Ca doso, An onio e al.
A icle
Digi al cul u e, knowledge, and commi men o digi al
ans o ma ion and i s impac on he compe i i eness o
Po uguese o ganiza ions
Adminis a i e Sciences
P o ided in Coope a ion wi h:
MDPI – Mul idisciplina y Digi al Publishing Ins i u e, Basel
Sugges ed Ci a ion: Ca doso, An onio e al. (2024) : Digi al cul u e, knowledge, and commi men
o digi al ans o ma ion and i s impac on he compe i i eness o Po uguese o ganiza ions,
Adminis a i e Sciences, ISSN 2076-3387, MDPI, Basel, Vol. 14, Iss. 1, pp. 1-25,
h ps://doi.o g/10.3390/admsci14010008
This Ve sion is a ailable a :
h ps://hdl.handle.ne /10419/320831
S anda d-Nu zungsbedingungen:
Die Dokumen e au EconS o dü en zu eigenen wissenscha lichen
Zwecken und zum P i a geb auch gespeiche und kopie we den.
Sie dü en die Dokumen e nich ü ö en liche ode komme zielle
Zwecke e iel äl igen, ö en lich auss ellen, ö en lich zugänglich
machen, e eiben ode ande wei ig nu zen.
So e n die Ve asse die Dokumen e un e Open-Con en -Lizenzen
(insbesonde e CC-Lizenzen) zu Ve ügung ges ell haben soll en,
gel en abweichend on diesen Nu zungsbedingungen die in de do
genann en Lizenz gewäh en Nu zungs ech e.
Te ms o use:
Documen s in EconS o may be sa ed and copied o you pe sonal
and schola ly pu poses.
You a e no o copy documen s o public o comme cial pu poses, o
exhibi he documen s publicly, o make hem publicly a ailable on he
in e ne , o o dis ibu e o o he wise use he documen s in public.
I he documen s ha e been made a ailable unde an Open Con en
Licence (especially C ea i e Commons Licences), you may exe cise
u he usage igh s as speci ied in he indica ed licence.
h ps://c ea i ecommons.o g/licenses/by/4.0/
Ci a ion: Ca doso, An ónio, Manuel
Sousa Pe ei a, JoséCa los Sá, Da yl
John Powell, Sil ia Fa ia, and Miguel
Magalhães. 2024. Digi al Cul u e,
Knowledge, and Commi men o
Digi al T ans o ma ion and I s Impac
on he Compe i i eness o Po uguese
O ganiza ions. Adminis a i e Sciences
14: 8. h ps://doi.o g/10.3390/
admsci14010008
Recei ed: 25 Oc obe 2023
Re ised: 4 Decembe 2023
Accep ed: 15 Decembe 2023
Published: 28 Decembe 2023
Copy igh : © 2023 by he au ho s.
Licensee MDPI, Basel, Swi ze land.
This a icle is an open access a icle
dis ibu ed unde he e ms and
condi ions o he C ea i e Commons
A ibu ion (CC BY) license (h ps://
c ea i ecommons.o g/licenses/by/
4.0/).
adminis a i e
sciences
A icle
Digi al Cul u e, Knowledge, and Commi men o Digi al
T ans o ma ion and I s Impac on he Compe i i eness o
Po uguese O ganiza ions
An ónio Ca doso 1,* , Manuel Sousa Pe ei a 2, JoséCa los Sá3, Da yl John Powell 4, Sil ia Fa ia 5
and Miguel Magalhães 5
1Depa men o Business and Communica ion Sciences (DBCS), Uni e si y Fe nando Pessoa (UFP),
4294-004 Po o, Po ugal
2Escola Supe io de Ciências Emp esa iais, Ins i u o Poli écnico de Viana do Cas elo,
4930-600 Valença, Po ugal; pe [email p o ec ed]
3Ins i u o Supe io de Engenha ia do Po o-ISEP, Poly echnic o Po o, 4200-072 Po o, Po ugal;
[email p o ec ed]
4Depa men o P oduc and P oduc ion De elopmen , SINTEF Manu ac u ing AS, 2830 Rau oss, No way;
[email p o ec ed]
5Resea ch on Economics, Managemen and In o ma ion Technologies (REMIT), Po ucalense Uni e si y,
4200-072 Po o, Po ugal; [email p o ec ed] (S.F.); [email p o ec ed] (M.M.)
*Co espondence: ajca [email p o ec ed]
Abs ac : This s udy aimed o unde s and he impac o digi al cul u e on companies’ knowledge
and cons an commi men o digi al ans o ma ion, as well as i s impac on o ganiza ions as a
whole. Secondly, i aimed o explo e he impac o digi al echnology adop ion on o ganiza ional
pe o mance and compe i i eness. Finally, he s udy in es iga ed he ole o knowledge managemen
du ing digi al ans o ma ion. A quan i a i e s udy was de eloped using a desc ip i e design.
A ques ionnai e was de eloped on p e- es was ca ied ou wi hon 15 pa icipan s and since no
doub s o di icul ies we e de ec ed, i was made a ailable on he in e ne be ween Janua y and Ap il
2022. A o al o 291 ques ionnai es we e collec ed and alida ed. Da a we e impo ed om Google
Fo ms o analysis in SPSS, e sion 25.0, andSma PLS
®
4.0 so wa e. The ques ionnai e e ealed
good in e nal consis ency (
α
= 0.922). Ten o he wel e hypo heses we e con i med, ha is, he
exis ence o posi i e and signi ican ela ionships be ween digi al cul u e (DC) and knowledge o
digi al ans o ma ion (KDT); DC and adop ion o digi al echnologies (ADT); DC and knowledge
managemen (KM); commi men (C) and KDT; C and p oduc i i y (P); KDT and ADT; ADT and KM;
ADT and P; ADT and C; and P and C. The esul s o eg ession analyses showed ha he a iables
ha con ibu ed o he model (“compe i i eness o o ganiza ions”) we e p oduc i i y, he adop ion o
digi al echnologies, commi men o digi al echnologies, and knowledge managemen . The a iables
CD and KDT (Knowledge o digi al ans o ma ion) p esen ed lowe and non-signi ican alues.
Keywo ds: digi al cul u e; commi men ; knowledge o digi al ans o ma ion; adop ion o digi al
echnologies; knowledge managemen ; p oduc i i y; compe i i eness
1. In oduc ion
Gi en he onse o Indus y 4.0 in 2011 and he apid de elopmen o digi al echnolo-
gies he ea e , digi al ans o ma ion has become a ho opic in he global manu ac u ing
indus y. To be success ul, digi al ans o ma ion equi es a commi men o digi al lead-
e ship based on igo , anspa ency, agili y, and esponsibili y among all s akeholde s
(Leal-Rod íguez e al. 2023). The p ocess o building a digi al ans o ma ion s a egy
p esupposes a p edisposi ion and incen i e o change, seeking o change he a i udes and
beha io s o hose esponsible o he o ganiza ion. In o he wo ds, a digi al ans o ma ion
Adm. Sci. 2024,14, 8. h ps://doi.o g/10.3390/admsci14010008 h ps://www.mdpi.com/jou nal/admsci
Adm. Sci. 2024,14, 8 2 o 25
s a egy can simpli y he p ocess and educe obs acles by seeking solu ions o p oblems
(Pe ei a e al. 2022).
Acco ding o Ryma czyk (2022), he so-called ou h (Indus y 4.0) will b ing abou a
adical change in he p oduc ion pa adigm. In he nea u u e, adi ional me hods in mo e
o less au oma ed ac o ies using digi al a a ious le els will be eplaced by p oduc ion in
sma ac o ies— ully digi alized, in eg a ed, lexible, and e icien . As a consequence o
digi iza ion, au oma ion, and au onomous cybe -physical de ices, p oduc ion will become
mo e e icien and e ec i e. Howe e , he au ho wa ns ha he e a e also po en ial
challenges and h ea s associa ed wi h he implemen a ion o in elligen p oduc ion, such
as layo s, iola ion o consume p i acy, secu i y h ea s, o ganiza ional ba ie s, lack
o in e na ional no ms and s anda ds, issues wi h in e na ional p o ec ion o in ellec ual
p ope y, and he isk o un o eseen mal unc ions in complex cybe -physical sys ems.
The COVID-19 pandemic led o ganiza ions ac oss he plane o become inc easingly
“digi al” in esponse o inc easingly hos ile ull o ules ha we e imposed on he isola ion
o indi iduals. To a oid bank up cy o insol ency, o ganiza ions needed o adjus hei
business models o ace he impac o he COVID-19 pandemic on he consump ion o a
a ie y o goods and se ices. Remembe ing Da win (1859), he su i o s a e no hose
who a e s onge o mo e in elligen , bu a he , hose who bes adap o he en i onmen .
The abili y o adjus in o de o achie e be e pe o mance can be compa ed o he abili y
o o ganiza ions o adap o a new eali y—in he sho es amoun o ime in a global and
compe i i e ma ke — ha is cons an ly changing (B ynjol sson and Hi 2000).
In a wo ld whe e digi al echnology pe mea es e e y aspec o li e, inde e minacy
and unce ain y in luence digi al o ganiza ional cul u e as bo h a p ocess and a p oduc
(Zhen e al. 2021). Acco ding o Da ison and Ou (2017), since new echnologies a e p esen
in e e y aspec o o ganiza ions, i is essen ial ha e e y membe o hose o ganiza ions
possess digi al li e acy in o de o na iga e a highly complica ed en i onmen wi h ease.
