Special Issue On: Managing Digital Agility
Submission Due Date8/31/2023
Guest EditorsManish Gupta
School of Management, Mahindra University, India
(
manish.gupta@mahindrauniversity.edu.in)
Jatinder Kumar Jha
XLRI-Xavier School of Management, Jamshedpur, India
(
jatinderkj@xlri.ac.in)
IntroductionIn recent years, the economies in the world have been facing turbulency in the environment which is characterized by high volatility, uncertainty, complexity, and ambiguity (VUCA world; Bennet and Lemoine, 2014; Millar et al., 2018). To survive, sustain and achieve sustained competitive advantage, organizations need to respond by emphasizing digital transformation and hence becoming agile. Firms across industries have experienced multiple business challenges related to managing digital agility owing to the advancement of blockchain technology, integration of artificial intelligence (e.g., metaverse and others), rapid digit transformation of business processes, and disturbances caused by the COVID-19 pandemic, most of the firms realized the urgency to focus on the digital transformation of various business processes. Agility can be defined as the ability of the firm to sense its environment and respond to the potential areas of argumentation. Further, IT can be used by organizations to develop dynamic capabilities to build digitally agile firms (Grover, 2022).
Digital agility refers to "the capability of the firm to capitalize on the opportunities and threats induced by generative digital technologies under constrained or unfolding time frames" (Salmela et al., 2022). Digital agility takes place at four levels based on the unit of emphasis: organization, industry, individual, and society. The highest unit that can be digitally agile is the organization hence, organizational digital agility (Salmela et al., 2022). As change is omnipresent, there would be the need for workforce, organizational, and leadership digital agility in making the organization agile. Digital technologies capability plays a major role along with relational capability and innovation capability in affecting the agility of the organization, which further impacts the performance (financial performance, product innovation, and process innovation (Troise et al., 2022). Digital agility has the potential to affect various individual and organizational level outcomes.
Excessive pressure on firms for digital transformation has resulted in the search for effective strategies to manage digital agility. Being one among various recent business transformations, digital transformation has been hindered by many problems such as managing digital agility to handle the un-intending outcomes of digital transformation (e.g., ethical issues, layoffs, high failure rate), lack of digital competencies, inefficient knowledge management system for handling digital agility, lack of organizations' digital agility and absence of adequate support from management. Therefore, the digital agility domain requires extensive research attention to explore the strategies to manage digital transformations through digital agility. Moreover, digital agility needs further refinement in its conceptualization and measurement.
ObjectiveThis special issue is aimed at exploring and examining the opportunities and challenges associated with digital agility. It seeks to explore the application of digital agility across management disciplines like human resource management, marketing, operations management, information technology, and others. Special issue encourages the researchers to focus on conceptualizations of digital agility (i.e., sound theoretical explanation) and various triggers and hindrances of digital agility, particularly in the post-pandemic business context. Manuscripts focusing on the dark side of digital agility management are particularly welcome.
The articles are expected to follow one of the following methodologies: conceptual, critical & systematic (meta) reviews, qualitative, quantitative, and mixed methods. In that, quantitative articles should provide strong evidence of causality by using the diary, action research, experimental, and other such methods.
Recommended Topics- Conceptualization, antecedents, and outcomes of digital agility firms
- Contribution of digital agility in digital transformation: Multiple stakeholders' perspective
- Dark side of digital agility (e.g., unintended effect of digital agility like poor performances of employees, poor performance of firm, failure rate, ethical issues, etc.)
- Contribution of digital agility in managing human resources, marketing, and business operations. (e.g., how digital agility would affect the outcomes of various business processes like supply chain, operation management, marketing, human resource management, and others)
- Challenges in developing and managing digital agility
- Factors affecting agility of information systems and its effectiveness
- Role of leadership in digital transformation and managing digital agility
- Possible inter-linkages between digital agility and human resource management system (e.g., competence required for digital transformations, alignment of HR practices with digital strategy to gain digital agility, the impact of digital agility on various employees' work-related outcomes)
- Manifesto for developing digital agility culture
- Inter-linkages between digital, organizational, and workforce agility
Submission ProcedureResearchers and practitioners are invited to submit papers for this special theme issue on Managing Digital Agility on or before
August 31st, 2023. All submissions must be original and may not be under review by another publication. INTERESTED AUTHORS SHOULD CONSULT THE JOURNAL’S GUIDELINES FOR MANUSCRIPT SUBMISSIONS at http://www.igi-global.com/publish/contributor-resources/before-you-write/. All submitted papers will be reviewed on a double-blind, peer review basis. Papers must follow APA style for reference citations.
This is a full open access journal. Authors of manuscripts that are accepted to publish in this special issue will be expected to pay the article processing charge.
