Toward Digital Transformation and Business Model Innovation: The Nexus between Leadership, Organizational Agility, and Knowledge Transfer
Abstract
:1. Introduction
2. Theoretical Framework and Hypotheses Development
2.1. Digital Transformation Leadership (DTL) and Digital Transformation (DTR)
2.2. Digital Transformation Leadership (DTL) and Business Model Innovation (BMI)
2.3. Digital Transformation Leadership (DTL) and Organizational Agility (OAG)
2.4. Organizational Agility (OAG) and Digital Transformation (DTR)
2.5. Organizational Agility (OAG) and Business Model Innovation (BMI)
2.6. The Moderating Role of Knowledge Transfer (KTR)
3. Methodology
3.1. Sampling and Data Collection
3.2. Measurements
3.3. Analysis
4. Results
5. Discussion of Results
6. Conclusions and Implications
7. Limitations and Future Research
Author Contributions
Funding
Institutional Review Board Statement
Informed Consent Statement
Data Availability Statement
Conflicts of Interest
Appendix A
Digital Transformation Leadership | |
1. | Our leaders inspire all members with the digital transformation plans for our organization. |
2. | Our leaders provide a clear digital transformation vision for the organization’s members to follow. |
3. | Our leaders motivate team members to work together for the same digital transformation goals. |
4. | Our leaders encourage all members to achieve digital transformation goals for our organization. |
5. | Leaders in my organizations act by considering the digital transformation beliefs of all members. |
6. | Our leaders stimulate all members to think about digital transformation ideas. |
Organizational Agility | |
7. | We can rapidly respond to customers’ and government’s needs. |
8. | We can rapidly adapt production, process, and activities to meet demand fluctuations. |
9. | We can cope with problems from suppliers and partners rapidly. |
10. | We rapidly implement decisions to face market and government changes. |
11. | We continuously search for forms to reinvent or redesign our organization. |
12. | We see the market and government changes as opportunities for rapid capitalization and growth. |
Digital Transformation | |
13. | In my organization, we aim to digitalize everything that can be digitalized. |
14. | In my organization, we collect large amounts of data from different sources. |
15. | In my organization, we aim to create more robust networking with digital technologies between the different business processes. |
16. | In my organization, we aim to enhance an efficient customer interface with digitality. |
17. | In my organization, we aim at achieving information exchange with digitality. |
Business Model Innovation | |
18. | In my organization, business model innovation requires enhancing the components of the entire business model. |
19. | In my organization, business model innovation requires evaluating and changing in the business model components. |
20. | In my organization, the business model changes have helped us gain a competitive advantage. |
21. | In my organization, business model innovation is derived from the strategy. |
22. | In my organization, business model innovation is driven by market needs and circumstances. |
23. | In my organization, there is/are team(s) that are involved in business model experimentation and innovation. |
24. | In my organization, in-depth analysis takes place before starting to change the business model. |
Knowledge Transfer | |
25. | In my organization, knowledge sharing contributes to the improvement of our knowledge level. |
26. | In my organization, sharing knowledge with colleagues is faster than doing work on our own. |
27. | I am always willing to share my knowledge with my colleagues. |
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Variable | Frequency | Percentage | |
---|---|---|---|
Gender | Male | 108 | 53.5% |
Female | 94 | 46.5% | |
Age | 18–25 | 41 | 20.3% |
26–35 | 75 | 37.1% | |
36–45 | 64 | 31.7% | |
46 and above | 22 | 10.9% | |
Educational Level | High school | 8 | 4% |
Bachelor | 105 | 52% | |
Master | 52 | 25.7% | |
PhD | 33 | 16.3% | |
Other | 4 | 2% |
Constructs | Indicators | Outer Loadings | Alpha | Rho A | CR | AVE |
---|---|---|---|---|---|---|
Digital Transformation Leadership | DTL1 | 0.816 | 0.752 | 0.831 | 0.758 | 0.729 |
DTL2 | 0.841 | |||||
DTL3 | 0.845 | |||||
DTL4 | 0.956 | |||||
DTL5 | 0.711 | |||||
DTL6 | 0.824 | |||||
Organizational Agility | OAG1 | 0.851 | 0.863 | 0.851 | 0.854 | 0.722 |
OAG2 | 0.813 | |||||
OAG3 | 0.872 | |||||
OAG4 | 0.745 | |||||
OAG5 | 0.799 | |||||
OAG6 | 0.701 | |||||
Digital Transformation | DTR1 | 0.863 | 0.880 | 0.895 | 0.847 | 0.581 |
DTR2 | 0.823 | |||||
DTR3 | 0.815 | |||||
DTR4 | 0.708 | |||||
DTR5 | 0.877 | |||||
Business Model Innovation | BMI1 | 0.750 | 0.812 | 0.882 | 0.851 | 0.573 |
BMI2 | 0.809 | |||||
BMI3 | 0.832 | |||||
BMI4 | 0.848 | |||||
BMI5 | 0.755 | |||||
BMI6 | 0.717 | |||||
BMI7 | 0.862 | |||||
Knowledge Transfer | KTR1 | 0.891 | 0.781 | 0.769 | 0.710 | 0.645 |
KTR2 | 0.886 | |||||
KTR3 | 0.705 |
DTL | OAG | DTR | BMI | |
---|---|---|---|---|
DTL | ||||
OAG | 0.723 | |||
DTR | 0.611 | 0.625 | ||
BMI | 0.703 | 0.619 | 0.732 | |
KTR | 0.675 | 0.730 | 0.571 | 0.721 |
Effects | Relations | β | t-Statistics | Ƒ2 | Decision |
---|---|---|---|---|---|
Direct | |||||
H1 | DTL → OAG | 0.213 | 4.682 *** | 0.131 | Supported |
H2 | OAG → DTR | 0.372 | 5.725 *** | 0.145 | Supported |
H3 | OAG → BMI | 0.215 | 2.747 ** | 0.078 | Supported |
Interaction | |||||
H4 | OAG*KTR → BMI | 0.348 | 1.171 * | 0.161 | Supported |
R2OAG = 0.36/Q2OAG = 0.17 R2DTR = 0.55/Q2DTR = 0.28 R2BMI = 0.62/Q2BMI = 0.41 SRMR: 0.025; NFI: 0.917 * 0.05, ** 0.01, *** 0.001. |
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Ramadan, M.; Bou Zakhem, N.; Baydoun, H.; Daouk, A.; Youssef, S.; El Fawal, A.; Elia, J.; Ashaal, A. Toward Digital Transformation and Business Model Innovation: The Nexus between Leadership, Organizational Agility, and Knowledge Transfer. Adm. Sci. 2023, 13, 185. https://doi.org/10.3390/admsci13080185
Ramadan M, Bou Zakhem N, Baydoun H, Daouk A, Youssef S, El Fawal A, Elia J, Ashaal A. Toward Digital Transformation and Business Model Innovation: The Nexus between Leadership, Organizational Agility, and Knowledge Transfer. Administrative Sciences. 2023; 13(8):185. https://doi.org/10.3390/admsci13080185
Chicago/Turabian StyleRamadan, Muhieddine, Najib Bou Zakhem, Hala Baydoun, Amira Daouk, Samia Youssef, Abir El Fawal, Jean Elia, and Ahmad Ashaal. 2023. "Toward Digital Transformation and Business Model Innovation: The Nexus between Leadership, Organizational Agility, and Knowledge Transfer" Administrative Sciences 13, no. 8: 185. https://doi.org/10.3390/admsci13080185