The necessa y and imposed con inemen s ha e adically changed he way ma ke s
beha e, causing mass digi al dis up ion owa ds inc easing esilience. This imely change
demands om any o ganiza ion he capaci y o apidly adap in o de o eco e o main ain
he (p e ious) le els o pe o mance (Kim e al. 2021;Pascucci e al. 2023). The de elopmen
o o ganiza ional capabili ies and new dynamics as a way o bypass challenges and changes
imposed by he en i onmen has been s udied in a conside able numbe o scien i ic wo ks
(e.g., Roge s 2016;Magis e i e al. 2021;Pinoche e al. 2021; and Mou a and Sa oli 2021).
The wo k o K aus e al. (2021), based on a sys ema ic e iew o he li e a u e, showed
ha he inc easing digi aliza ion o economies is di ec ly ela ed o he digi al ans o ma-
ion o o ganiza ions, which allows hem o be compe i i e in he ma ke . The au ho s
ecognize ha dis up i e changes do no only occu a he company le el, he e a e also
ins i u ional, social, and en i onmen al implica ions. The sys ema ic li e a u e e iew
conside s ha echnology is he main d i e o change and digi al ans o ma ion.
The s udies iden i ied in he li e a u e ha e b oadly explo ed digi al ans o ma ion,
such as he impo ance o digi al cul u e, he impac s o eme ging echnologies, and he
ela ionship be ween knowledge and o ganiza ional pe o mance, among o he s. How-
e e , he e may beis a lack o ocus on mo e speci ic a eas o issues no comp ehensi ely
add essed. Thus, i is ecognized ha speci ic aspec s o digi al cul u e ha e no been
adequa ely explo ed, o example, he in luence o o ganiza ional cul u e on he adop-
ion o dis up i e echnologies. The e a e also gaps in unde s anding he in e ac ions
be ween digi al ans o ma ion and o ganiza ional ou comes, such as a mo e in-dep h
analysis o how digi al compe ence di ec ly a ec s o ganiza ional pe o mance. Addi ion-
ally, he impac s o speci ic a eas o eme ging echnologies on o ganiza ions ha e no been
su icien ly in es iga ed.
Finally, he e is a dea h o s udies explo ing how digi al ans o ma ion a ec s di e -
en indus ial sec o s o unc ional a eas wi hin o ganiza ions.
Adm. Sci. 2024,14, 8 3 o 25
By iden i ying hese gaps, i is possible o jus i y he de ini ion o mo e a ge ed
esea ch goals and ques ions o ill hese spaces and con ibu e o a deepe and mo e
speci ic unde s anding o digi al ans o ma ion in o ganiza ions.
The aim o his s udy is h ee old: i s , i aims o unde s and he impac o digi al
cul u e and commi men o digi al ans o ma ion on digi al echnology adop ion. I
aims o explo e he impac o digi al echnology adop ion on o ganiza ional pe o mance
and compe i i eness. Finally, he s udy in es iga es he ole o knowledge managemen
du ing digi al ans o ma ions. The undamen al esea ch ques ions a e: (1) does digi al
cul u e, knowledge, and commi men o digi al ans o ma ion in luence he adop ion o
digi al echnologies? (2) Wha is i s impac on he o ganiza ion’s knowledge managemen ,
p oduc i i y, and compe i i eness?”
As a as s uc u e, his s udy begins wi h an in oduc ion. A li e a u e e iew is
hen ca ied ou on he ele an opics, ollowed by a desc ip ion o he me hodology, da a
analysis, and conclusions. As a me hodology, a ques ionnai e was de eloped using Google
Docs and made a ailable online on social media. A con enience sample was chosen om
he au ho ’s ne wo king. The da a allowed us o conclude ha , especially in a dynamic
en i onmen , p oduc ion-o ien ed companies looking o economic pe o mance need o
use digi al pla o ms. In his s udy, 81.3% o he compe i i eness a iabili y was explained
by he independen a iables.
2. Li e a u e Re iew
Digi al cul u e (DC) is conside ed an impo an and in eg al pa o any o ganiza ion’s
s a egy and dynamics, oge he wi h knowledge, lea ning, and con inuous imp o emen
(Ko le e al. 2021;Vial 2019). They a e key concep s ha enable companies o keep up wi h
ma u e and compe i i e ma ke s and o be ully adap ed o cons an ly changing scena ios.
Acco ding o Bumann and Pe e (2016), companies need o adop a ‘cul u e o ailu es’,
which means ha he o ganiza ional cul u e allows expe imen ing and lea ning om mis-
akes. Howe e , es ablishing such a cul u e equi es s ong and ongoing commi men om
he boa d and C-le el execu i es who mus suppo he digi al s a egy (And iole 2017;
Gill and VanBoski k 2016). Complemen a ily, he same au ho s sugges ha companies
should ha e a collabo a i e, lexible, and i e a i e app oach o echnology de elopmen
and le e age mode n a chi ec u es, such as cloud and applica ion p og amming in e aces
(APIs) o p omo e lexibili y and speed. In his sense, collabo a ion, echnology, and inno-
a ion cons i u e a cons an challenge in he sea ch o ele an solu ions o s akeholde s.
Ca alcan i e al. (2022) highligh ed he impo ance o imp o ing al eady exis ing p oduc s
and se ices by be ing on digi iza ion and digi al inno a ion esou ces. DT is a opic ha
in ol es changes in a ious sphe es (Vial 2019;Ve hoe e al. 2021): s a egy (Ma e al.
2016), people (Na a idas-Nalda e al. 2020), echnology (Pillai e al. 2020), cul u e (Udo e al.
2016), and social and o ganiza ional s uc u es (Selande and Ja enpaa 2016). The e o e,
i a ec s he way companies in e ac wi h hei employees (Gill and VanBoski k 2016),
s akeholde s, and cus ome s (Jain e al. 2021).
The esul s o he s udy by Puliwa na e al. (2023) indica ed ha digi al compe ence
has a posi i e and signi ican di ec e ec on o ganiza ional pe o mance and o ganiza-
ional commi men . In u n, digi al cul u e has a di ec and signi ican nega i e e ec on
o ganiza ional pe o mance and o ganiza ional commi men .
Acco ding o The Wo ld Economic Fo um (Wo ld Economic Fo um 2021), o ganiza-
ions wi h a solid digi al cul u e u ilize ad anced de ices and in o ma ion- ueled insigh s o
d i e choices and clien -cen ici y while enhancing and eaming up ac oss he o ganiza ion.
When execu ed in en ionally, ad anced cul u e can d i e sus ainable ac i i y and c ea e
alue o all pa ne s.
Digi al ans o ma ion is changing he business ecosys em and business models (Reis
and Melão 2023). The au ho s ecognized ha o ganiza ional and echnological dimensions
a e undamen al o digi al ans o ma ion, wi h wo a eas, sus ainabili y and sma ci ies,
dese ing u he in-dep h s udies.
Adm. Sci. 2024,14, 8 4 o 25
We a e cu en ly wi nessing he eme gence o di e en echnologies ha allow o -
ganiza ions o emb ace he cons an need o inno a ion. Clien s a e e y demanding
and compe i ion is e y agg essi e, hus b ands mus ac acco dingly (Ko le e al. 2021;
Pascucci e al. 2023). In hei esea ch, Ca alcan i e al. (2022) e alua ed he impo ance
o adop ing di e en ypes o dis up i e echnologies wi h a ans o ma i e ocus as a
way o s aying compe i i e in he ma ke . Au onomous ehicles (Man eda e al. 2021),
he In e ne o Things (A i e al. 2021), a i icial in elligence (Pillai e al. 2020), blockchain
(Quei oz and Wamba 2019), oice-based digi al assis an s (Vimalkuma e al. 2021), digi al
paymen (Balak ishnan and Shuib 2021), mobile paymen (Pa il e al. 2020), mobile heal h
applica ions (Alam e al. 2020), digi al pe sonal da a s o es (Ma iani e al. 2021), on-demand
se ice pla o ms (Delgosha and Hajiheyda i 2020), business in elligence and analy ics
(Jakliˇc e al. 2018), social assis i e echnology (Khaksa e al. 2021), and i ual eali y (Kunz
and San omie 2019) allow he de elopmen o be e p oduc s and se ices and imp o e
cus ome expe ience (Ko le e al. 2021). I is a eali y ha sui s se e al sec o s, such as
go e nmen s (Huj an e al. 2020), hospi als (Rahman e al. 2016), schools (Ca alcan i e al.
2022;Seu e e al. 2021), e ail s o es (Pillai e al. 2020), and banks (Hu e al. 2019). These
a e sec o s ha ha e demons a ed a cons an commi men o digi al ans o ma ion (DTC),
be ing on cons an connec i i y be ween people and echnology and ice e sa in o de o
co-c ea e o ganiza ional alue.
The main conclusions o Almeida’s s udy (Almeida 2023) indica e ha he digi al-
iza ion o po s ep esen s a signi ican ans o ma ion in he ma i ime indus y, o e ing
nume ous bene i s bu also posing new challenges. The p ima y challenges iden i ied a e
associa ed wi h po in as uc u e, he o ganiza ion o business p ocesses, and he in e con-
nec ion among di e en a chi ec u es, de ices, and legacy sys ems. The s udy highligh s
he impo ance o sus ainabili y, communica ion, collabo a ion, logis ics, and echnology
in he digi aliza ion p ocess. The au ho conside s pa ne ships and he in ol emen o
mul iple pa ne s in digi al inno a ion pla o ms essen ial o ensu ing he implemen a ion
o hese ini ia i es.
