TY - JOUR
T1 - Digital workplace and organization performance
T2 - Moderating role of digital leadership capability
AU - Chatterjee, Sheshadri
AU - Chaudhuri, Ranjan
AU - Vrontis, Demetris
AU - Giovando, Guido
N1 - Funding Information:
The present work, in this vein, has developed and validated a theoretical model. Our research has demonstrated that IT capability and dynamic innovation ability at the digital workplace and an organization's dynamic digital workplace policy could positively impact employee performance and the employees’ work-life balance even during the COVID-19 pandemic. These results were also supplemented by another study ( Fletcher & Griffith, 2020 ). We also show that, with the influence of leadership to digitally transform the workplace, employee performance as well as the employee work-life balance could improve the organizational performance. This concept has been supported by a study by Skare and Soriano (2021) . Thus, the present study has highlighted that if an organization can improve the IT capability at the digital workplace and dynamic innovation capability, supported by a digital workplace policy, it would positively improve the employee work-life balance and organization performance. It helps to address the RQ1. The current study has also suggested that by improving dynamic capabilities, the organization could improve employee performance as well as employee work-life balance, which in turn could improve the organizational performance, provided the support of digital leadership capability can be properly ensured. These findings have been able to address RQ2 and RQ3. We have also observed in the multigroup analysis that the effect of digital leadership capability (DLC) is significant on the relationships covered by H4 and H5a. Now, this will be synthesized with the help of two graphs ( Fig. 3 and Fig. 4 ). Fig. 3 represents the effects of Strong and Weak DLC on H4, and Fig. 4 shows such effects on H5a.
Publisher Copyright:
© 2023 The Authors
PY - 2023/1/1
Y1 - 2023/1/1
N2 - Since the onset of the COVID-19 pandemic, many organizations have permitted their employees to work from anywhere, giving rise to the phenomenon of the digital workplace, which enables employees to do their work by connecting, communicating, and collaborating with other employees. Organizations’ dynamic capabilities play a major role in enabling this transformation of the workplace. As the situation is so recent, there is considerable interest amongst researchers, practitioners, academicians, and policymakers to understand the role of organizations’ dynamic capability in digital transformation of the workplace, as well as the role of digital leadership in improving organization performance and enabling the digital transformation process to happen. Therefore, this study investigates the influence of digital workplace on organization performance and the moderating role of digital leadership capability in digitally transforming the workplace. We developed a research model from our review of the literature review and dynamic capability view (DCV) theory, and then we validated it using the PLS-SEM technique on a sample of 335 respondents from different types of organizations that have embarked on the digital transformation journey. The study finds that the dynamic capabilities of organizations have a significant and positive influence on the digital transformation of the workplace, which in turn improves the employees’ work-life balance resulting better employee performance and superior organization performance. The study also highlights the significant role that digital leadership plays in the digital transformation of the workplace.
AB - Since the onset of the COVID-19 pandemic, many organizations have permitted their employees to work from anywhere, giving rise to the phenomenon of the digital workplace, which enables employees to do their work by connecting, communicating, and collaborating with other employees. Organizations’ dynamic capabilities play a major role in enabling this transformation of the workplace. As the situation is so recent, there is considerable interest amongst researchers, practitioners, academicians, and policymakers to understand the role of organizations’ dynamic capability in digital transformation of the workplace, as well as the role of digital leadership in improving organization performance and enabling the digital transformation process to happen. Therefore, this study investigates the influence of digital workplace on organization performance and the moderating role of digital leadership capability in digitally transforming the workplace. We developed a research model from our review of the literature review and dynamic capability view (DCV) theory, and then we validated it using the PLS-SEM technique on a sample of 335 respondents from different types of organizations that have embarked on the digital transformation journey. The study finds that the dynamic capabilities of organizations have a significant and positive influence on the digital transformation of the workplace, which in turn improves the employees’ work-life balance resulting better employee performance and superior organization performance. The study also highlights the significant role that digital leadership plays in the digital transformation of the workplace.
KW - Digital leadership
KW - Digital workplace
KW - Dynamic capability
KW - Innovation
KW - IT capability
KW - Organization performance
KW - Policy
KW - Work-life balance
UR - http://www.scopus.com/inward/record.url?scp=85147268764&partnerID=8YFLogxK
U2 - 10.1016/j.jik.2023.100334
DO - 10.1016/j.jik.2023.100334
M3 - Article
AN - SCOPUS:85147268764
SN - 2530-7614
VL - 8
JO - Journal of Innovation and Knowledge
JF - Journal of Innovation and Knowledge
IS - 1
M1 - 100334
ER -