Research Article
How Digital Transformational Leadership Promotes Digital Creativity: A Dual-path Mediation Model
Rui Xia
,
Liang Hou*
Issue:
Volume 12, Issue 4, December 2024
Pages:
107-115
Received:
23 September 2024
Accepted:
3 October 2024
Published:
29 October 2024
Abstract: This study explores the dual-path mechanisms for the influence of digital transformational leadership on employees’ digital creativity. A questionnaire survey of 300 knowledge-based employees in several Chinese firms was conducted, and 219 valid questionnaires were obtained. We conducted structural equation modeling using Mplus to analyze our data. The results show that digital transformational leadership has a significant positive effect on digital creativity. Openness to change and change self-efficacy mediates the relationship between digital transformational leadership and digital creativity. Importantly, openness to change and change self-efficacy play a chain mediating role in the effect of digital transformational leadership on digital creativity—that is, digital transformational leadership increases their openness to change and change self-efficacy, which in turn contributes to their digital creativity. By enriching research in the field of creativity, this study is also instructive for guiding and promoting employees’ digital creativity.
Abstract: This study explores the dual-path mechanisms for the influence of digital transformational leadership on employees’ digital creativity. A questionnaire survey of 300 knowledge-based employees in several Chinese firms was conducted, and 219 valid questionnaires were obtained. We conducted structural equation modeling using Mplus to analyze our data....
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Research Article
Contributing to Organizational Performance Through Digital Human Resource Management
Issue:
Volume 12, Issue 4, December 2024
Pages:
108-119
Received:
10 October 2024
Accepted:
5 November 2024
Published:
26 November 2024
DOI:
10.11648/j.jhrm.20241204.12
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Abstract: Organizations have embraced digitalization as a way of optimizing their processes, specially the one related to human resource management since it helps ensuring organizations remain effective and competitive. In the Cuban context, digitalization is conceived within the National Development Plan until 2030 and the Comprehensive Policy for the Improvement of the Informatization of Society in Cuba facilitating its rapid dissemination and adoption in different sectors. However, little attention has been paid to subject of digital Human Resource Management (HRM) in Cuban institutions. This article aims at providing scientific evidence concerning the implementation of digital HRM in a Cuban institution, specifically at Universidad Central “Marta Abreu” de Las Villas. In order to conduct the study, it was necessary to divide it into two parts: one related to the identification of the theoretical and methodological foundations concerning the digitalization of HRM worldwide and within the Cuban context and the second part was devoted to the software development process. In both cases methods such as literature review, historical-logical, analysis and synthesis, participant observation and interviews were applied. As a result, the software P.R.O.G.R.E.S.S was developed, successfully validated by the Human Resources Directorate personnel who highlighted its contributions to the university´s organizational performance since it helps fostering a culture of mentorship by pairing less experienced instructors with seasoned faculty members; creating initiative programs for faculties that excel in teaching, research or community engagement; and facilitating benchmarking against institutions by providing comprehensive reports on faculty achievements. Some suggestions are given for further research.
Abstract: Organizations have embraced digitalization as a way of optimizing their processes, specially the one related to human resource management since it helps ensuring organizations remain effective and competitive. In the Cuban context, digitalization is conceived within the National Development Plan until 2030 and the Comprehensive Policy for the Impro...
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