The effect of digital readiness dimensions on the performance of digital innovation by moderating the role of employees' digital competence

Document Type : Research Paper

Authors

1 Department of New Business, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

2 New Business Department, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

3 Department of Organizational Entrepreneurship, Faculty of Entrepreneurship, University of Tehran, Tehran, Iran

10.22059/jed.2024.376792.654372

Abstract

Objective: Today, businesses need to leverage new technologies and embrace digital transformation in various processes to maintain and enhance their competitive advantage. Improving digital innovation performance, as one of the most critical factors for organizational success, not only boosts productivity and efficiency but also enhances their ability to respond to environmental changes. This is especially crucial in situations where technological advancements and market shifts occur rapidly. Moreover, aligning with digital transformations and having the necessary readiness to face these changes are among the key concerns of business leaders. To achieve successful digital innovation, businesses must focus not only on digital technologies and infrastructure but also on factors such as human capital's digital skills and competencies. Skilled employees with digital competencies can effectively utilize new technologies and implement digital innovations within the organizational framework. In this regard, the present study aims to examine the impact of digital readiness on the digital innovation performance of businesses. Additionally, this research considers the moderating role of employees' digital competencies in this relationship. In other words, we believe that digital readiness alone cannot improve digital innovation performance, and the skills and competencies of the workforce, as a moderating variable, play a decisive role in the success of this process.
Method: The current research is practical in terms of purpose and seeks to provide solutions to improve the performance of digital innovation in organizations, especially in the field of insurance companies. In this regard, this study is defined as a quantitative research based on the nature of the research. Research is usually conducted to measure relationships between observations and data analysis, which in this case is also used for the relationship between digital and digital innovation performance. According to the method of data collection, this research is a descriptive-correlation type of research. In correlation research, the main goal is to investigate international relations and determine their intensity and direction. In this study, the relationship between digital and digital innovation performance has been investigated, and the moderating role of digital competence has also been reviewed. The statistical population of this research includes all new business insurance companies. This company is owned by Tejarat Bank, Iran Post Bank and several other shareholders and is one of the many insurance companies in Iran. The total number of people in this company is 497, which is considered as a statistical population. To select the statistical sample, a simple random sampling method was used and 100 people were selected as a sample. This sampling method has been used in order to make it possible to generalize the results and reduce biases. The data collection tool in this research was an online questionnaire, which was created to facilitate access and increase the speed of information collection among users. The questionnaire included questions for digital measurement, digital competence, and digital innovation performance. After data collection, data analysis was done using two powerful statistical software, namely Smart PLS 4 and SPSS. Smart PLS software was used for structural equation modeling, allowing researchers to examine complex relationships between latent and observed variables. SPSS software was used for descriptive analysis and correlation analysis.
Results: The results of data analysis show the confirmation of the main and sub-hypotheses of the research. First, the main hypothesis of the research, which examined the impact of digital readiness 
dimensions on the performance of digital innovation with the moderating role of employees' digital competence, was confirmed in a meaningful way. This finding indicates that the digital readiness of organizations alone cannot lead to the improvement of digital innovation performance, rather the digital skills and competencies of employees play a key moderating role in this relationship. In other words, organizations with employees with high digital skills use their digital readiness more effectively and have better innovative performance. In addition to the confirmation of the main hypothesis, the results of the statistical analysis indicate the confirmation of the sub-hypotheses of the research. These hypotheses have investigated the impact of different variables of digital readiness on the performance of digital innovation. The findings showed that all dimensions of digital readiness, including: 1. organizational structure: As a framework that facilitates decision-making and distribution of resources in the organization, it has a significant impact on the performance of digital innovation. More flexible and dynamic structures allow for more innovation. 2. Organizational culture: organizational culture that is receptive to change and innovation has a significant impact on the success of digital innovations in the organization. Innovative organizational culture helps to adopt new technologies faster and create an environment for employees' creativity. 3. Human power: the skills and capabilities of employees play a decisive role in the success of digital innovations. Expert manpower with digital competencies is able to successfully implement innovative initiatives. 4. Digital strategy: the organization's digital strategies, which are clearly and precisely defined, help guide and advance digital innovations and have a significant impact on digital innovation performance. 5. Digital technologies: access to new digital technologies and their use is one of the important factors in increasing the performance of digital innovation. Organizations with more advanced technologies will be able to provide more innovative products and services. 6. Market: market conditions and opportunities also play an important role in determining the direction and intensity of digital innovations. Competitive markets and demand for digital innovations drive organizations to improve innovation performance. All these variables significantly affect the performance of digital innovation and research findings show that comprehensive and comprehensive digital preparation, along with the digital competencies of employees, can lead to significant improvement of innovation performance in organizations.
Conclusion: As employees' digital readiness increases, digital innovation performance also improves, and this relationship is moderated by employees' digital competence. These results can help organizations to provide the infrastructure and environment to promote digital innovation in their organization, with regard to the development of employees' digital competence. By increasing the digital competence of employees, their ability to be flexible and create innovative solutions in the face of challenges also increases. This ability is presented as a commitment to individual and organizational development, and people can create innovative improvements in the organization's processes and products by benefiting from digital tools and technologies. As a result, organizations can significantly improve their digital innovation performance by properly combining the dimensions of digital readiness and digital competency development. Also, paying attention to creating an enthusiastic work environment and encouraging innovative activities can be effective so that employees can improve their digital skills and abilities automatically. Overall, these results show that individual and organizational digital enhancement increases digital innovation and commitment to digital competence, as one of the key factors in this process, can help improve organizational performance.

