Corporate Education for Digital Transformation in the Semiconductor Industry: Proactive Consideration in Early Implementation Phase

Abstract

Contribution: This study addresses the gap in understanding the practical context of corporate education for Digital Transformation (DT) within the semiconductor industry. Background: The COVID-19 pandemic accelerated global digital transformation initiatives, with South Korea’s semiconductor industry implementing comprehensive DT education programs since 2020. However, its practical and empirical influence and limitations have never been rigorously examined. Research Question: What impact, barriers and improvement strategies do DT education programs have on individual and organizational DT competencies in the semiconductor industry? Methodology: Employing a qualitative research design, in-depth interviews were conducted with 20 employees from diverse job roles and educational backgrounds within the semiconductor industry. Findings: The research reveals that while general DT education improves digital literacy and fosters individual and team-level innovation, this is often realized through small-scale digital transformation initiatives. However, significant challenges hinder further potential, including short-term performance evaluation frameworks, restrictive IT policies, a lack of advanced, role-specific training, and insufficient understanding of DT concepts and strategies among organizational leaders. To address these challenges, the study recommends refining evaluation systems, easing policy constraints, and tailoring training programs to specific roles. Additionally, it emphasizes the importance of leadership-focused DT education to enhance leaders’ understanding of digital transformation, enabling them to better guide and support organizational initiatives. These measures aim to amplify the practical applications of DT efforts, fostering sustained organizational growth and innovation. Limitation and Future Work: This study faces several limitations, including an industry bias toward semiconductors, a short observation period, subjective self-reported data, inconsistent program implementation, and limited measures of organizational performance. Future research could address these gaps by conducting cross-industry comparisons, long-term assessments, quantitative ROI analyses, and investigations of leadership training and organizational culture.