Digital Transformation of Educational Institutions Accelerated by COVID-19: A Digital Dynamic Capabilities Approach

Renz, André; Hilbig, Romy

doi:10.1108/978-1-80262-049-820231004

Cited by 5 publications

(1 citation statement)

References 2 publications

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“…Moreover, the library actively contributes to developing critical skills necessary for navigating the complex landscape of academia (Cox, 2023). Thus, it remains a dynamic and integral component of the educational journey among students (Renz and Hilbig, 2023).…”

Section: Introductionmentioning

confidence: 99%

University students' satisfaction with library services and resources using the Kano model

Galagala

2024

Int. j. adv. appl. sci.

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Student satisfaction is essential for developing an engaging and active library environment that promotes usage and shapes a favorable view of the institution. This study uses the Kano Model to investigate university students' satisfaction with library services and resources, focusing on basic, performance, and excitement dimensions. The goal is to enhance understanding of user satisfaction in academic libraries. The study surveyed 300 university students randomly selected from four State Universities and Colleges (SUCs) in the Philippines using a researcher-created survey tool. The results showed that students were generally satisfied with the basic aspects of library services and resources. However, they expressed neutral satisfaction with performance aspects and dissatisfaction with library resources. Similarly, satisfaction with the excitement aspects of library services was neutral, but there was dissatisfaction with the excitement aspects of library resources. These findings provide valuable insights into the complex dimensions of university students' satisfaction with library services and resources, helping institutions improve the quality of their educational library services.

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Section: Introductionmentioning

confidence: 99%

University students' satisfaction with library services and resources using the Kano model

Galagala

2024

Int. j. adv. appl. sci.

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Digital learning in Saudi University: evaluating digital transformation post Covid-19

Al-Motrif

2023

Technology Analysis & Strategic Management

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Unraveling the role of digital leadership in developing digital dynamic capabilities for the digital transformation of firms

Albannai,

Raziq,

Malik

et al. 2024

BIJ

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PurposeWith the emergence of the digital era, the role of digital leaders in developing digital capabilities and driving their firms towards digital transformation has gained significant attention. Digital dynamic capabilities involve continuous engagement of leaders in sensing, seizing, and transforming activities needed to digitally transform their firms. However, little attention is given toward the role of digital leadership in developing digital dynamic capabilities. We seek to develop an understanding of the role of digital leadership in building digital dynamic capabilities for successful digital transformation.Design/methodology/approachWe conducted a systematic literature review and looked at relevant articles using Google Scholar, ScienceDirect, and Scopus databases with key search items being “digital leadership”, “dynamic capabilities”, “digital dynamic capabilities,”. We used AND, OR operators in between the key terms to search for the relevant articles.FindingsOur conceptual framework and propositions demonstrate the digital leader's role in building three core dynamic capabilities: digital sensing (technological trends, digital scouting, digital vision, future interpretation, and digital strategies), digital seizing (organizational agility and digital portfolio), and transforming (redesigning internal structures and ecosystem partnerships) for successful digital transformation.Originality/valueThis study pioneers an integrated framework that elucidates the role of digital leadership in fostering digital dynamic capabilities essential for successful digital transformation. While previous research has examined digital leadership and transformation in separate silos, our work bridges this gap by defining and dissecting three core capabilities—digital sensing, digital seizing, and transforming. By doing so, we offer both academic and practical communities a nuanced understanding of how digital leadership shapes dynamic capabilities. The study serves as a foundational roadmap for future research and offers actionable insights for organizations striving to navigate the complex landscape of digital transformation.

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Digital Transformation of Educational Institutions Accelerated by COVID-19: A Digital Dynamic Capabilities Approach

Cited by 5 publications

References 2 publications

University students' satisfaction with library services and resources using the Kano model

University students' satisfaction with library services and resources using the Kano model

Digital learning in Saudi University: evaluating digital transformation post Covid-19

Unraveling the role of digital leadership in developing digital dynamic capabilities for the digital transformation of firms

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