Keywords

Main Subjects

References

احمدزاده، س و شکوه، ز. (2020). نقش سرمایه اجتماعی در تحقق نوآوری سازمانی و رفتار شهروندی سازمانی با تبیین نقش میانجی مدیریت منابع انسانی پایدار. مدیریت نوآوری در سازمان‌های دفاعی، 3 (3)، 151–178.
https://doi.org/10.22034/qjimdo.2020.209116.1226
بودلایی، ح؛ کناررودی، م؛ عبادی، ح و بهمنی، ا. (2021). مدیریت دیجیتال منابع انسانی، رهیافتی برای خلق چابکی سازمانی در بخش دولتی در عصر اقتصاد دیجیتال (مورد مطالعه: شبکه بانک‌های دولتی کشور ایران). مدیریت دولتی، 13(4)، 766–785. https://doi.org/10.22059/jipa.2022.333338.3051
رزمی، ز و احمدی، ش. (2023). تأثیر مدیریت دانش از طریق یادگیری سازمانی بر نوآوری دیجیتال (مورد مطالعه بانک رفاه). علوم و فنون مدیریت اطلاعات. https://doi.org/10.22091/stim.2023.9312.1941
زمانی، آ و خمسه، ع. (2022). شناسایی ابعاد و مؤلفه‌های تأثیرگذار بر انتقال فناوری با تمرکز بر تحول دیجیتال. فصلنامه مدیریت توسعه فناوری، 10 (3)، 57–90. https://doi.org/10.22104/jtdm.2023.5698.3032
شیرازی، م؛ یزدانی، ح و زارعی متین، ح. (2021). ارائه نقشه راه جاری‌سازی فرهنگ سازمانی موردنیاز برای تحول دیجیتال با رویکرد فراترکیب. مطالعات رفتار سازمانی، 10 (3)، 1–22. Doi. 20.1001.1.23221518.1400.10.3.1.0
قلیچ خانی، م؛ صمدی مقدم، ی و فتحی هفشجانی، ک. (2021). ارائه مدل ارزیابی بلوغ تحول دیجیتال در سازمان‌های صنعتی مبتنی بر روش علم طراحی. مطالعات مدیریت کسب و کار هوشمند، 10 (37)، 135–184. https://doi.org/10.22054/ims.2021.56164.1837
محمودی، ع؛ خمسه، ع و حسینی شکیب، م. (2023). الگوی نوآورانه بانکداری اجتماعی مبتنی بر تحول دیجیتال در صنعت بانکداری ایران. پژوهش‌نامه مدیریت تحول، 14 (شماره 2 پاییز و زمستان 1401)، 121–149. https://doi.org/10.22067/tmj.2023.79121.1358
Ahmadzadeh, S., & Shokouh, Z. (2020). The Role of Social Capital in the Realization of Organizational Innovation and Organizational Citizenship Behavior by Explaining the Mediating Role of Sustainable Human Resource Management. Innovation Management in Defensive Organizations, 3(3), 151-178. doi: 10.22034/qjimdo.2020.209116.1226 [In Persian]
Ala-Mutka, K., Punie, Y., & Redecker, C. (2008). Digital Competence for Lifelong Learning. Policy Brief.  https://doi.org/10.13140/RG.2.2.17285.78567
Almaazmi, J., Alshurideh, M., Al Kurdi, B., & Salloum, S. (2020, September 24). The Effect of Digital Transformation on Product Innovation: A Critical Review. https://doi.org/10.1007/978-3-030-58669-0_65
Appio, F. P., Frattini, F., Petruzzelli, A. M., & Neirotti, P. (2021). Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies. Journal of Product Innovation Management, 38(1), 4–20. https://doi.org/10.1111/jpim.12562
Bejaković, P., & Mrnjavac, Ž. (2020). The importance of digital literacy on the labour market. Employee Relations: The International Journal, 42(4), 921–932. https://doi.org/10.1108/ER-07-2019-0274
Bicudo, E., Faulkner, A., & Li, P. (2021). Digital readiness in 3D bioprinting: Software, governance and hospitals’ proto-clinical interfaces. Regenerative Medicine, 16(3), 237–252. https://doi.org/10.2217/rme-2020-0132
Boudlaie, H., Kenarroodi, M., Ebadi, H., & Bahmani, A. (2021). Digital Human Resource Management: An Approach to Creating Organizational Agility in the Public Sector in the Digital Economy Era (A Study on the Public Sector Banking Network in Iran). Journal of Public Administration, 13(4), 766-785. doi: 10.22059/jipa.2022.333338.3051[In Persian]
Cenamor, J., Parida, V., & Wincent, J. (2019). How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity. Journal of Business Research, 100, 196–206. https://doi.org/10.1016/j.jbusres.2019.03.035