Acco ding o S.A. McLaughlin (2017), he e m “digi al” seems o be seeping in o all
aspec s o senio managemen con e sa ions (Peppa d and Hemingway 2009;Fi zge ald
e al. 2013;Weill and Woe ne 2013). McDonald (2012) s a ed ha he opic is no jus
limi ed o IT p o essionals o IT depa men s bu is being d i en and shaped by ques ions
om all unc ional uni s in he o ganiza ion (ma ke ing, sales, inance, ope a ions, R&D, IT,
HR, e c.). In his sense, we can say ha digi aliza ion p ocesses a e inc easingly p esen in
bo h public and p i a e o ganiza ions, as s a ed by Al a enga e al. (2020); in o he wo ds,
he p ocess o digi al ans o ma ion in public o ganiza ions has posi i ely changed he
p ac ices o knowledge managemen , in u n con ibu ing o o ganiza ional pe o mance
and e iciency.
Rega ding knowledge o digi al ans o ma ion (KDT) and i s impac on imp o ing he
o ganiza ion’s pe o mance indica o s, Milg om and Robe s (1995), Milg om e al. (1991)
and Shakina e al. (2021) s a ed ha esou ces and echnologies a e complemen a y since an
inc ease in he use o echnology leads o an imp o emen in he o e all pe o mance o he
company. This idea was also men ioned by Mo ei a e al. (2018). The main objec i e o DT
is o edesign he o ganiza ional business h ough he in oduc ion o digi al echnologies,
achie ing bene i s such as imp o emen s in p oduc i i y, cos educ ion, and inno a ion
(Ma e al. 2016). Al a enga e al. (2020) concluded ha inno a i e and compe i i e
companies ha ha e adop ed knowledge managemen use o malized aci knowledge
o be e icien and e ec i e a managing p ocesses. Acco ding o Lo i (2014), o malized
knowledge based on echnology allows us o change complex asks in o easy and agile
asks, he e o e con ibu ing o be e esul s.
Acco ding o Busco e al. (2023), o ganiza ional cul u e is seen as a s a egic asse ha
suppo s business ans o ma ion and he explo a ion o digi al echnologies. The esul s
o his s udy highligh ed he impo ance o digi al s a egies and digi al leade ship ac o s
in p omo ing a digi al cul u e in companies in Chile.
Adm. Sci. 2024,14, 8 5 o 25
Adop ing digi al echnologies (ADT) seems o be he igh way o imp o e people’s
well-being, secu i y issues, p oduc ion p ocesses, and consequen ly, gene al company
managemen (Ca alcan i e al. 2022). Tha is why o ganiza ions need o be e unde s and
he p ocess o adop ing ans o ma i e echnologies, as well as he in en ion and accep ance
o hese echnologies by use s, o gua an ee hei su i al in such dynamic and compe i i e
en i onmen s (Mo ei a e al. 2018;Jahanmi e al. 2020).
Knowledge managemen (KM) is inc easingly ele an o he ela ionship be ween
people and echnology. I is necessa y o cons an ly p epa e people o he ans o ma ion
o knowledge in he cons uc ion o inno a i e and di e en ia ing solu ions (Diogo e al.
2019); his is he only way o sa is ying bo h in e nal and ex e nal o ganiza ion needs (s ake-
holde s). Digi iza ion is abou changing he exis ing socio echnical s uc u es, p e iously
media ed by non-digi al a i ac s o ela ionships, in o s uc u es ha a e media ed by
digi ized a i ac s and ela ionships wi h digi al capabili ies (Shakina e al. 2021;Yoo e al.
2010). Al a enga e al. (2020) epo ed ha managing knowledge in a delibe a e, sys ema ic,
and holis ic way can inc ease awa eness o he bene i s o indi iduals and o ganiza ions,
con ibu ing o a dis inc i e di e ence in p oduc s and se ices (di e en ia ion, making i
easy o cus ome s o unde s and bene i s).
As a as p oduc i i y (IP), he use o digi al echnologies has played a e y impo an
ole, as hey allow he op imiza ion o physical esou ces, ime, and people, hence inc easing
o ganiza ional e ec i eness and e iciency (Li e al. 2020), In addi ion, digi al in o ma ion
p ocessing echnologies allow companies o econ igu e p oduc ion lines and esou ces o
cus omized p oduc s in a mo e lexible and e icien way (Dalenoga e e al. 2018;Pascucci
e al. 2023). DT also acili a es inding as e and mo e sa is ac o y solu ions in public
se ice ins i u ions (Al a enga e al. 2020), go e nmen ac ions, and public managemen in
gene al, he e o e con ibu ing o an inc easingly well-in o med socie y.
Compe i i eness (IP), being he esul o sys ema ically ga he ing and analyzing
in o ma ion, implies iden i ying ele an aspec s and gi ing a p omp answe , he e o e
con ibu ing o posi i e esul s o o ganiza ions. Mo ei a e al. (2018) indica ed ha digi al
ans o ma ion should be conside ed essen ial o o ganiza ions becoming and s aying
compe i i e o e ime. Howe e , his ans o ma ion canno occu h ough an ad hoc
p ocess, bu a he h ough a s a egically de ined and planned p ocess, as i s esul s
impac he en i e o ganiza ion, om p ocesses and ac i i ies o business models. In he
same sense, Rome o e al. (2019) s a ed ha , in his p og ession, he ole o humans in
manu ac u ing en i onmen s has e ol ed om human ope a o s loading, ope a ing, and
unloading machines in indus y 2.0 o mo e decision-o ien ed ac i i ies such as sys ems
supe ision in he indus y 3.0 and 4.0 e as. In e ms o o ien a ion owa d p oduc ion, Li
e al. (2020) s a ed ha p oduc ion-o ien ed companies should no ely only on in o ma ion
p ocessing capabili ies h ough he use o digi al echnologies, bu also need o de elop
he bes supply chain digi al pla o ms o accessing mo e app op ia e in o ma ion, hus
achie ing be e economic and en i onmen al pe o mance, i.e., con e ing leads and
p ospec s in o ac ual clien s.
This new app oach has led companies o he new indus ial e olu ion, which we
a e calling Indus y 4.0 (Diogo e al. 2019). Inc easingly, o ganiza ions need o adap hei
equipmen o his new eali y in o de o adap o he new e a o digi al ans o ma ion. This
need o adap a ion is ans e sal ac oss all companies and has led machine manu ac u e s
and supplie s o seek con inuous imp o emen o he equipmen hey o e on he ma ke
(Viei a e al. 2022). Cos a e al. (2023) iden i ied p oblems on he shop loo due o a need o
inc ease in o ma ion and con ol o he p oduc ion and main enance p ocesses. Wi h he
in eg a ion o Indus y 4.0 concep s in he o ganiza ion, i was possible o make he p ocess
mo e p o i able o he company, since i was no longe necessa y o he heads o he
assembly line o egula ly s op by o p epa e a de ailed epo o he cu en s a us. Sáe al.
(2021) de eloped a decision suppo sys em based on sys em dynamics o assis p oduce s
and manage s ope a ing in he wine sec o de ine s a egies o ac ion ha can espond o
a ia ions in a ious ac o s ha in luence he p ice, p oduc ion, and quali y o wine. The
Adm. Sci. 2024,14, 8 6 o 25
sys em p esen ed can be in eg a ed wi h o he 4.0 ools, such as senso s, and consequen
analysis o eal- ime da a on he quali y o he soil and he clima e is hen included in he
model de eloped. McDe mo e al. (2022) conside ed Indus y 4.0 as he e olu ion o
p ocess digi aliza ion in companies ha comple ely changed he way p oduc s, p ocesses,
and se ices we e deli e ed o cus ome s. Acco ding o McDe mo e al. (2022), who
de eloped hei esea ch in he “MedTech Indus y”, Indus y 4.0 is he ans o ma ion o
digi al echnologies, such as cloud compu ing, big da a, big da a analy ics, cybe -physical
sys ems, sys ems in eg a ion, cybe secu i y, 3D p in ing, and he IoT, o change he way his
indus y does business. Digi al echnologies help o ganiza ions deli e p ocesses, p oduc s,
and se ices e icien ly and e ec i ely o hei cus ome s and, o now, ha e a posi i e
impac on egula o y compliance.
A s udy conduc ed in Sou h Ko ea by Shin e al. (2023) concluded ha digi al leade -
ship has a di ec posi i e e ec on o ganiza ional pe o mance and indi ec e ec s h ough
i s impac on digi al cul u e and employees’ digi al capabili ies. The s udy ound ha
bo h digi al cul u e and employees’ digi al capabili ies pa ially media e he ela ionship
be ween digi al leade ship and o ganiza ional pe o mance. The esul s sugges ha o ga-
niza ions ope a ing in he e a o digi al ans o ma ion equi e digi ally skilled leade s o
in luence employees o enhance hei capabili ies and main ain a consis en digi al cul u e
o imp o ed pe o mance. Addi ionally, he s udy highligh ed he impo ance o leade s’
suppo in enhancing employees’ digi al capabili ies o inc ease o ganiza ional pe o mance.
