can be leveraged by orchestrating digital culture in organizational perspective and digital leadership in group perspective. Type of Paper: Empirical. JEL Classification: L16, M12, M14 Keywords: Corporate Culture, Leadership, Digital Competence Reference to this paper should be made as follows: Saputra, N.; Saputra, A.M. (2020). Transforming into Digital Organization by Orchestrating Culture, Leadership and Competence in Digital Context, GATR Global J. Bus. Soc. Sci. Review, 8(4): 208 – 216. https://doi.org/10.35609/gjbssr.2020.8.4(2)

scholarly journals The Impact of Top Management Team Diversity on Firm Performance: A Study of Large Companies in Malaysia

2018 ◽  
Vol 56 ◽  
pp. 03005
Author(s):  
Sreedevi Shammugam ◽  
Maran Marimuthu
Keyword(s):  
Top Management Team ◽  
Secondary Data ◽  
Cross Sectional Study ◽  
Top Management Teams ◽  
Management Team ◽  
Top Management ◽  
Sectional Study ◽  
Cross Sectional ◽  
Team Diversity ◽  
The Impact

The current economic climate has changed the landscape of business dramatically in the perspective of global environment. Hence, in order to respond for the global changes in term of economic, social, politic and technology, organization should enhance the right mix of top management teams (TMT) for current and future progression and growth of the organization. Diversity of top management team plays an important role to determine the performance of the organization. This conceptual paper is to examine the impact of top management team diversity traits on firm performance. The study will adopt quantitative research design with secondary data, for the average of five years. Secondary data mainly involves financial data that will be obtained financial databases such as DATASTREAM based on 200 nonfinancial large companies in Malaysia. The multiple regression analysis and cross-sectional study will be used to test the hypothesis. Issues surrounding top management team’s diversity, upper echelon theories and the mixed findings from previous research are offered as potential avenues for empirical research. Therefore, the line of inquiries needs a fundamental work and empirical analysis using above methodology. The preliminary results leading toward for a better understanding of the factor that explains how top management diversity translates into greater organizational achievements and argues the need to analyse the characteristics of top management teams and their composition more extensively, especially in the context of large companies. This is a cross-sectional study, variables, concepts, constructs and hypotheses will be carefully constructed and developed to meet the objectives of the study. Multivariate analyses will be adopted, and in this regard, panel data analyses using the E- VIEW/STATA statistical software will be used to suit the requirement of considering both crosssectional and time series data in the analyses.

The Inclusion of CIOs in Top Management Teams

2016 ◽  
Vol 29 (3) ◽  
pp. 37-52 ◽  
Author(s):  
Wenhong Luo
Keyword(s):  
Organizational Factors ◽  
Top Management Teams ◽  
Top Management ◽  
Data Set ◽  
Top Executives ◽  
Firm Diversification ◽  
Upper Echelons Theory ◽  
Role Of It ◽  
The Relationship

The inclusion of the CIO in the top management team (TMT) is one indicator of how top executives view the role of IT within their firms. This study draws upon the upper echelons theory to examine the organizational factors contributing to the CIO inclusion. A panel data set is used to empirically test the hypotheses. The results show that TMT age and firm diversification are found to be linked to the CIO inclusion. The study contributes to an understanding of the relationship between the CIO and TMT and provides a potential measure of IT importance within firms.

scholarly journals COVID-19 AND THE DIGITAL TRANSFORMATION OF EDUCATION: THE CASE OF LATVIA AND LITHUANIA

2021 ◽  
Vol 5 ◽  
pp. 221-231
Author(s):  
Sandra Trinkūnienė ◽  
Loreta Juskaite
Keyword(s):  
Educational Outcomes ◽  
Dynamic Capabilities ◽  
Digital Transformation ◽  
Added Value ◽  
Digital Competence ◽  
Education Outcomes ◽  
Rapid Changes ◽  
Digital Skills ◽  
Learning Institutions ◽  
Positive Effect

Educational ecosystem is facing rapid changes due emerging technologies and their rapid penetration to daily use. When the COVID-19 pandemic emerged, it only accelerated many of these trends. Nevertheless, some education systems have been able to adapt to the changing situation and digital transformation more easily than others. Digital competence is essential for learning, work and active participation in society in digital transformation context. Given the pressure of change on existing learning institutions and learning models, ICT offers broad opportunities for developing a different view. In order for digital education actors to adapt to the digital transformation in the education sector, they also need to have the skills needed to use technology effectively. However, there is a lack of computer and technological literacy. In Latvia and Lithuania, about one in three workers has limited or no digital skills, and most STEM vacancies remain unfilled because workers do not have the necessary competencies and are not inclined to study or retrain. The aim of the study is to assess the effect of dynamic capabilities for added value educational outcomes during COVID-19 recession. The results of the study revealed that dynamic capabilities have a direct positive effect on value based education outcomes.  

The impact of the top management teams’ knowledge and experience on strategic decisions and performance

2016 ◽  
Vol 23 (4) ◽  
pp. 504-523 ◽  
Author(s):  
Peng-Yu Li
Keyword(s):  
Positive Association ◽  
International Experience ◽  
Top Management Teams ◽  
Management Teams ◽  
Top Management ◽  
Strategic Decisions ◽  
Foreign Countries ◽  
And Performance ◽  
The Impact ◽  
The Relationship

AbstractThis paper explores whether top management teams’ (TMTs) knowledge and experience are significant predictors of a firm’s strategic decisions and organization outcomes. The existing research throws little light on how firms with limited resources embedded in TMTs, particularly in emerging markets, innovate and achieve success in foreign countries. We focus on the impact of TMTs’ functional background heterogeneity and international experience on innovation and internationalization, as well as examine the relationship between innovation, internationalization and performance. The proposed relationships are empirically investigated in a sample of Taiwanese-listed companies operating in the electronics industry. The results demonstrate a positive association between a TMT’s functional background heterogeneity and a firm’s innovation. Moreover, a TMT’s international experience relates positively to a firm’s innovation and internationalization, therefore firms with a higher level of innovation achieve a higher level of internationalization.