Ciasullo, M., Montera, R., & Ferrara, M. (2023). Digital Readiness and Resilience of Digitally Servitized Firms: A Business Model Innovation Perspective (pp. 509–517). https://doi.org/10.1007/978-3-031-19560-0_42
Colbert, A., Yee, N., & George, G. (2016). The Digital Workforce and the Workplace of the Future. Academy of Management Journal, 59(3), 731–739. https://doi.org/10.5465/amj.2016.4003
Dana, L.-P., Salamzadeh, A., Mortazavi, S., & Hadizadeh, M. (2022). Investigating the Impact of International Markets and New Digital Technologies on Business Innovation in Emerging Markets. Sustainability, 14(2), Article 2. https://doi.org/10.3390/su14020983
Delgosha, M. S., Saheb, T., & Hajiheydari, N. (2021). Modelling the Asymmetrical Relationships between Digitalisation and Sustainable Competitiveness: A Cross-Country Configurational Analysis. Information Systems Frontiers, 23(5), 1317–1337. https://doi.org/10.1007/s10796-020-10029-0
Drechsler, K., Gregory, R., Wagner, H.-T., & Tumbas, S. (2020). At the Crossroads between Digital Innovation and Digital Transformation. https://doi.org/10.17705/1CAIS.044XX
Fazeldehkordi, E., & Grønli, T.-M. (2022). A Survey of Security Architectures for Edge Computing-Based IoT. IoT, 3(3), Article 3. https://doi.org/10.3390/iot3030019
Foroudi, P., Gupta, S., Nazarian, A., & DUDA, M. (2017). Digital Technology and Marketing Management Capability: Achieving Growth in SMEs. Qualitative Market Research, 20, 230–246. https://doi.org/10.1108/QMR-01-2017-0014
Ganz, W., Dworschak, B., & Schnalzer, K. (2019). Competences and Competence Development in a Digitalized World of Work (pp. 312–320). https://doi.org/10.1007/978-3-319-94334-3_31
Gfrerer, A., Hutter, K., Füller, J., & Ströhle, T. (2021). Ready or Not: Managers’ and Employees’ Different Perceptions of Digital Readiness. California Management Review, 63(2), 23–48. https://doi.org/10.1177/0008125620977487
Ghelichkhani, M., Samadi Moghadam, Y., & Fathi Hafashjani, K. (2021). A Digital Transformation Assessment Maturity Model for Industrial Organization Based on Design Science Approach. Business Intelligence Management Studies, 10(37), 135-184. Doi: 10.22054/ims.2021.56164.1837 [In Persian]
Gök, O., & Peker, S. (2017). Understanding the links among innovation performance, market performance and financial performance. Review of Managerial Science, 11(3), 605–631. DOI: 10.1007/s11846-016-0198-8 .
Gregory, R., Kaganer, E., Henfridsson, O., & Ruch, T. (2018). It consumerization and the transformation of it governance. MIS Quarterly: Management Information Systems, 42, 1225–1253. https://doi.org/10.25300/MISQ/2018/13703
Grosheva, P. Y., & Bondarchuk, N. V. (2019). Digital Competence as a Measure of Employee Competitiveness in the Labor Market of the Cyber Economy (pp. 143–150) [Contributions to Economics]. Springer. https://econpapers.repec.org/bookchap/sprconchp/978-3-030-31566-5_5f15.htm. DOI: 10.1007/978-3-030-31566-5_15
Halpern, N., Mwesiumo, D., Suau-Sanchez, P., Budd, T., & Bråthen, S. (2021). Ready for digital transformation? The effect of organisational readiness, innovation, airport size and ownership on digital change at airports. Journal of Air Transport Management, 90, 101949. https://doi.org/10.1016/j.jairtraman.2020.101949
Hamdani, N. A., Disman, D., Agus, R., & Hurriyati, R. (2020). Innovation strategy of coffee industry (pp. 738–741). https://doi.org/10.1201/9781003131465-159
Hulland, J. (1999). Use of Partial Least Squares (PLS) in Strategic Management Research: A Review of Four Recent Studies. Strategic Management Journal, 20(2), 195–204. https://doi.org/10.1002/(SICI)1097-0266(199902)20:2<195::AID-SMJ13>3.0.CO;2-7.
