A managers’ work engagement framework for the digital tasks

Juyumaya, Jesús; Torres, Juan Pablo

doi:10.3389/fpsyg.2023.1009459

Cited by 7 publications

(3 citation statements)

References 81 publications

(116 reference statements)

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“…Conceptually, mediation assumes a causal and longitudinal process involving three causal relationships (Kenny et al, 2003). In this paper, I argue that digital work characteristics (X) (Parker and Grote, 2022), that is, the digital-related demands and resources (Bakker and Demerouti, 2017), correlate strongly with individual results, such as the task performance (Y) (Juyumaya and Torres, 2023b). However, I may suspect that a third variable makes this correlation possible through a relationship between these constructs because digital work characteristics, being a characteristic of the organization, is a variable somewhat distant from individual thought (e.g.…”

Section: Framework Developmentmentioning

confidence: 99%

Digitally reflective employees as facilitators of digital work

Juyumaya

2023

MRJIAM

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Purpose This paper aims to identify digitally reflective employees as facilitators of digital work characteristics. Design/methodology/approach This conceptual paper focuses on developing a general micro-theoretical framework that clarifies digital reflection (DR). It integrates theoretical and empirical accounts from different management viewpoints on DR into one general micro-theoretical framework. Findings This research defines DR as an individual’s tendency to consider how digital work characteristics affect them and their organization. Practical implications The results indicate that firms wishing to introduce or maintain new digital work characteristics that positively impact human resources may profit from involving and promoting DR in the work design and human resources management processes. Originality/value This paper describes a DR framework that can help scholars and managers understand the mediating role of DR in the relationship between digital work characteristics and individual results.

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Section: Framework Developmentmentioning

confidence: 99%

Digitally reflective employees as facilitators of digital work

Juyumaya

2023

MRJIAM

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“…Finally, the findings complement the scarce stream of literature on technology reflectiveness (Golgeci et al , 2022; Schweitzer et al , 2015). Past studies have revealed that technological reflectiveness plays an important role in facilitating various desirable outcomes, such as environmental innovation (Golgeci et al , 2022), social innovation (Schweitzer et al , 2015), intentions to accept a new technology (Andrade-Valbuena and Torres, 2018) and work engagement (Juyumaya and Torres, 2023). The current study extents the concept to the marketing domain and helps reveal the role technology reflectiveness plays in facilitating co-creation processes between brands and their customers.…”

Section: Theoretical Implicationsmentioning

confidence: 99%

Exploring the impact of perceived social media agility on co-creation opportunities and brand attachment: the moderating role of technology reflectiveness

Welch,

Gligor,

Bozkurt

2024

JPBM

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Purpose This paper aims to address how perceived social media agility can promulgate co-creation processes, such as co-production and value-in-use, and how it impacts brand-related outcomes. This study also addresses calls for marketing scholars to investigate the types of personality traits that affect these potential relationships by accounting for the impact of technology reflectiveness. Design/methodology/approach This paper conducted an online survey with 321 adult subjects. The direct, indirect and conditional (moderation) effects were assessed using multivariate regression, various PROCESS models and the Johnson–Neyman technique (to probe the interaction terms). Additional supplemental analyses were conducted via PROCESS models. Findings The results show that perceived social media agility directly and indirectly (through co-production and value-in-use) positively influences brand attachment and that the order of these two processes matters (co-production followed by value-in-use). Results also show that the positive impact of perceived social media agility on co-production and value-in-use deviates for customers high in technology reflectiveness but can be manipulated according to which process comes first. Originality/value This paper expounds on the new construct of perceived social media agility by uniquely linking perceived social media agility to two distinct value co-creation processes (co-production and value-in-use) and brand-related outcomes while highlighting how consumer-specific traits can affect this relationship in a social media setting.

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“…Furthermore, this form of leadership emphasizes the ability to inspire and guide teams, fostering a culture of innovation and collaboration essential for digital transformation ( Koponen et al, 2023 ). Beyond affecting managerial roles, the digital revolution has profound implications for employee work engagement ( Juyumaya and Torres, 2023 ). Digital technologies alter the work environment, task structures, and communication channels, leading to shifts in employee roles, expectations, and engagement levels ( Toth et al, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

The impact of middle managers’ digital leadership on employee work engagement

Li,

Yang,

Yang

et al. 2024

Front. Psychol.

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BackgroundIn the rapidly evolving digital landscape, the role of middle managers in organizational structures and processes is increasingly pivotal. Positioned at the nexus of strategic directives and operational execution, they play an important role in driving digital transformation. This study discusses the under examined domain of middle managers’ digital leadership and its impact on employee work engagement in the context of digital transformation.DesignDrawing on Social Exchange Theory, this study investigates the influence of middle managers’ digital leadership on employee work engagement through the analysis of survey data from 559 respondents across 11 listed companies in Southwest China. It examines the roles of employee empowerment and affective commitment as pivotal mediating variables and investigates the moderating effect of emotional intelligence in these relationships.Research purposesThe study aims to elucidate the mechanisms by which middle managers’ digital leadership fosters employee work engagement, highlighting the importance of emotional intelligence, empowerment, and affective commitment in this process.FindingsThe study reveals that middle managers’ digital leadership has a significant positive impact on employee work engagement. Employee empowerment and affective commitment serve as mediating factors in the relationship between middle managers’ digital leadership and employee work engagement. Emotional intelligence moderates the effect of middle managers’ digital leadership on employee empowerment. Meanwhile, emotional intelligence further moderates the chain mediating of employee empowerment and affective commitment between middle managers’ digital leadership and employees’ work engagement.ImplicationsThis research offers valuable insights into the dynamics of leadership and engagement in the digital era, emphasizing the need for organizations to foster digital leadership capabilities in middle management. It provides practical implications for enhancing employee work engagement through strategic digital leadership, emphasizing the role of employee empowerment, affective commitment and emotional intelligence in adapting to digital transformation.

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A managers’ work engagement framework for the digital tasks

Cited by 7 publications

References 81 publications

Digitally reflective employees as facilitators of digital work

Digitally reflective employees as facilitators of digital work

Exploring the impact of perceived social media agility on co-creation opportunities and brand attachment: the moderating role of technology reflectiveness

The impact of middle managers’ digital leadership on employee work engagement

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