scholarly journals Digital corporate culture of an entrepreneurial university

2020 ◽  
Vol 14 (80) ◽  
pp. 84-94
Author(s):  
Marianna A. Lukashenko ◽  
◽  
T. Yu. Dobrovolskaya ◽  
Keyword(s):  
Competitive Advantage ◽  
Corporate Culture ◽  
Digital Transformation ◽  
Entrepreneurial University ◽  
Digital Learning ◽  
Entrepreneurial Universities ◽  
Digital Competence ◽  
Scientific Task ◽  
The University ◽  
Current Stage

The current stage of social development is characterized by an active digital transformation of all sectors of the economy and, in particular, education, which is manifested in the activities of primarily entrepreneurial universities. Successful digital transformation requires a digital corporate culture that becomes a competitive advantage for an entrepreneurial university. The study of parameters and indicators of digital corporate culture becomes an urgent scientific task. The purpose of the article is to identify such parameters and indicators. The objectives of the article are to consider the specifics of an entrepreneurial university, to substantiate that its digital transformation is a competitive advantage, and to analyze digital corporate culture and the values of its indicators in entrepreneurial universities. The article suggests parameters and indicators of digital corporate culture that can be identified in open sources. It shows that the parameters include: the presence of a digital learning management system, an educational platform, educational and communication applications, the use of digital educational services, a developed strategy for the digital transformation of the university, digital competence of students, staff, teachers. Based on the analysis of websites, applications and educational platforms, the article identifies the values of indicators of digital corporate culture of leading entrepreneurial universities.

scholarly journals The impact of strategy and organizational factors on corporate entrepreneurship

2011 ◽  
Vol 8 (2) ◽  
pp. 252-258
Author(s):  
Johan Hough ◽  
Retha Scheepers
Keyword(s):  
South African ◽  
Entrepreneurial Orientation ◽  
Organizational Factors ◽  
Organizational Structures ◽  
Corporate Entrepreneurship ◽  
Strategic Leadership ◽  
Cross Sectional ◽  
Entrepreneurial Behaviour ◽  
The Right ◽  
The Impact

Large companies create new businesses as an innovative way of solving challenging problems but also see new internal ventures as a way of increased entrepreneurial behaviour and sustained differentiation. However, strategic leadership is crucial to develop an organizational environment needed to increase the entrepreneurial orientation and motivation in established businesses. This paper focus on strategic leadership and selected salient organizational factors that aid in the development of corporate entrepreneurship (CE). A cross sectional telephone survey of 315 South African companies indicated that strategic leadership of an enterprise is crucial to create the right environment and develop and support organizational structures and CE. Strategic leadership which encourages autonomy and provides rewards for entrepreneurial behaviour creates a supportive organizational structure to strengthen corporate entrepreneurship.

scholarly journals Análisis de instrumentos para el diagnóstico de la competencia digital

2020 ◽  
pp. 1-12
Author(s):  
César González-Rodríguez ◽  
Santos Urbina-Ramírez
Keyword(s):  
Information And Communication Technologies ◽  
Communication Technologies ◽  
Digital Competence ◽  
Digital Skills ◽  
Information And Communication ◽  
Definition Of ◽  
Methodological Aspects ◽  
The Impact ◽  
Educational Field ◽  
Competencia Digital

La importancia que han cobrado las Tecnologías de la Información y Comunicación en la sociedad durante los últimos años ha provocado que la competencia digital sea considerada como clave en el diseño de las políticas educativas y, en consecuencia, que desde diversos ámbitos se hayan desarrollado múltiples instrumentos destinados a la evaluación de las habilidades y destrezas digitales de docentes, discentes y población en general. Es por ello que se ha considerado pertinente analizar diversos tipos de herramientas usadas en la última década en España para el diagnóstico de la competencia digital del alumnado de distintas etapas educativas prestando atención, entre otros aspectos, a los ítems utilizados, la estructura de las herramientas o la metodología empleada. Este trabajo profundiza en el análisis de una serie de investigaciones que, pese a compartir, en muchos casos, aspectos metodológicos, difieren en su visión y concepción de la competencia digital, algo que dificulta el establecimiento de pautas comunes de evaluación, ya que resulta complicado acordar cómo medir una variable cuando la definición de la misma se presta a múltiples interpretaciones. Precisamente la definición de un marco común de referencia en el ámbito educativo que sirva para abordar la evaluación de las habilidades digitales es uno de los retos de investigadores e instituciones, si bien no se trata de una tarea sencilla cuando las tecnologías digitales se caracterizan por los continuos y vertiginosos cambios The impact of Information and Communication Technologies on society in recent years has caused digital competence to be considered the key to designing educational policies and, consequently, the development of numerous instruments for the evaluation of the digital skills and abilities of teachers, students and the population, in general, in several fields. Therefore, it has been considered relevant to analyze various types of tools used in the past decade in Spain for the diagnosis of the digital competence of students from different educational stages, paying attention, among others, to the items used, the structure of the tools or the methodology. This work goes in depth in the analysis of a series investigations that, despite sharing some methodological aspects in many ways, differ in their vision and conception of the digital competence. This makes the establishment of some common evaluation guidelines more difficult, since it is complicated to agree on how to measure a variable when its own definition could be interpreted in several ways. The definition of a common frame of reference in the educational field that serves to address the evaluation of digital skills is precisely one of the challenges of researchers and institutions. However, it is not an easy task when digital technologies are characterized by continuous and vertiginous changes.

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