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PurposeArtificial intelligence (AI) is one of the latest digital transformation (DT) technological trends the university library can use to provide library users with alternative educational services. AI can foster intelligent decisions for retrieving and sharing information for learning and research. However, extant literature confirms a low adoption rate by the university libraries in using AI to provide innovative alternative services, as this is missing in their strategic plan. The research develops (AI-LSICF) an artificial intelligence library services innovative conceptual framework to provide new insight into how AI technology can be used to deliver value-added innovative library services to achieve digital transformation. It will also encourage library and information professionals to adopt AI to complement effective service delivery.Design/methodology/approachThis study adopts a qualitative content analysis to investigate extant literature on how AI adoption fosters innovative services in various organisations. The study also used content analysis to generate possible solutions to aid AI service innovation and delivery in university libraries.FindingsThis study uses its findings to develop an Artificial Intelligence Library Services Innovative Conceptual Framework (AI-LSICF) by integrating AI applications and functions into the digital transformation framework elements and discussed using a service innovation framework.Research limitations/implicationsIn research, AI-LSICF helps increase an understanding of AI by presenting new insights into how the university library can leverage technology to actualise innovation in service provision to foster DT. This trail will be valuable to scholars and academics interested in addressing the application pathways of AI library service innovation, which is still under-explored in digital transformation.Practical implicationsIn practice, AI-LSICF could reform the information industry from its traditional brands into a more applied and resolutely customer-driven organisation. This reformation will awaken awareness of how librarians and information professionals can leverage technology to catch up with digital transformation in this age of the fourth industrial revolution.Social implicationsThe enlightenment of AI-LSICF will motivate library professionals to take advantage of AI's potential to enhance their current business model and achieve a unique competitive advantage within their community.Originality/valueAI-LSICF development serves as a revelation, motivating university libraries and information professionals to consider AI in their strategic plan to enable technology to support university education. This act will enable alternative service delivery in the face of unforeseen circumstances like technological disruption and the present global COVID-19 pandemic that requires non-physical interaction.

Purpose The purpose of this paper is to discuss digital transformation and its four trajectories – digital technology, digital strategy, customer experience and data-driven business models – that could shape the next generation of services. This includes a discussion on whether both the market and organizations are all ready for the digital change and what are the opportunities that will enable firms to create and capture value though new business models. Design/methodology/approach Providing services is a proven and effective way to secure a competitive position, deliver long-term stable revenues and open up new market opportunities. However, it is also clear that some organisations are struggling to digitally transform. Therefore, the commentary provides a brief insight into how firms explore the possibilities of digital transformation and navigate these uncharted waters. Findings Today’s digital technologies affect the organisation outside and in, enabling the creation of new business models and transforming the customer experience. The incumbents are acutely aware that they need to transform strategically – to build new networks and value chains. Originality/value This commentary extends earlier work exploring the digital disruption within services to highlight a number of connected areas: the challenges and opportunities of digital transformation at a strategic level, as well as understanding and enhancing the customer experience and seeing how new data-driven business models can underpin service transformation.

PurposeIn the context of the digital economy, information technology (IT) investment has become a necessary way for enterprises to transform digitally. However, why and how IT investment can enhance digital transformation is lacking in the literature. Based on the resource-based view (RBV), this study explored the impact mechanism of IT infrastructure on the digital transformation of enterprises from the perspective of the digital transformation strategy. Further, this study examined the moderating role of top management on the relationships between IT infrastructure and digital transformation strategy and between digital transformation strategy and enterprise's digital transformation.Design/methodology/approachThrough a questionnaire survey of Chinese enterprises, 180 sample data were collected, and the partial least squares-structural equation modeling (PLS-SEM) method was used to test the hypothesis.FindingsDigital transformation strategy fully mediates the relationship between IT infrastructure and enterprise digital transformation. Furthermore, top management has a significant positive moderating effect on the relationship between IT infrastructure and digital transformation strategy, as well as the relationship between digital transformation strategy and digital transformation.Originality/valueThis study explores the moderating role of top management in the relationship between IT and enterprise performance, as well as the mediating role of digital transformation strategy in the relationship between IT infrastructure investment and digital transformation performance. As a result, the study adds significantly to the body of knowledge on IT business value, digital transformation and strategic management. The authors' findings can help update managers' perceptions of IT value and provide theoretical guidance on deriving digital transformation performance from IT infrastructure investments.

