Business Horizons最新文献_第5页

The characteristics of digital transformation leadership: Theorizing the practitioner voice 数字化转型领导力的特征：将实践者的声音理论化

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-29 DOI: 10.1016/j.bushor.2024.03.005

Pat McCarthy , David Sammon , Ibrahim Alhassan

引用次数: 0

The role of digital leaders’ emotional intelligence in mitigating employee technostress 数字领导者的情商在减轻员工技术压力方面的作用

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-29 DOI: 10.1016/j.bushor.2024.03.004

Titiana Ertiö , Taina Eriksson , Wendy Rowan , Stephen McCarthy

引用次数: 0

The digital transformation canvas: A conceptual framework for leading the digital transformation process 数字化转型画布：引领数字化转型进程的概念框架

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-29 DOI: 10.1016/j.bushor.2024.03.007

Gianluca Elia , Gianluca Solazzo , Antonio Lerro , Federico Pigni , Christopher L. Tucci

{"title":"The digital transformation canvas: A conceptual framework for leading the digital transformation process","authors":"Gianluca Elia , Gianluca Solazzo , Antonio Lerro , Federico Pigni , Christopher L. Tucci","doi":"10.1016/j.bushor.2024.03.007","DOIUrl":"10.1016/j.bushor.2024.03.007","url":null,"abstract":"<div><p>Digital transformation has garnered significant interest within the research and business communities, and has become an umbrella concept to address the multiple technological, strategic, operational, and leadership dimensions involved in digitally enabled organizational renewal. Such transformation spans beyond mere automation of existing practices to a radical change of business scope. Despite this increased attention, a shared understanding of exactly what digital transformation encompasses and how a digital transformation initiative can be defined and led is still underdeveloped. This article aims to contribute to this research gap by identifying the multifaceted conceptual and applied dimensions of digital transformation and integrating them into a single, unifying framework. Based on a synthesis of extensive yet fragmented literature and feedback from domain experts, we present a conceptual map (i.e., a canvas) for successful digital transformation initiatives. In addition, we identify the key elements through which one can lead implementation (i.e., roles, competencies, behaviors, and enablers). The article contributes both to academia—by advancing the meaning and constituent factors of digital transformation—and practitioners, with the formulation of a conceptual tool for managers engaged in a systemic design of digital transformation initiatives.</p></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 4","pages":"Pages 381-398"},"PeriodicalIF":5.8,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0007681324000454/pdfft?md5=4ad871d8151886ceeeddeeacfc380a55&pid=1-s2.0-S0007681324000454-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140405853","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Using dynamic capabilities to cope with digital transformation and boost innovation in traditional banks 利用动态能力应对数字化转型，促进传统银行的创新

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-29 DOI: 10.1016/j.bushor.2024.03.006

Gustavo de Paula Pereira , Janine Fleith de Medeiros , Camila Kolling , José Luis Duarte Ribeiro , Donato Morea , Gianpaolo Iazzolino

{"title":"Using dynamic capabilities to cope with digital transformation and boost innovation in traditional banks","authors":"Gustavo de Paula Pereira , Janine Fleith de Medeiros , Camila Kolling , José Luis Duarte Ribeiro , Donato Morea , Gianpaolo Iazzolino","doi":"10.1016/j.bushor.2024.03.006","DOIUrl":"10.1016/j.bushor.2024.03.006","url":null,"abstract":"<div><p>Financial institutions operate in a competitive, complex, and uncertain environment. A series of changes—many accelerated by the COVID-19 pandemic—demand innovative movements from the organizations that operate in the sector. The emergence of new business models (e.g., fintecs) requires a realignment of the capabilities of traditional organizations, such as banks. Indeed, internal adaptations and the formulation of market strategies focused on a digital user are part of the current narrative. But how can it be executed? This article explores the relationship between dynamic capabilities and digital transformation. In summary, we present insights about how dynamic capabilities can drive innovation in traditional financial institutions based on the challenges brought by digital transformation. Starting from a Brazilian case study, we identified that external and internal contextual factors—especially the political-legal environment and cultural and governance issues—are necessary for stimulating the dynamic capabilities that should be addressed for digital transformation. Finally, we propose a framework that summarizes how dynamic capabilities enable the guidance of traditional banks amid challenges caused by digital transformation.</p></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 4","pages":"Pages 317-330"},"PeriodicalIF":5.8,"publicationDate":"2024-03-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://www.sciencedirect.com/science/article/pii/S0007681324000442/pdfft?md5=b365777866a05090849b3dc712aba86f&pid=1-s2.0-S0007681324000442-main.pdf","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140399551","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