O e all, he s udy emphasized he c ucial ole o sus ainabili y managemen in he cu en
digi al e a and he necessi y o o ganiza ions o pay mo e a en ion o employees wi h
digi al skills o enhance pe o mance.
The a i udes o u u e employees, pa icula ly Gene a ion Z, owa d he challenges
o Indus y 4.0 a e complex and mul i ace ed. ˇ
C ešna and Nedelko (2020) ound ha
while hese indi iduals possess alues ha align wi h he changing wo kplace, such as sel -
enhancemen and openness o change, hey may no be inclined owa d he bene olence
and uni e salism equi ed in Indus y 4.0. S acho áe al. (2019) emphasized he need o
ex e nal pa ne ships in employee educa ion and de elopmen o add ess hese challenges,
pa icula ly in inno a i e coun ies. Schaa e al. (2019) highligh ed he impo ance o job
a ibu es such as asks, lexibili y, amily- iendliness, and sala y in a ac ing u u e s a
o he digi alized wo kplace. Goh and Lee (2018) p o ided insigh s in o Gene a ion Z’s
posi i e a i udes owa d he hospi ali y indus y, sugges ing ha hey may be open o he
challenges o Indus y 4.0.
Acco ding o Anas asiei e al. (2023), ne wo k cen ali y and densi y ha e a signi ican
impac on he likelihood o pa icipa ing in elec onic wo d-o -mou h (eWOM) in online
social ne wo ks. The au ho s ound ha indi iduals wi h highe ne wo k cen ali y and
densi y we e mo e likely o engage in bo h posi i e and nega i e eWOM. Addi ionally,
he use o social ne wo ks could mode a e he e ec o densi y on he in en ion o pos
nega i e eWOM, bu no he e ec o cen ali y. The au ho s sugges ed ha companies
should conside hese indings when de eloping hei online ma ke ing s a egies and
ocus on iden i ying and changing nega i e online ad e ising.
This insigh , in addi ion o he impac s on he a ious indus ies, will impac he
skills ha manage s need o de elop. Rega ding speci ically he compe encies ha quali y
manage s and echnicians will need o ha e in he so-called Quali y 4.0, San os e al. (2021)
conduc ed a su ey o Po uguese companies o iden i y which quali y managemen and
con inuous imp o emen compe encies we e expec ed om u u e manage s and echni-
cians. The esul s o he su ey showed ha hese new Quali y 4.0 manage s should ha e
skills such as c ea i e hinking, leade ship, communica ion, and eamwo k; u he mo e,
he esul s also showed ha hey should ha e knowledge o new echnologies, such as
cybe -physical p oduc ion sys ems, and combine hem wi h bes quali y managemen
p ac ices whe e hei decision-making will be based on Big Da a.
Based on he p e ious li e a u e e iew, he ollowing hypo heses we e de ined:
Adm. Sci. 2024,14, 8 7 o 25
H1. The e is a signi ican ela ionship be ween digi al cul u e and job knowledge o digi al
ans o ma ion.
Digi al cul u e c ea es he en i onmen and mindse necessa y o digi al ans o ma-
ion (Ko le e al. 2021), while p o essional knowledge o digi al ans o ma ion en ails he
essen ial skills and p ac ical knowledge equi ed o success ully implemen his ans o -
ma ion wi hin o ganiza ions. Bo h a e c ucial o he success o digi al ans o ma ion in an
inc easingly digi ized business landscape (Diogo e al. 2019).
Digi al cul u e encompasses he awa eness and app ecia ion o he impo ance o
echnology and digi al inno a ion in he wo kplace. This is e lec ed in he mindse
and a i udes o employees owa d echnology, as well as hei willingness o adop and
expe imen wi h new digi al ools and app oaches (Gill and VanBoski k 2016;Udo e al.
2016). P o essional knowledge o digi al ans o ma ion necessi a es a solid unde s anding
o hese p inciples o e ec i ely lead and implemen digi al ans o ma ion (Gill and
VanBoski k 2016;Ca alcan i e al. 2022).
Se e al s udies (Peláez e al. 2020;Zhen e al. 2021;Teng e al. 2022;Puliwa na e al.
2023) ha e sugges ed ha digi al cul u e, digi al skills, and digi al ans o ma ion s a egies
a e in e ela ed, and ha e a signi ican impac on os e ing inno a ion and pe o mance in
SMEs and add essing compe ency gaps be ween di e en g oups.
Bo h digi al cul u e and p o essional knowledge o digi al ans o ma ion depend on
a commi men o con inuous lea ning (Puliwa na e al. 2023).
H2. The e is a signi ican ela ionship be ween digi al cul u e and he adop ion o digi al echnologies.
S udies in he li e a u e (Magsamen-Con ad and Dillon 2020;Pi honen e al. 2020;Zhen
e al. 2021;Pe ei a e al. 2022) indica e a signi ican co ela ion be ween digi al cul u e and
he adop ion o digi al echnologies. Fac o s such as o ganiza ional cul u e, in e pe sonal
communica ion, and socioeconomic dispa i ies in luence he adop ion p ocess and he
o e all digi al s a egy and pe o mance.
Digi al cul u e c ea es a conduci e en i onmen o he adop ion o digi al echnolo-
gies as i shapes a i udes, beha io s, and mindse s owa d echnology (Da Sil a e al.
2020). O ganiza ions and indi iduals wi h a posi i e digi al cul u e a e be e p epa ed o
emb ace, in eg a e, and e ec i ely use digi al echnologies in hei ope a ions and daily
li es (Al a enga e al. 2020;Wo ld Economic Fo um 2021;Pe ei a e al. 2022). Digi al
cul u e is o en associa ed wi h a g ea e willingness o ake isks, especially when i comes
o expe imen ing wi h new echnologies (Da Sil a e al. 2020); people and o ganiza ions
wi h a digi al cul u e a e willing o emb ace he isk o ying some hing new in he digi al
wo ld.
Digi al cul u e also p omo es adap abili y, which is c ucial o he adop ion o digi al
echnologies gi en ha he echnological landscape is cons an ly e ol ing (Diogo e al.
2019).
H3. The e is a signi ican ela ionship be ween digi al cul u es and knowledge managemen .
Digi al cul u es c ea e a conduci e en i onmen o knowledge managemen , acili a -
ing he cap u e, sha ing, and e ec i e use o knowledge h ough digi al echnologies (Zhen
e al. 2021). The adop ion o a digi al cul u e can enhance he e iciency and e ec i eness
o knowledge managemen in o ganiza ions and communi ies, helping hem o emain
ele an and inno a i e in a cons an ly e ol ing digi al wo ld (Yoo e al. 2010;Shakina e al.
2021;Al a enga e al. 2020). S udies by bo h Tang (2017) and Zhen e al. (2021) ha e shown
a signi ican co ela ion be ween digi al o ganiza ional cul u e and digi al capabili ies wi h
ega d o digi al inno a ion in SMEs ope a ing wi hin he digi al economy. Social ne wo ks
and online communi ies p o ide oppo uni ies o people o sha e hei expe iences and
knowledge wi h a wide audience. On he o he hand, digi al cul u es encou age he use o
collabo a ion ools such as wikis, in ane s, p ojec managemen sys ems, and documen -
Adm. Sci. 2024,14, 8 8 o 25
sha ing pla o ms. These ools acili a e collabo a i e knowledge c ea ion and o ganiza ion
(Mo ei a e al. 2018).
H4. The e is a signi ican ela ionship be ween commi men and knowledge o digi al ans o ma ion.
Commi men and unde s anding o digi al ans o ma ion a e complemen a y as-
pec s ha mu ually ein o ce each o he and a e necessa y o achie e he goals o digi al
ans o ma ion. Engagemen wi h digi al ans o ma ion o en begins wi h comp ehension
and awa eness, and knowledge o digi al ans o ma ion is essen ial o success ully lead-
ing, implemen ing, and adop ing digi al ans o ma ion in o ganiza ions (Da Sil a e al.
2020). Some s udies (Kamalaldin e al. 2020;Ko e al. 2021;Teng e al. 2022) sugges ha
commi men plays a pi o al ole in he success o digi al ans o ma ion, unde sco ing
he signi icance o ac o s like business and managemen commi men , complemen a y
digi aliza ion capabili ies, and knowledge-sha ing ou ines.
Digi al ans o ma ion o en equi es a cul u al shi wi hin o ganiza ions (Pe ei a e al.
2022). Commi men helps d i e his change, while knowledge o digi al ans o ma ion
aids in c ea ing s a egies o p omo e a digi al cul u e by inco po a ing echnology and
inno a ion in o he o ganiza ion’s alues and p ac ices (Shakina e al. 2021;Li e al. 2020;
Ca alcan i e al. 2022).
H5. The e is a signi ican ela ionship be ween commi men and adop ion o digi al echnologies.
Commi men is a signi ican de e minan in he adop ion o digi al echnologies as
i in luences accep ance, mo i a ion, esilience, and e ec i e usage o hese echnologies.
Resea ch conduc ed by San os e al. (2021), Shapi o and Mandelman (2021), and Ca alcan i
e al. (2022) indica e ha commi men o digi al echnologies is in luenced by ac o s such
as in e pe sonal communica ion, cos , us , and a ious elemen s o commi men . These
ac o s ul ima ely impac echnology adop ion, u iliza ion, and pe o mance.