Open Access Resources:All inquiries should be directed to the attention of:Manish GuptaGuest Editor
Journal of Global Information Management (JGIM)
Email:
manish.gupta@mahindrauniversity.edu.inJatinder Kumar JhaGuest Editor
Journal of Global Information Management (JGIM)
Email:
jatinderkj@xlri.ac.inSpecial Issue On: Information Management with Big Data Analytics for Performance Improvement in Global Enterprises
Submission Due Date10/31/2023
Guest EditorsDr. Sang-Bing Tsai, International Engineering and Technology Institute, Hong Kong, (
sangbing@hotmail.com)
Dr. Chia-Huei Wu, Minghsin University of Science and Technology, Taiwan, (
chiahuei530@gmail.com)
Dr. Yang Gao, Hainan University, China, (
996139@hainanu.edu.cn)
Dr. Yuan Yuan, Michigan State University, United States, (
yyuan@msu.edu)
Dr. Gengxin Sun, Qingdao University, China, (
sungengxin@qdu.edu.cn)
IntroductionWith the acceleration of economic globalization, information is produced at an unprecedented speed. Big data analysis has drastically changed the landscape of information management, and its explosion is affecting the whole world. How to use big data effectively is the goal pursued by modern enterprises’ operation and management. The purpose of big data applications is to collect and analyze the enterprise’s existing and historical data and information to achieve future prediction, market situation assessment, and decision-making performance. The rise of big data is due to the popularization and technological maturity of software and hardware such as social media, mobile phones, sensors, and cloud computing. If enterprises can make good use of big data analysis, capture valuable information and convert it into business opportunities, big data can become the foundation for modern enterprises to formulate organizational operation modes and business strategies, and enterprises can better control and utilize their information assets to improve performance.
Enterprises can import big data for information management and then improve their competitive advantage in the market. For example, the recent rise of passenger-carrying Uber uses big data analysis to improve people’s ride experience based on the destination and motivation of passengers. The global coffee shop chain Starbucks launched a mobile APP to collect data to understand customer information, from which it can find the most valuable potential customers for accurate marketing. The American NIKE sportswear brand can provide users with innovative products that combine wearable devices to collect sports data, as well as use big data analysis to gain insight into potential new athletes to act as brand spokespersons and then through their excellent performance in the event, quickly open up product awareness and stand on the market. As mentioned above, enterprises can quickly achieve competitive advantage by collecting a large amount of data and applying the data analysis results to enterprise information management and decision-making.
ObjectiveThe main purpose of the SI research is to determine how global enterprises use big data for information management to improve enterprise performance.
The SI should mainly include several research directions. The first is the transformation of decision-making thinking; that is, enterprise decision-making should mainly make use of big data analysis, supplemented by personal experience and intuition. The second is how to conduct big data analysis and information management. The third is how to import and interpret data correctly. The fourth is information security and big data management. The SI focuses on the basic strategies, theories, algorithms, and applications of big data in enterprise information management and operation.
Recommended Topics- Strategic change in global organizations driven by big data analytics
- Application scenario and implementation path of big data analysis in enterprise information decision-making
- Big data and global information assets
- The impact of big data on the global organization digitalization
- Innovation and transformation of enterprise management mode under big data environment
- Big data technologies for enterprise knowledge management and organizational learning
- The theoretical basis and underlying logic of big data affecting business performance
- Synergy dilemma and solutions between big data and other information technology resources
- System design and implementation of big data import and information interpretation
- Information security and privacy issues of big data applications in global organizations
Submission ProcedureResearchers and practitioners are invited to submit papers for this special theme issue on Information Management with Big Data Analytics for Performance Improvement in Global Enterprises on or before
October 31st, 2023. All submissions must be original and may not be under review by another publication. INTERESTED AUTHORS SHOULD CONSULT THE JOURNAL’S GUIDELINES FOR MANUSCRIPT SUBMISSIONS at
http://www.igi-global.com/publish/contributor-resources/before-you-write/. All submitted papers will be reviewed on a double-blind, peer review basis. Papers must follow APA style for reference citations.
This is a full open access journal. Authors of manuscripts that are accepted to publish in this special issue will be expected to pay the article processing charge.
Open Access Resources:All inquiries should be directed to the attention of:Dr. Sang-Bing TsaiGuest Editorsangbing@hotmail.comDr. Chia-Huei WuGuest Editorchiahuei530@gmail.comDr. Yang GaoGuest Editor996139@hainanu.edu.cnDr. Yuan YuanGuest Editoryyuan@msu.eduDr. Gengxin SunGuest Editorsungengxin@qdu.edu.cnJournal of Global Information Management (JGIM)