Search Results (3)

The aim of this paper is to fill the identified gap in the literature regarding mapping key values within Leadership 5.0. Our study indicates that Leadership 5.0 (L5.0) shows a transformative shift in leadership, demanding innovative leaders to adopt agile and digital mindsets, hence fostering innovation whilst balancing human and technological needs in Industry 5.0 settings. Developing people-centric leadership skills is critical in order to build collaborative innovation between humans and machines. In this way, human expertise is integrated with technology, to drive future-ready organizations. Findings show that L5.0 prioritizes continuous learning environments to adapt to rapidly evolving challenges. This ensures that organizations are agile, resilient, and ready for the future. L5.0 recognizes that intellectual capital—driven by human creativity, emotional intelligence, and collaboration—is essential for sustainable innovation in the digital shift. This paper’s theoretical contribution is a conceptual analysis of L5.0. We present a comprehensive and actionable conceptual model for mapping L5.0. We identify five key L5.0 pillars from the literature: human-centric leadership, future readiness and adaptability, a sustainability and ethics focus, collaboration and inclusion values and an innovation and experimentation approach to leadership. We develop a 30-item L5.0 survey instrument, anchored in the literature, and we conduct initial pilot testing for item clarification. The survey instrument application can provide valuable management insights: a road map for assessing the presence and maturity level of L5.0 in organizations. Full article

The challenges of the fourth industrial revolution faced by project managers are not only related to continuous adaptation to new technologies and the application of the optimal technical solution within each project but also imply the implementation of systemic changes in project management practice. There is no clear evidence in the literature about project management effectiveness in the digital economy or readiness for digital transformation in project-oriented organizations. The purpose of this paper is to identify the influence of intellectual capital components on project management effectiveness in the context of changes that are stimulated by digitalization, as well as the indirect impact of the company’s readiness for digital transformation. Using 147 fully matched pairs of questionnaires collected from project managers and end-users of construction projects, it is proven that digital transformation readiness is relevant as a mediator and moderator between intellectual capital components and project management effectiveness. The contribution of this research is reflected in highlighting the importance of assessing project management effectiveness in order to assure project success. The digital transformation readiness of project-oriented organizations is an important element for increasing project team motivation, building trust, and developing effective communication channels. Full article

This study aims to examine the effect of global market orientation strategy on the performance of Indonesian Higher Education Institutions. Furthermore, it investigates whether this relationship is mediated by intellectual capital readiness and open innovation. This is a quantitative study employing a multi-mediation research model conceptualizing the relationship among the five constructs. This study employs a resource-based view to explain the relationships among constructs and partial least squares-structural equation modeling to test the hypotheses studied. A sample of 119 schools/faculties, derived from the 50 best state and private institutions in Indonesia and based on the Webometrics 2021, was used. This research reveals the following main results. First, intellectual capital readiness fully mediates the influence of global market orientation strategy on the institutions’ performances. Second, open innovation does not mediate the effect of global market orientation strategy on institutions’ performances. This study is the first attempt to understand how global market orientation strategy enhances institutions’ performances via intellectual capital readiness and open innovation. This study reveals the insignificant effect of open innovation on performance. Thus, the main implication of these findings is that institutions need to downstream their innovations to the community for future performance and communities’ benefits. The applied execution does matter in the open innovation–institution performance relationship. Full article