Commi men is o en an indica o o people’s willingness o emb ace change. The
in oduc ion o new digi al echnologies ypically in ol es changes in ou ines and wo k
p ocesses. Commi ed indi iduals a e mo e likely o emb ace hese changes and adap o
new echnologies e ec i ely (Ca alcan i e al. 2022). In o ganiza ions, he commi men o
he leade ship and he eam plays a c ucial ole in os e ing a cul u e o digi al echnology
adop ion (San os e al. 2021;Puliwa na e al. 2023). When he leade ship is commi ed, i
se s a posi i e example and p omo es echnological adop ion h oughou he o ganiza ion.
H6. The e is a signi ican ela ionship be ween commi men and p oduc i i y.
Employee commi men , including hei le el o engagemen , en husiasm, and dedica-
ion owa d hei wo k and o ganiza ion, signi ican ly in luences p oduc i i y a a ious
le els, including he indi idual, eam, and o ganiza ional le els (Gill and VanBoski k 2016;
McLaughlin 2017;Al a enga e al. 2020;Puliwa na e al. 2023). The e idence iden i ied
in he li e a u e sugges s ha commi men o digi al echnologies is posi i ely associa ed
wi h highe p oduc i i y ou comes, imp o ed quali y o li e, and inno a ion (Ko e al.
2021;Teng e al. 2022;Puliwa na e al. 2023). Employee commi men posi i ely impac s
p oduc i i y as i ela es o ocus, dedica ion, wo k quali y, collabo a ion, inno a ion, job
sa is ac ion, and goal achie emen (McLaughlin 2017). The e o e, o ganiza ions seek o
os e an en i onmen ha encou ages commi men as i esul s in a mo e p oduc i e and
e ec i e wo k o ce (Ca alcan i e al. 2022).
H7. The e is a signi ican ela ionship be ween knowledge o digi al ans o ma ion and adop ion o
digi al echnologies.
Digi al ans o ma ion in ol es he in eg a ion o ad anced digi al echnologies and
he ede ini ion o business p ocesses o enhance e iciency, e ec i eness, and compe i-
Adm. Sci. 2024,14, 8 15 o 25
Table 4. Co ela ions and disc iminan alidi y based on he Fo nell–La cke c i e ion.
Va iables C onbach’s Alpha 1 2 3 4 5 6
1. ADT 0.702 0.876
2. CDT 0.904 0.724 0.851
3. IC 0.781 0.770 0.794 0.833
4. DC 0.837 0.725 0.707 0.740 0.821
5. PKM 0.842 0.641 0.657 0.713 0.743 0.872
6. IP 0.806 0.747 0.771 0.861 0.726 0.657 0.749
Composi e eliabili y( ho-a) 0.709 0.906 0.790 0.851 0.846 0.833
Composi e eliabili y ( ho-c) 0.868 0.929 0.852 0.892 0.905 0.761
A e age a iance ex ac ed (AVE) 0.767 0.724 0.537 0.675 0.761 0.561
No e: n = 291.
C oss loads allow us o e i y ha each i em has a g ea e ela ionship/weigh wi h
he cons uc o which i is ela ed han wi h he o he s (Hensele e al. 2015), as shown in
Table 5.
Table 5. Ou e loadings ma ix: c oss loads con e gen alidi y c i e ion.
ADT CDT IP DC PKM KDT IP
ADT1 0.839
ADT2 0.911
CDT2 0.778
CDT3 0.879
CDT4 0.873
CDT5 0.892
CDT6 0.829
DC2 0.844
DC3 0.883
DC4 0.713
DC5 0.837
IC1 0.668
IC2 0.631
IC4 0.806
IC5 0.746
IC6 0.797
IP1 0.688
IP2 0.711
IP3 0.809
IP4 0.823
IP5 0.703
KTD1 0.956
KTD2 0.738
PKM1 0.892
PKM2 0.897
PKM3 0.825
Con e gen alidi y: all ac o loadings a e signi ican a 1%.
Based on hese esul s, i can be concluded ha he model mee s he c i e ia o con-
e gen and disc iminan alidi y, gua an eeing he consis ency o i s cons uc ion and
s a is ical in e ence.
4.2. S uc u al Model Assessmen
A e alida ing he model measu emen s, he nex s ep was o calcula e he s uc u al
model c i e ia. Conside ing ha he s udy used co ela ions and linea eg essions, he
le el o signi icance o hese ela ionships was e alua ed (p
≤
0.05). Fo co ela ions, he
null hypo hesis (Ho) was es ablished as = 0 while o eg ession, i was es ablished as Ho:
Adm. Sci. 2024,14, 8 16 o 25
Γ
= 0 (pa h coe icien = 0). I p> 0.05, he Ho was accep ed and he inclusion o VL o VO
in SEM was econside ed.
To e i y he s a is ically signi ican hypo heses, signi icance es s we e pe o med
using he Sma PLS 4.0 so wa e. Resul s we e ob ained by boo s apping wi h 500 sub-
samples. Acco ding o Hensele e al. (2015), h ee aspec s should be analyzed du ing he
e alua ion o he s uc u al model: (1) pa h coe icien s, (2) de e mina ion coe icien s (R
and R2), and (3) ele ance o he 2 coe icien s.
A e analyzing he pa h coe icien s a he le el o signi icance and ele ance o he
coe icien s, we ound ha no all he hypo heses ini ially p oposed we e con i med. As
can be seen in Table 6, hypo heses H1, H2, H3, H4, H6, H7, H8, H9, H10, and H12 we e
s a is ically signi ican (p< 0.05) and we e he e o e con i med; howe e , hypo heses H5
and H11 we e no con i med (p> 0.05).
Table 6. Signi icance esul s and hypo hesis es ing.
Hypo hesis O iginal
Sample
Sample Mean
(M) STDEV T S a is ics pValues Con i ma ion o
he Hypo hesis
H1
ADT →IC 0.258 0.256 0.047 5.471 0.000 Con i med
H2
ADT →PKM 0.215 0.211 0.069 3.111 0.002 Con i med
H3
ADT →IP 0.398 0.398 0.049 8.114 0.000 Con i med
H4
CDT →ADT 0.424 0.426 0.054 7.810 0.000 Con i med
H5
CCT →KDT −0.033 −0.032 0.038 0.869 0.385 No Con i med
H6
DCT →IP 0.486 0.486 0.048 10.029 0.000 Con i med
H7
DC →ADT 0.398 0.394 0.114 3.498 0.000 Con i med
H8
DC →PKM 0.587 0.592 0.069 8.547 0.000 Con i med
H9
DC →KDT 0.957 0.956 0.026 37.218 0.000 Con i med
H10
PKM →IC 0.251 0.250 0.042 5.994 0.000 Con i med
H11
KDT →ADT 0.030 0.034 0.103 0.288 0.773 No con i med
H12
IP →IC 0.460 0.462 0.046 10.084 0.000 Con i med
Acco ding o he c i e ia de eloped by Cohen (1988) and Chin (1998), he esul s o he
e alua ion o Pea son’s coe icien s o de e mina ion (R2), as shown in Table 7, poin o a
high deg ee o adjus men and adhe ence o he explana ion o a iables “ADT” (R2 = 0.615),
“IC” (R2 = 0.799), “PKM” (R2 = 0.574), “KDT” (R2 = 0.872), and “IP” (R2 = 0.669).
Table 7. De e mina ion coe icien (R-squa ed).
R-Squa ed R-Squa ed Adjus ed
Adop ion o digi al echnologies (ADT) 0.615 0.611
Compe i i eness (IC) 0.799 0.797
Knowledge managemen (PKM) 0.574 0.571
Knowledge o digi al ans o ma ion (KDT)
0.872 0.871
P oduc i i y (IP) 0.669 0.667
The esul s o he e alua ion o Pea son’s coe icien s o de e mina ion (R2), as shown
in Table 7, poin o a high deg ee o adjus men and adhe ence ega ding he explana ion o
he a iables “anxie y” (R2 = 0.729), “sa is ac ion” (R2 = 0.757), “ u n-o e ” (R2 = 0.589),
“happiness” (R2 = 0.78), and “pe o mance” (R2 = 0.196), wi h he la e being conside ed
as ha ing a weak e ec based on Cohen’s c i e ia (Cohen 1988) and Chin’s c i e ia (Chin
1998), and hus no explained by he model.
As can be seen in Figu e 2and Table 7, changes in “DC” and CDT a ec KDT, wi h
R2 = 0.872, ha is, KDT is a ec ed by DC and CDT, wi h a con ibu ion o 87.2%. Likewise,
KDT, CDT, and DC play a c ucial ole in ADT (R2 = 0.616). ADT and CDT a ec IP
(R2 = 0.675), DC and ADT in luence KM (R2 = 0.574), and IC is a ec ed by KM, ADT, and
IP (R2 = 0.753).
Adm. Sci. 2024,14, 8 17 o 25
Finally, a mul iple eg ession analysis (MRA) was used o assess whe he he im-
p o emen in he compe i i eness o o ganiza ions depends on he se o a iables s udied
(DC, KDT, CDT, ADT, IP, and PKM). Table 8shows he model summa y and he mul iple
co ela ion coe icien s. Since R
2
a (Adjus R-squa ed) = 0.813 (F = 206.276; p- alue: 0.000),
we can say ha 81.3% o he a iabili y in compe i i eness is explained by he independen
a iables p esen in he adjus ed linea eg ession model. The model is highly signi ican
and exp essed as ollows:
IC = 0.183 CTD + 0.184 ADT + 0.363 IP + 0.176 PKM.