Ilomäki, L., Paavola, S., Lakkala, M., & Kantosalo, A. (2016). Digital competence – an emergent boundary concept for policy and educational research. Education and Information Technologies, 21(3), 655–679. https://doi.org/10.1007/s10639-014-9346-4
Iranmanesh, M., Kumar, K., Foroughi, B., Mavi, R., & Min, N. (2021). The impacts of organizational structure on operational performance through innovation capability: Innovative culture as moderator. Review of Managerial Science, 15. https://doi.org/10.1007/s11846-020-00407-y
Isensee, C., Teuteberg, F., Griese, K.-M., & Topi, C. (2020). The relationship between organizational culture, sustainability, and digitalization in SMEs: A systematic review. Journal of Cleaner Production, 275, 122944. https://doi.org/10.1016/j.jclepro.2020.122944
Kane, G. C., Palmer, D., Phillips, A. N., Kiron, D., & Buckley, N. (2015). Strategy, not Technology, Drives Digital Transformation. MIT Sloan Management Review. https://sloanreview.mit.edu
/projects/strategy-drives-digital-transformation. DOI:10.4236/oalib.1111724/
Khattak, A., Tabash, M., Yousaf, Z., Radulescu, M., Nassani, A. A., & Haffar, M. (2021). Towards Innovation Performance of SMEs: Investigating the role of Digital Platforms, Innovation Culture and Frugal Innovation in Emerging Economies. Journal of Entrepreneurship in Emerging Economies, 13. https://doi.org/10.1108/JEEE-08-2021-0318
Kolloch, M., & Dellermann, D. (2017). Digital innovation in the energy industry: The impact of controversies on the evolution of innovation ecosystems. Technological Forecasting and Social Change, 136. https://doi.org/10.1016/j.techfore.2017.03.033
Kozlov, A., Kankovskaya, A., & Teslya, A. (2019). The investigation of the problems of the digital competences formation for Industry 4.0 workforce. IOP Conference Series: Materials Science and Engineering, 497, 012011. https://doi.org/10.1088/1757-899X/497/1/012011
Kurilova, A. A., & Antipov, D. (2020). Impact of digital innovation on company performance. IOP Conference Series: Materials Science and Engineering, 986, 012022. https://doi.org/10.1088/1757-899X/986/1/012022
Lanzolla, G., Pesce, D., & Tucci, C. (2020). The Digital Transformation of Search and Recombination in the Innovation Function: Tensions and an Integrative Framework*. Journal of Product Innovation Management, 38. https://doi.org/10.1111/jpim.12546
Ludike, J. (2018). Digital Employee Experience Engagement Paradox: Futureproofing Retention Practice: Theory, Research and Practice. In Psychology of Retention: Theory, Research and Practice (pp. 55–73). https://doi.org/10.1007/978-3-319-98920-4_3
Lyytinen, K. (2022). Innovation logics in the digital era: A systemic review of the emerging digital innovation regime. Innovation, 24(1), 13–34. https://doi.org/10.1080/14479338.2021.1938579
Menguc, B., & Auh, S. (2010). Development and return on execution of product innovation capabilities: The role of organizational structure. Industrial Marketing Management, 39(5), 820–831. https://doi.org/10.1016/j.indmarman.2009.08.004
Mikalef, P., Pappas, I., Krogstie, J., & Pavlou, P. (2019). Big data and business analytics: A research agenda for realizing business value. Information & Management. https://doi.org/10.1016
/j.im.2019.103237.
Mugge, P., Abbu, H., Michaelis, T., Kwiatkowski, A., & Gudergan, G. (2020). Patterns of Digitization: A Practical Guide to Digital Transformation. Research-Technology Management, 63, 27–35. https://doi.org/10.1080/08956308.2020.1707003