Digital transformation, a term introduced to talk about the various changes in business and society due to the increased usage of digital technologies, has recently gained much attention both in research and in practice. However, an analysis of 41 digital transformation frameworks following a developmental literature review shows that several areas can be expanded upon. We propose a novel framework that deals with the underrepresented areas by consolidating the various concepts found in the literature, explicitly including the role of society, highlighting the evolution over time, and including the drivers of digital transformation that we classified into 23 ‘digital transformation interactions’ across six categories. This novel perspective contributes to our macro-understanding of digital transformation and can be used as a lens for further research to generate fresh insights into unanswered research avenues. Ultimately, this paper can be the first step towards a unified understanding of digital transformation.

Digital technologies are radically changing how established organizations design novel services. Digital transformation (DT) strategies are executed to manage the transition from product-centric to service-centric business models based on digital technologies. However, little is known about what configurations of DT strategies lead to successful digital service innovation (DSI) in established organizations. We employ fuzzy-set Qualitative Comparative Analysis on a set of 17 case studies of DT strategies from established organizations with different industry backgrounds. We identify several distinct configurations of DT strategies that lead to successful and unsuccessful DSI. Based on these configurations, we deduce that the threat of digital disruption negatively impacts an organization’s innovation activities. Furthermore, we find that strategic partnerships can be leveraged by organizations that face an imminent threat of digital disruption while organizations with competitive advantages may rely on “do-it-yourself” approaches. Lastly, we find that the involvement of a C-level executive is a necessary requirement for successful DSI. Our results contribute to theory by integrating research on DSI and DT, providing a perspective on DSI failure, and employing a configurational research approach that allows us to highlight interdependencies between factors as well as insights into the individual factors. Furthermore, we provide actionable recommendations for executives.

PurposeThe purpose of this paper is to investigate the relations between the digital transformation of manufacturing enterprises and enterprise innovation to provide inspiration for promoting the digitization and upgrading of China's manufacturing industry and facilitate enterprises' innovative development.Design/methodology/approachBased on a panel data of 584 listed manufacturing companies in China from 2016 to 2020, and using a fixed effects approach, this paper empirically examines the impact of digital transformation on corporate innovation in manufacturing enterprises, as well as examining the influential mechanisms and heterogeneity.FindingsThe research shows that the digital transformation of manufacturing enterprises has effectively improved the innovation capacity of enterprises and verifies different situations through heterogeneity. At the same time, the research clarifies the mediating effect of the innovation investment mechanism, cost control mechanism, and profit guarantee mechanism on the relations between the digital transformation of manufacturing enterprises and the innovation capacity of enterprises.Originality/valueBased on Chinese manufacturing enterprise samples, this paper empirically tests the influential mechanism of digital transformation on the innovation capability of manufacturing enterprises, therefore clarifying the main mediating effects. This paper could provide inspiration for manufacturing companies to make good use of digital transformation rules according to their own situation and improve their innovation capabilities, thereby enhancing competitiveness in the digital economy era.

PurposeIn the digital age, companies require leaders to foster digital transformation entrepreneurship, i.e. the organisational attitude and orientation of the creation of a new business or the development of an existing business by having at the core or embracing digital transformation as the continuous development and application of digital knowledge for companies' value creation. This paper identifies six critical competencies distinguishing the transformative leadership profile supporting enterprises' digital transformation development.Design/methodology/approachThe paper, through a critical literature review focussing on three research streams, i.e. wise, transformative and digital leadership, addresses the following research question: What competencies characterise a digital transformative leader promoting and encouraging digital transformation entrepreneurship? Methodologically, first, explorative analysis of the literature has been carried out exploring the role and relevance of leadership in driving companies' digital transformation. Second, focussing on the three leadership perspectives, wise, transformative and digital, the critical features distinguishing each view have been identified. A set of hypotheses has been formulated to develop a framework to profile a digital transformative leader. In the third stage, the framework of the digital transformative leadership compass has been developed.FindingsThe paper profiles the digital transformative leader, a critical figure in companies competing in the digital age to nurture digital transformation entrepreneurship. Six specific competencies are synthesised and proposed throughout the transformative leadership compass. It is presented as an interpretative framework helpful to understand what affects the organisational culture and behaviours driving digital transformation. The proposed model defines theoretical foundations to operationalise an assessment framework and developing empirical research about leadership characteristics hampering and enabling successful companies' digital transformation.Originality/valueThe study proposes a novel framework based upon a critical analysis of the leadership literature. Combining insights gathered from the literature review on transformative, wise and digital leadership, the need for nurturing a transformative digital leadership allowing enterprises to stay competitive and able to change and adapt to the scenario's evolution emerged. Accordingly, the paper defines the digital transformative leader as a leadership profile sustaining organisational and digital transformation. The transformative leadership compass is proposed as a model to outline the critical competencies distinguishing a digital transformative leader capable of driving continuous company innovation and specifically digital transformation entrepreneurship.