Table 8. Resul s o eg ession: model summa y and coe icien s.
R R2 R2adjus F Sig.
0.902 a0.813 0.809 206.276 0.000 b
Uns anda dized coe icien s
S anda dized
coe icien s
Be a
Sig.
Model B S d. E o
(Cons an )
7.173
×
10
−18 0.026 0.000 1.000
DC 0.021 0.059 0.021 0.362 0.718
KDT 0.087 0.050 0.087 1.743 0.082
CTD 0.183 0.046 0.183 4.002 0.000
ADT 0.184 0.048 0.184 3.825 0.000
IP 0.363 0.055 0.363 6.639 0.000
PKM 0.176 0.044 0.176 3.985 0.000
aDependen a iable: Compe i i eness (IC). bP edic o s: (Cons an ), DC, KDT, CTD, ADT, IP, PKM.
Table 8shows ha he a iables ha con ibu e mos o he model a e p oduc i i y
(IP; R = 0.363; p= 0.000), adop ion o digi al echnologies (ADT; R = 0.184; p= 0.000), com-
mi men o digi al echnologies (CPD; R = 0.183; p= 0.000), and knowledge managemen
(PKM; R = 0.176; p= 0.000). The a iables DC and KDT had lowe and non-signi ican
alues (p> 005).
5. Discussion
The esul s ob ained in his s udy allowed us o con i m 10 o he 12 hypo heses p e-
sen ed: H1— ela ionship be ween digi al cul u e and knowledge o digi al ans o ma ion
wo k; H2— ela ionship be ween digi al cul u e and adop ion o digi al echnologies; H3—
ela ionship be ween digi al cul u es and knowledge managemen ; and H4—Rela ionship
be ween commi men and knowledge o digi al ans o ma ion—we e all con i med. Hy-
po hesis H5— ela ionship be ween commi men and adop ion o digi al echnologies—
was no con i med. Hypo heses H6— ela ionship be ween commi men and p oduc i i y;
H7— ela ionship be ween knowledge o digi al ans o ma ion and adop ion o digi al
echnologies; H8— ela ionship be ween adop ion o digi al echnologies and knowledge
managemen ; H9— ela ionship be ween he adop ion o digi al echnologies and p oduc i -
i y; and H10— ela ionship be ween adop ion o digi al echnologies and compe i i eness—
we e also con i med. Hypo hesis H11— ela ionship be ween knowledge managemen and
compe i i eness—was no con i med, while H12— he ela ionship be ween p oduc i i y
and compe i i eness—was con i med.
This means ha , con a y o he s udies iden i ied in he li e a u e, we did no ind
e idence o a posi i e and signi ican ela ionship be ween commi men and he adop ion
o digi al echnologies (H5) (Shapi o and Mandelman 2021;San os e al. 2021;Ca alcan i
e al. 2022), as well as be ween knowledge managemen and o ganiza ional compe i i eness
(H11) (Mo ei a e al. 2017;Al a enga e al. 2020;Shakina e al. 2021;Kim e al. 2021;Pe ei a
e al. 2022;Aziz e al. 2022).
Adm. Sci. 2024,14, 8 18 o 25
The li e a u e e iew con i med ha digi al ans o ma ion, and mo e speci ically
Indus y 4.0, is cu en ly o g ea impo ance due pa icula ly o he compe i i e ad an age
ha i can b ing o o ganiza ions (Mo ei a e al. 2018;Jahanmi e al. 2020;Ca alcan i e al.
2022). On he o h hand, he e is empi ical e idence ha ecognizes o he bene i s, such
as inc eased p oduc i i y and e iciency, imp o ed o ganiza ional pe o mance, inc eased
e enue, and educed cos s (Li e al. 2020). To help c ea e his compe i i e ad an age, he e
is a se o Indus y 4.0 echnologies and ools ha help o ganiza ions imp o e p oduc s
and p ocesses.
Se e al au ho s (Mo ei a e al. 2018;Jahanmi e al. 2020;Ca alcan i e al. 2022;
Jahanmi e al. 2020) conside ed ha he adop ion o digi al echnologies would ensu e
g ow h and sus ainabili y in dynamic and compe i i e en i onmen s such as hose ha
cu en ly a ec he socio-economic con ex cha ac e ized by unp edic abili y and u bulence
caused by c ises ( o example COVID-19, he wa in Uk aine, e c.).
The da a ob ained allowed us o e i y ha , in gene al, he majo i y o companies
a e a a low (ini ial) le el when i comes o adop ing Indus y 4.0 p ac ices and ools.
Al hough esponden s ecognized he impo ance and u gency o ca ying ou digi al
ans o ma ion—simila o he s udies by Jä inen and Ka jaluo o (2015) and Shakina e al.
(2021) — hey ecognized se e al ba ie s and di icul ies in his p ocess (Al a enga e al.
2020).
As men ioned by Ma e al. (2016), Al a enga e al. (2020), and Mo ei a e al. (2018),
he objec i e o DT is o edesign he o ganiza ional business h ough he in oduc ion
o digi al echnologies, achie ing bene i s such as imp o emen s in p oduc i i y, cos
educ ion, and inno a ion. As men ioned by Li e al. (2020), he adop ion o digi al
echnologies allows he op imiza ion o physical, ime, and people esou ces, esul ing
in inc eased o ganiza ional e ec i eness and e iciency. The in eg a ion o he physical
and digi al wo lds wi hin he company and be ween companies in i s supply chain is
impo an in implemen ing Indus y 4.0 p ac ices and ools. In his sense, he equi emen
o new knowledge, skills, and quali ica ions o human esou ces is ecognized (Gill and
VanBoski k 2016), capable o dealing sa ely and con iden ly wi h new echnologies and,
consequen ly, acili a ing he adop ion o Indus y 4.0 p ac ices, as e idenced by Da Sil a
e al. (2020).
Howe e , digi al ans o ma ion p esen s new challenges and ba ie s o he adop ion
o hese echnologies, pa icula ly in e ms o secu i y and p o ec ion, ini ial in es men ,
us , esea ch and de elopmen , echnological ba ie s, o ganiza ional managemen , hu-
man capi al, and he lack o inancial esou ces (Cos a e al. 2023). In his s udy, he majo i y
o esponden s iden i ied he e iciency o p oduc ion and managemen sys ems as he
main posi i e impac s esul ing om he adop ion o Indus y 4.0 ools.
The majo i y o companies unde s udy s ill ha e e y low le els o implemen a ion o
new digi al ools (which means low le els o ma u i y), meaning ha hey ha e a long way
o go be o e digi aliza ion. Digi al ans o ma ion is ans e sal o he en i e o ganiza ion,
cons i u ing a change ha will a ec he di e en a eas o a business (Viei a e al. 2022).
This means ha digi al s a egies mus be o mula ed in acco dance wi h he company’s
objec i es and based on he ad an ages ha digi al echnologies o e .
Gi en he challenges and ba ie s inhe en o his change, he managemen o digi al
ans o ma ion mus be con olled and ca ied ou g adually, always managing all he
impac s i will ha e on he o ganiza ion and i s employees (Shakina e al. 2021;Al a enga
e al. 2020;San os e al. 2021). In ac , “Human Resou ces” has a undamen al ole in
he adop ion o new echnologies and digi aliza ion p ac ices (Diogo e al. 2019;San os
e al. 2021), as i may equi e he acquisi ion o new quali ica ions and skills. Po uguese
o ganiza ions can ob ain a compe i i e ad an age and many o he known bene i s i
hey a e able o adop Indus y 4.0 p ac ices. Al hough his s udy showed ha he e
is a signi ican numbe o companies ha ha e no ye adop ed o ha e adop ed ew
Indus y 4.0 p ac ices and ools, esponden s belie ed in he po en ial o change and in
he willingness o hei o ganiza ions o imp o e and adop Indus y 4.0 p ac ices and
Adm. Sci. 2024,14, 8 19 o 25
ools. This pe spec i e is co obo a ed by Al a enga e al. (2020) and Shakina e al. (2021)
who conside ed ha knowledge managemen and he consequen aining and aining o
human esou ces can inc ease awa eness abou he bene i s o digi al ans o ma ion and
acili a e he implemen a ion o Indus y 4.0 p ac ices and ools.
Se e al au ho s (Milg om e al. 1991;Milg om and Robe s 1995;Mo ei a e al. 2018;
and Shakina e al. 2021) conside ed ha esou ces and echnologies a e complemen a y
o one ano he because an inc ease in echnology imp o es he pe o mance o he en i e
business. Acco ding o Ma e al. (2016), he p ima y goal o digi al ans o ma ion (DT)
is o es uc u e o ganiza ional business h ough he use o digi al echnology, esul ing
in ad an ages like inc eased p oduc i i y, cos sa ings, and inno a ion. Acco ding o
Al a enga e al. (2020), o malized aci knowledge is a use ul ool o con olling p ocesses
in c ea i e and compe i i e businesses ha ha e implemen ed knowledge managemen .
Finally, mul iple eg ession analysis (MRA) allowed us o de e mine ha compe i i e-
ness (IC) depends on p oduc i i y, he adop ion o digi al echnologies, commi men o
digi al in luence, and knowledge managemen . Based on he model es ed, KDT (knowl-
edge o digi al ans o ma ion) and DC (digi al cul u e) did no con ibu e signi ican ly o
he model, which means ha hey do no in luence he compe i i eness o o ganiza ions.