Nambisan, S., Lyytinen, K., & Yoo, Y. (2020). Digital innovation: Towards a transdisciplinary perspective. Handbook of Digital Innovation, undefined-undefined. DOI: 10.4337/978178811
9986.00008.
Neumann, S., & Fink, L. (2007). Gaining Agility Through IT Personnel Capabilities: The Mediating Role of IT Infrastructure Capabilities. J. AIS, 8. https://doi.org/10.17705/1jais.00135
Okeji, C., Tralagba, E., & Obi, I. (2019). An investigation of the digital literacy skills and knowledge-based competencies among librarians working in university libraries in Nigeria. Global Knowledge, Memory and Communication, ahead-of-print. https://doi.org/10.1108/GKMC-05-2019-0054
Papadonikolaki, E., Krystallis, I., & Morgan, B. (2022). Digital Technologies in Built Environment Projects: Review and Future Directions. Project Management Journal, 53, 875697282110702. https://doi.org/10.1177/87569728211070225
Papadopoulos, T., Baltas, K. N., & Balta, M. E. (2020). The use of digital technologies by small and medium enterprises during COVID-19: Implications for theory and practice. International Journal of Information Management, 55, 102192. https://doi.org/10.1016/j.ijinfomgt.2020.102192
Pisoni, G. (2020). Going digital: Case study of an Italian insurance company. Journal of Business Strategy, ahead-of-print. https://doi.org/10.1108/JBS-11-2019-0225
Razmi, Z., & Ahmadi, S. (2023). The Impact of Knowledge Management Through Organizational Learning on Digital Innovation in Refah Bank. Sciences and Techniques of Information Management, 9(4), 91-118. doi: 10.22091/stim.2023.9312.1941[In Persian]
Satalkina, L., & Steiner, G. (2020). Digital Entrepreneurship and its Role in Innovation Systems: A Systematic Literature Review as a Basis for Future Research Avenues for Sustainable Transitions. Sustainability, 12, 2764. https://doi.org/10.3390/su12072764
Satuluri, R. (2021). Digital Transformation In Indian Insurance Industry. Turkish Journal of Computer and Mathematics Education (TURCOMAT), 12, 310–324. https://doi.org/10.17762/turcomat.v12i4.509
Savytska, N., Zhehus, O., Chmil, H., Uchakova, N., Androsova, T., & Priadko, O. (2022). Applied Research of Digital Readiness of Retails. WSEAS TRANSACTIONS ON ENVIRONMENT AND DEVELOPMENT, 18, 798–809. https://doi.org/10.37394/232015.2022.18.75
Schneider, S., & Kokshagina, O. (2021). Digital transformation: What we have learned (thus far) and what is next. Creativity and Innovation Management, 30(2), 384–411. https://doi.org/10.1111/caim.12414
Schoemaker, P., Heaton, S., & Teece, D. (2018). Innovation, Dynamic Capabilities, and Leadership. California Management Review, 61, 000812561879024. https://doi.org/10.1177/0008125
618790246
Sebastian, I. M., Moloney, K. G., Ross, J. W., Fonstad, N., Beath, C., & Mocker, M. (2017). How big old companies navigate digital transformation. MIS Quarterly Executive, 16, 197–213. DOI:10.4324/9780429286797-6.
Selimovic, J., Pilav-Velic, A., & Krndzija, L. (2021). Digital workplace transformation in the financial service sector: Investigating the relationship between employees’ expectations and intentions. Technology in Society, 66, 101640. https://doi.org/10.1016/j.techsoc.2021.101640
Shahzad, F., Xiu, G., & Shahbaz, M. (2017). Organizational culture and innovation performance in Pakistan’s software industry. Technology in Society, 51, 66–73. https://doi.org/10.1016/
j.techsoc.2017.08.002
Shakina, E., Parshakov, P., & Alsufiev, A. (2021). Rethinking the corporate digital divide: The complementarity of technologies and the demand for digital skills. Technological Forecasting and Social Change, 162, 120405. https://doi.org/10.1016/j.techfore.2020.120405