A framework of diversity, equity, and inclusion safeguards for chatbots 聊天机器人的多样性、公平性和包容性保障框架

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-21 DOI: 10.1016/j.bushor.2024.03.003

引用次数: 0

Beware of botshit: How to manage the epistemic risks of generative chatbots 当心 "僵尸屎"：如何管理生成式聊天机器人的认识风险

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-20 DOI: 10.1016/j.bushor.2024.03.001

{"title":"Beware of botshit: How to manage the epistemic risks of generative chatbots","authors":"","doi":"10.1016/j.bushor.2024.03.001","DOIUrl":"10.1016/j.bushor.2024.03.001","url":null,"abstract":"<div><p>Advances in large language model (LLM) technology enable chatbots to generate and analyze content for our work. Generative chatbots do this work by predicting responses rather than knowing the meaning of their responses. In other words, chatbots can produce coherent-sounding but inaccurate or fabricated content, referred to as <em>hallucinations</em>. When humans uncritically use this untruthful content, it becomes what we call <em>botshit</em>. This article focuses on how to use chatbots for content generation work while mitigating the <em>epistemic</em> (i.e., the process of producing knowledge) risks associated with botshit. Drawing on risk management research, we introduce a typology framework that orients how chatbots can be used based on two dimensions: response veracity verifiability and response veracity importance. The framework identifies four modes of chatbot work (<em>authenticated</em>, <em>autonomous</em>, <em>automated</em>, and <em>augmented</em>) with a botshit-related risk (<em>ignorance</em>, <em>miscalibration</em>, <em>routinization,</em> and <em>black boxing</em>). We describe and illustrate each mode and offer advice to help chatbot users guard against the botshit risks that come with each mode.</p></div>","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"67 5","pages":"Pages 471-486"},"PeriodicalIF":5.8,"publicationDate":"2024-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141528633","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Trajectories of AI technologies: Insights for managers 人工智能技术的发展轨迹：对管理者的启示

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-20 DOI: 10.1016/j.bushor.2024.03.002

引用次数: 0

Best Article Award: Business Horizons 2023 最佳文章奖：商业地平线 2023

IF 5.8 3区管理学

Business Horizons Pub Date : 2024-03-08 DOI: 10.1016/j.bushor.2024.02.011

引用次数: 0

Why is progress toward diverse representation so slow? Contrasting management practices’ prevalence versus effectiveness for achieving diverse representation 为什么实现多元化代表性的进展如此缓慢？对比管理实践在实现多元化代表权方面的普遍性和有效性

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-03-01 DOI: 10.1016/j.bushor.2024.02.012

Traci Sitzmann, Shoshana Schwartz

{"title":"Why is progress toward diverse representation so slow? Contrasting management practices’ prevalence versus effectiveness for achieving diverse representation","authors":"Traci Sitzmann, Shoshana Schwartz","doi":"10.1016/j.bushor.2024.02.012","DOIUrl":"https://doi.org/10.1016/j.bushor.2024.02.012","url":null,"abstract":"While a proliferation of management practices have been implemented in organizations in recent decades to create equitable and high performing workforces, there has been little to no progress toward diverse managerial representation during this timeframe. Our review contrasts the effectiveness of management practices for increasing diverse representation in management with how often these practices are utilized in organizations, centrally implicating ineffective management practices for the slow pace of change in diversifying managerial ranks. Specifically, we unveil that organizations predominantly implement ineffective and counterproductive practices that undermine managerial diversity while infrequently implementing practices that increase managerial diversity. For example, paid diversity roles (e.g., chief diversity officer), formal mentoring programs, and DEI-focused recruitment are among the most effective practices but are infrequently implemented in organizations. In contrast, diversity and harassment training and grievance procedures are frequently utilized in organizations but are negatively related to diverse representation. We also provide examples of organizations implementing multiple effective practices and making meaningful progress toward diversifying their workforces.","PeriodicalId":48347,"journal":{"name":"Business Horizons","volume":"102 1","pages":""},"PeriodicalIF":7.4,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140054853","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Pledging of shares by controlling shareholders and implications for foreign institutional investors 控股股东的股份质押及对外国机构投资者的影响

IF 7.4 3区管理学

Business Horizons Pub Date : 2024-02-23 DOI: 10.1016/j.bushor.2024.02.009

Nupur Pavan Bang, Nandil Bhatia, Sougata Ray, Kavil Ramachandran

引用次数: 0