We also saw an imp o emen in compe i i eness, as men ioned by Li e al. (2020).
The au ho s indica ed ha , especially in a dynamic en i onmen , p oduc ion-o ien ed
companies looking o economic pe o mance need o use digi al pla o ms. In his s udy,
81.3% o he compe i i eness a iabili y was explained by he independen a iables.
6. Conclusions
This s udy e ealed ha o ganiza ional compe i i eness depends on p oduc i i y, he
adop ion o digi al echnology, commi men o digi al ans o ma ion, and knowledge man-
agemen . Unco e ed empi ical e idence suppo s imp o ed p oduc i i y, e iciency, o gani-
za ional pe o mance, inc eased e enue, and cos educ ion due o digi al ans o ma ion.
No all ini ially p oposed hypo heses included in he concep ual model we e con-
i med. Hypo heses H1, H2, H3, H4, H6, H7, H8, H9, H10, and H12 (p< 0.05) we e
con i med, whe eas hypo heses H5 and H11 we e no con i med (p> 0.05). Thus, we can
s a e ha he e is a signi ican ela ionship be ween digi al cul u e and job knowledge o
digi al ans o ma ion (H1), digi al cul u e and he adop ion o digi al echnologies (H2),
digi al cul u es and knowledge managemen (H3), commi men and knowledge o digi al
ans o ma ion (H4), commi men and p oduc i i y (H6), knowledge o digi al ans o -
ma ion and adop ion o digi al echnologies (H7); he adop ion o digi al echnologies and
knowledge managemen (H8), he adop ion o digi al echnologies and p oduc i i y (H9),
he adop ion o digi al echnologies and compe i i eness (H10), knowledge managemen
and compe i i eness (H11), and p oduc i i y and compe i i eness (H12).
On he con a y, he e was no signi ican ela ionship be ween commi men and
adop ion o digi al echnologies (H5) o be ween knowledge managemen and compe i i e-
ness (H11).
Responses o he ques ion on digi al cul u e and knowledge and commi men o digi al
ans o ma ion showed ha i posi i ely in luences he adop ion o digi al echnologies and,
in a complemen a y way, p oduc i i y and compe i i eness. As a as commi men and
knowledge managemen a e conce ned, he espec i e co ela ions we e no con i med.
This esea ch con ibu es o a comp ehensi e unde s anding o he impac o digi-
al ans o ma ion and Indus y 4.0 p ac ices and ools on Po uguese o ganiza ions. I
unde sco es he challenges and oppo uni ies associa ed wi h digi aliza ion and high-
ligh s he c ucial ole o human esou ces and knowledge managemen in his jou ney.
O e all, he indings ha e impo an implica ions o businesses seeking o enhance hei
compe i i eness and p oduc i i y in an inc easingly digi al wo ld.
The da a ob ained a e impo an , as hey allow us o ha e a eal pe spec i e o wha is
happening in he “ ansi ion and digi al ans o ma ion” in o ganiza ions and, hus, allow
Adm. Sci. 2024,14, 8 20 o 25
o ganiza ional manage s and poli ical decision-make s he possibili y o c ea ing ools o
suppo app op ia e o he eali y o he Po uguese indus y.
One limi a ion o his s udy is associa ed wi h he use o a non-p obabilis ic sample
ha makes i di icul o ex apola e he esul s wi h 100% eliabili y. Ano he limi a ion is
he ac ha his is a quan i a i e s udy ha may ha e neglec ed some impo an quali a i e
ac o s o a mo e comp ehensi e unde s anding o he heme unde analysis.
Because he pa icipan s who esponded o he ques ionnai e we e anonymous, i was
no possible o objec i ely e i y he impac ha indus y p ac ices ha e on o ganiza ions,
pa icula ly a a inancial le el. Ano he limi a ion is he ac ha he s udy did no use
any model ( o example, he Pa h inde i4.0 model: h ps://pa h inde .i40.de/en/demo/)
(accessed on 4 June 2021) ha would allow e alua ing and compa ing ma u i y le els
be ween o ganiza ions ( o example, by sec o and/o business size). Addi ionally, he
s udy did no assess he impac o COVID-19 on he adop ion o Indus y 4.0 p ac ices
and ools.
I will he e o e be impo an in he u u e o assess he le el o ma u i y o Po uguese
indus ies, o example, using he Pa h inde i4.0 model. I will also be impo an o
moni o he e olu ion o digi al ans o ma ion in Po uguese o ganiza ions, as well as i s
impac on he compe i i eness o companies and he coun y. Likewise, i is ecommended
ha compa a i e s udies be conduc ed be ween egions, na ions, sec o s, and sizes o
o ganiza ions. The impac o COVID-19 on he adop ion o Indus y 4.0 p ac ices and ools
should also be conduc ed.
Fo u u e esea ch, we sugges employing quali a i e me hods, speci ically conduc -
ing in-dep h in e iews wi h a subs an ial c oss-sec ion o business leade s. This app oach
has he po en ial o enhance ou comp ehension o he subjec , pa icula ly wi hin a busi-
ness con ex .
Au ho Con ibu ions: Concep ualiza ion, A.C. and M.S.P.; Me hodology, A.C. and M.S.P.; So wa e,
A.C.; Valida ion, A.C., J.C.S., S.F. and M.M.; Fo mal analysis, A.C., M.S.P. and S.F.; In es iga ion, A.C.
and M.S.P.; Da a cu a ion, J.C.S. and S.F.; W i ing–o iginal d a , A.C., M.S.P. and M.M.; W i ing–
e iew & edi ing, M.S.P., J.C.S., D.J.P., S.F. and M.M.; Visualiza ion, J.C.S. and D.J.P.; Supe ision, A.C.
and M.S.P. All au ho s ha e ead and ag eed o he published e sion o he manusc ip .
Funding: This esea ch ecei ed no ex e nal unding.
Da a A ailabili y S a emen : Da a a e con ained wi hin he a icle.
Con lic s o In e es : The au ho s decla e no con lic s o in e es .
Appendix A. Dimensions and Indica o s o he La en Va iables
La en Va iables I ems
Digi al cul u e (DC) We belie e ha ou compe i i e s a egy depends on digi al echnologies
Top managemen p omo es digi al ans o ma ion
We ha e he igh leade s o execu e ou digi al s a egy
The o ganiza ion in es s in a ge ed digi al educa ion and aining o all employees
We clea ly communica e ou digi al ision bo h in e nally and ex e nally
We alloca e app op ia e esou ces and means o implemen ing he digi al s a egy
Cus ome pe cep ions a e conside ed in he digi al design and de elopmen o he o ganiza ion
Commi men
o digi al ans o ma ion
(CDT)
In my o ganiza ion, he e a e policies ha p io i ize he use o in o ma ion echnologies
My o ganiza ion is p epa ed o he e olu ion o digi al ans o ma ion
Ou o ganiza ional change example can p omo e o he digi al ans o ma ion p ojec s
O ganiza ional leade ship is p epa ed o digi al change
My immedia e supe iso s a e commi ed o digi al change
Ou supe iso s ale us o wha is impo an o know
I eel com o able exp essing my opinion and p esen ing my poin o iew o my colleagues and
supe io s. I eel I will be hea d
Adm. Sci. 2024,14, 8 21 o 25
La en Va iables I ems
Knowledge
o digi al ans o ma ion
(KDT)
I am awa e o he objec i es o digi al ans o ma ion in my o ganiza ion
I seek o unde s and he ision, mission, and s a egies de ined in my o ganiza ion and apply hem
in my daily ac i i ies.
In he digi al ans o ma ion p ocess, I don’ eel esis ance o change.
Digi al ans o ma ion has modi ied in e nal p ocesses
Digi al ans o ma ion is he u u e o o ganiza ional managemen
Adop ion
o digi al echnologies
(ADT)
In my day- o-day wo k, I use digi al echnologies and p oduc s. In p ocesses, managemen , and
in e nal communica ion, mee ings, e c.
P ocesses in my se ice a e ully digi ized
Th ough echnological inno a ion, manual ope a ions ha e been changed and become digi al
Knowledge managemen
(KM)
The implemen a ion o he pla o m con ibu ed o inc eased knowledge sha ing among colleagues
Knowledge gained du ing and a e digi al ans o ma ion can imp o e se ice deli e y o ci izens
I conside ha digi al ans o ma ion con ibu ed o imp o ing knowledge managemen p ac ices
I ha e knowledge o he impo ance o knowledge managemen and i s impac s on
digi al ans o ma ion
Digi al ans o ma ion is undamen al o be e o ganiza ional pe o mance
P oduc i i y
(IP)
The digi al ans o ma ion con ibu ed o he imp o emen o in e nal p ocesses
Digi al ans o ma ion inc eased p oduc i e e iciency and e ec i eness
Technological change and inno a ion ha e he ad an age o op imizing wo k me hodologies
I eel ha wi h digi al ans o ma ion, I can be as e and mo e e icien in pe o ming my asks
The digi al ans o ma ion con ibu ed o an inc ease in he o ganiza ion’s p oduc i i y
Compe i i eness (IC) Digi al ans o ma ion made se ices mo e anspa en and secu e
Digi al ans o ma ion signi ican ly con ibu ed o educing he o ganiza ion’s cos s
I belie e ha digi al ans o ma ion imp o ed he o ganiza ion’s compe i i eness
Digi al ans o ma ion con ibu ed o he o ganiza ion’s inno a ion
Digi al ans o ma ion allowed o a compe i i e ad an age in he ma ke
Digi al ans o ma ion allowed o explo ing new ma ke s and oppo uni ies
Re e ences
Alam, Mohammad Zaheduk, Wang Hu, Md. Abdul Kaium, Md Rakibul Hoque, and Mi za Mohammad Dida ul Alam. 2020.