shirazi, M., yazdani, H. R., & zarei matin, H. (2021). Providing a Roadmap for Deployment the Organizational Culture Required for Digital Transformation with a Meta-Synthesis Approach. Organizational Behaviour Studies Quarterly, 10(3), 1-22.[In Persian]
Snow, C., Fjeldstad, Ø., & Langer, A. (2017). Designing the digital organization. Journal of Organization Design, 6. https://doi.org/10.1186/s41469-017-0017-y
Trischler, M., & Li-Ying, J. (2022). EXPLORING THE RELATIONSHIP BETWEEN MULTI-DIMENSIONAL DIGITAL READINESS AND DIGITAL TRANSFORMATION OUTCOMES. International Journal of Innovation Management, 26. https://doi.org/10.1142/S136391962240014X
Uzkurt, C., Kumar, R., Kimzan, H., & Eminoglu, G. (2013). Role of innovation in the relationship between organizational culture and firm performance: A study of the banking sector in Turkey. European Journal of Innovation Management, 16. https://doi.org/10.1108/14601061311292878
Verhoef, P. C., Broekhuizen, T., Bart, Y., Bhattacharya, A., Qi Dong, J., Fabian, N., & Haenlein, M. (2021). Digital transformation: A multidisciplinary reflection and research agenda. Journal of Business Research, 122, 889–901. https://doi.org/10.1016/j.jbusres.2019.09.022
Vial, G. (2019). Understanding digital transformation: A review and a research agenda. The Journal of Strategic Information Systems, 28(2), 118–144. https://doi.org/10.1016/j.jsis.2019.01.003
Vieru, D., Bourdeau, S., Bernier, A., & Yapo, S. (2015). Digital Competence: A Multi-dimensional Conceptualization and a Typology in an SME Context. Proceedings of the Annual Hawaii International Conference on System Sciences, 2015, 4681–4690. https://doi.org/10.1109/HICSS.2015.557
Wang, J., Dong, X., & Dong, K. (2022). How does ICT agglomeration affect carbon emissions? The case of Yangtze River Delta urban agglomeration in China. Energy Economics, 111, 106107. https://doi.org/10.1016/j.eneco.2022.106107
Wiesböck, F., Li, L., Matt, C., Hess, T., & Richter, A. (2017). How Management in the German Insurance Industry Can Handle Digital Transformation. Doi: 10.7892/boris.105693.
Yoganathan, V., Osburg, V.-S., & Bartikowski, B. (2021). Building Better Employer Brands Through Employee Social Media Competence and Online Social Capital. Psychology and Marketing, 38. https://doi.org/10.1002/mar.21451
Yoo, T., de Wysocki, M., & Cumberland, A. (n.d.). Country Digital Readiness: Research to Determine a Country’s Digital Readiness and Key Interventions.
Yu, J., & Moon, T. (2021). Impact of Digital Strategic Orientation on Organizational Performance through Digital Competence. Sustainability, 13(17), Article 17. https://doi.org/10.3390/
su13179766
Zamany, A., & Khamseh, A. (2022). Identification of Influential Dimensions and Components of Technology Transfer with a focus on digital transformation. Journal of Technology Development Management, 10(3), 57-90. doi: 10.22104/jtdm.2023.5698.3032[In Persian]
Zhen, Z., Yousaf, Z., Radulescu, M., & Yasir, M. (2021). Nexus of Digital Organizational Culture, Capabilities, Organizational Readiness, and Innovation: Investigation of SMEs Operating in the Digital Economy. Sustainability, 13(2), Article 2. https://doi.org/10.3390/su13020720
Zhou, J., & George, J. (2003). Awakening Employee Creativity: The Role of Leader Emotional Intelligence. The Leadership Quarterly, 14, 545–568. https://doi.org/10.1016/S1048-9843(03)00051-1
Journal of Entrepreneurship Development
Volume 17, Issue 3
December 2024
Pages 223-252

Files

Share

How to cite

Statistics