Purpose The challenges of digital transformation (DT) have gained attention from both academics and practitioners, as more manufacturing companies are seeking digital technology implementation. This study, therefore, aims to identify the challenges of DT in manufacturing companies and propose new research directions. Design/methodology/approach A systematic literature review considering 176 articles (published between 2003 and 2019) was used to build a conceptual framework of DT. Findings A systematized view of challenges regarding organizational commitment, value creation, value proposition, value delivery, value capture, information and technology infrastructure and data security were identified. Moreover, a conceptual framework was developed to summarize the challenges and how they are associated with the business model value architecture and with the DT phases. Research opportunities for future research were also identified, contributing to the advancement of the topic. Originality/value First, the study provides a categorization of the main challenges of DT in manufacturing companies. Second, it identifies research gaps and future research avenues; and finally, it proposes a conceptual framework that aims to support more rigorous studies and guide management decisions regarding an integrative understanding of DT.

Purpose: The new competitive environment characterized by innovation and constant change is forcing a new organizational behavior. This requires a digital transformation of SMEs based on collective performance determinants. SMEs have particular characteristics that differentiate them from large companies and a model that allows them to identify, leverage and develop their digital capabilities can help them to advance in digital maturity. Design/methodology/approach: An in-depth review of the existing literature on digital transformation and organizational competence was carried out on Scopus and Web of Science to identify the digital challenges faced by SMEs, and what digital capabilities they have to develop to face these challenges. In order to obtain the necessary information for the refinement of organizational competence for digital transformation model, six experts were interviewed; three of them are academics and the other three are professionals with management responsibilities in SMEs. We used semi-structured interviews, to keep the interviews focused and facilitate cross-data analysis between experts. In addition, it allowed us the possibility of analyzing new relevant aspects that could arise during the interview. Findings: As a result of this study we have developed a refined model of organizational competence for digital transformation that allows SMEs to identify and develop the digital capabilities necessary to advance in the digital transformation, refined with the opinions of six experts consulted. We were able to observe the importance of organizational learning and organizational knowledge to advance the digital transformation of SMEs. Originality/value: The developed model is useful for SME managers to know what the initial starting situation is, what the digital gaps are and to be able to plan the actions to develop the necessary digital capabilities to advance towards digital maturity.

Digital technologies are considered as factors that accelerate the pace of innovation and increase the firm’s innovation performance. However, few studies have investigated whether this claim is conditioned by other elements that contribute to innovation. Furthermore, firms increasingly rely on external knowledge sources to expand their internal knowledge base for the development of innovations. In this context, absorptive capacity can be considered as an essential organizational capability to embrace adoption of digital technologies and enhance their positive effect on innovation performance. This paper builds on this discussion and studies the contribution of digital capacity on innovation performance, proposing the mediating role of absorptive capacity in the context of the digital transformation. It uses evidence from an extensive Greek survey in 1014 manufacturing firms and analyzes the complex relationships underlying the role of digital transformation to innovation. The contribution of the paper is two-fold: (i) it provides a deeper insight into the underlying mechanisms through which firms can leverage their digital capacity to accelerate innovation, and (ii) it highlights the important mediating role of absorptive capacity in enhancing the positive effects of digitalization indicating that digital capacity is not an unquestionable asset for innovation performance. Accordingly, our results show a positive direct contribution of digital capacity to innovation performance, which is enhanced in the presence of absorptive capacity as a mediator. In fact, the indirect effect of digital capacity to innovation performance through absorptive capacity is stronger. These findings present important policy implications, as there is need for improvement in other innovation-related aspects of the business ecosystem to efficiently address the challenge of digital transformation, such as R&D efforts, training, interaction among actors, and building of communities of practice.