Unde s anding he de e minan s o mHeal h apps adop ion in Bangladesh: A SEM-Neu al ne wo k app oach. Technology in
Socie y 61: 101255. [C ossRe ]
Almeida, Fe nando. 2023. Challenges in he Digi al T ans o ma ion o Po s. Businesses 3: 548–68. [C ossRe ]
Al a enga, Ana, Flo inda Ma os, Radu Godina, and João Ma ias. 2020. Digi al T ans o ma ion and Knowledge Managemen in he
Public Sec o . Sus ainabili y 12: 5824. [C ossRe ]
Anas asiei, Bogdan, Nicole a Dospinescu, and Oc a ian Dospinescu. 2023. Wo d-o -Mou h Engagemen in Online Social Ne wo ks:
In luence o Ne wo k Cen ali y and Densi y. Elec onics 12: 2857. [C ossRe ]
And iole, S ephen. 2017. Fi e My hs Abou Digi al T ans o ma ion. MIT Sloan Managemen Re iew 58: 20–22. A ailable online:
h ps://sloan e iew.mi .edu/a icle/ i e-my hs-abou -digi al- ans o ma ion/ (accessed on 4 Sep embe 2021).
A i, Wissal Ben, Imed Ben Nas , Galina Kond a e a, and Lubica Hikke o a. 2021. The ole o us in in en ion o use he IoT in
eHeal h: Applica ion o he modi ied UTAUT in a consume con ex . Technological Fo ecas ing and Social Change 167: 120688.
[C ossRe ]
Aziz, I a , Muhammad Sha iq, and I am Fa ima. 2022. In es iga ion o knowledge managemen and i m compe i i eness: Co e
compe ence as a media o . F1000Resea ch 11: 1114. [C ossRe ]
Balak ishnan, Vimala, and No Liyana Mohd Shuib. 2021. D i e s and inhibi o s o digi al paymen adop ion using he Cashless
Socie y Readiness-Adop ion model in Malaysia. Technology in Socie y 65: 101554. [C ossRe ]
B ynjol sson, E ik, and Lo in M. Hi . 2000. Beyond compu a ion: In o ma ion echnology, o ganiza ional ans o ma ion and business
pe o mance. Jou nal o Economic Pe spec i es 14: 23–48. [C ossRe ]
Bumann, Jimmy, and Ma c Pe e . 2016. Ac ion Fields o Digi al T ans o ma ion—A Re iew and Compa a i e Analysis o Digi al T an
o ma ion Ma u i y Models and F amewo ks. In Digi alisie ung und ande e Inno a ions o men im Managemen . Edi ed by Ma k
Aeschbache , Knu Hinkelmann and A ie Ve kuil. Inno a ion und Un e nehme um, Band 2. Basel: Edi ion Gesowip, pp. 13–40.
Busco, Ca olina, Felipe González, and Michelle A ánguiz. 2023. Fac o s ha a o o hinde he acquisi ion o a digi al cul u e in la ge
o ganiza ions in Chile. F on ie s Psychology Sec ion O ganiza ional Psychology 14: 1153031. [C ossRe ]
Ca alcan i, Diego Rod igues, Tiago Oli ei a, and Fe nando de Oli ei a San ini. 2022. D i e s o digi al ans o ma ion adop ion: A
weigh and me a-analysis. Heliyon 8: e08911. [C ossRe ] [PubMed]
Adm. Sci. 2024,14, 8 22 o 25
Chin, Wynne. 1998. The pa ial leas squa es app oach o s uc u al equa ion modeling. In Mode n Me hods o Business Resea ch.
Edi ed by Geo ges Ma coulides. Mahwah: Law ence E lbaum Associa es Publishe s, pp. 295–336.
Cohen, J. 1988. S a is ical Powe Analysis o he Beha io al Sciences. New Yo k: Rou ledge. [C ossRe ]
Cos a, Ruben Ma a Ba bosa, F ancisco Sil a, JoséSá, Luis Fe ei a, and Bebiana Pin o. 2023. Imp o ing P ocedu es o P oduc ion and
Main enance Con ol Towa ds Indus y 4.0 Implemen a ion. In In e na ional Con e ence Inno a ion in Enginee ing. Cham: Sp inge ,
pp. 58–67. [C ossRe ]
ˇ
C ešna , Rok, and Zla ko Nedelko. 2020. Unde s anding Fu u e Leade s: How A e Pe sonal Values o Gene a ions Y and Z Tailo ed o
Leade ship in Indus y 4.0? Sus ainabili y 12: 4417. [C ossRe ]
Da Sil a, Vande luiz, João Luis Ko aleski, Regina Neg i Pagani, Jaqueline de Ma os Sil a, and Alana Co si. 2020. Implemen a ion o
indus y 4.0 concep in companies: Empi ical e idences. In e na ional Jou nal o Compu e In eg a ed Manu ac u ing (B azil) 33:
325–42. [C ossRe ]
Dalenoga e, Lucas San o, Guilhe me Beni iez, Nes o Ayla, and Alejand o F ank. 2018. The expec ed con ibu ion o Indus y 4.0
echnologies o indus ial pe o mance. In e na ional Jou nal o P oduc ion Economics 204: 383–94. [C ossRe ]
Da win, Cha les. 1859. On he O igin o Species by Means o Na u al Selec ion, o P ese a ion o Fa ou ed Races in he S uggle o Li e.
London: John Mu ay.
Da ison, Robe , and Ca ol Xj Ou. 2017. Digi al wo k in a digi ally challenged o ganiza ion. In o ma ion & Managemen 54: 129–37.
[C ossRe ]
Delgosha, Mohammad Sol an, and Nas a an Hajiheyda i. 2020. On-demand se ice pla o ms p o/an i adop ion cogni ion: Examining
he con ex -speci ic easons. Jou nal o Business Resea ch 121: 180–94. [C ossRe ]
Diogo, Rica do Alexand e, A mando Kolbe Junio , and Ne i San os. 2019. A ans o mação digi al e a ges ão do conhecimen o:
Con ibuições pa a a melho ia dos p ocessos p odu i os e o ganizacionais. P2P & INOVAÇÃO Rio de Janei o 5: 154–75. [C ossRe ]
Faul, F anz, Edga E d elde , Axel Buchne , and Albe Geo ge Lang. 2009. S a is ical powe analyses using G*Powe 3.1: Tes s o
co ela ion and eg ession analyses. Beha io Resea ch Me hods 41: 1149–60. [C ossRe ]
Fi zge ald, Michael Nina K uschwi z, Didie Bonne , and Michael Welch. 2013. Emb acing digi al echnology: A new s a egic
impe a i e. MIT Sloan Managemen Re iew Resea ch Repo 55: 1–12.
Gill, Ma in, and Sha VanBoski k. 2016. The Digi al Ma u i y Model 4.0. Benchma ks: Digi al T ans o ma ion Playbook. A ailable
online: h ps://www. o es e .com/ epo / he-digi al-ma u i y-model-40/RES131801 (accessed on 15 Sep embe 2022).
Goh, Edmund, and Cindy Lee. 2018. A wo k o ce o be eckoned wi h: The eme ging pi o al Gene a ion Z hospi ali y wo k o ce.
In e na ional Jou nal o Hospi ali y Managemen 73: 20–28. [C ossRe ]
Hai , Joe, J ., Ma ko Sa s ed , Lucas Hopkins, and Volke Kuppelwiese . 2014. Pa ial leas squa es s uc u al equa ion modeling
(PLS-SEM). Eu opean Business Re iew 26: 106–21. [C ossRe ]
Hensele , Jö g, Ch is ian M. Ringle, and Ma ko Sa s ed . 2015. A new c i e ion o assessing disc iminan alidi y in a iance based
s uc u al equa ion modeling. Jou nal o he Academy o Ma ke ing Science 43: 115–35. [C ossRe ]
Hensele , Jö g, Ch is ian M. Ringle, and Rudol R. Sinko ics. 2009. The use o pa ial leas squa es pa h modeling in in e na ional
ma ke ing. In New Challenges o In e na ional Ma ke ing. Ad ances in In e na ional Ma ke ing. Edi ed by Rudol Sinko ics and
Pe ez Ghau i. Bingley: Eme ald G oup Publishing Limi ed, ol. 20, pp. 277–319. [C ossRe ]
Hu, Zhongqing, Shuai Ding, Shizheng Li, Lu ing Chen, and Shanlin Yang. 2019. Adop ion in en ion o in ech se ices o bank use s:
An empi ical examina ion wi h an ex ended echnology accep ance model. Symme y 11: 340. [C ossRe ]
Huj an, Oma , Emad Abu-Shanab, and Ali Aljaa eh. 2020. P edic o s o he adop ion o e-democ acy: An empi ical e alua ion based
on a ci izen-cen ic app oach. T ans o ming Go e nmen : People, P ocess and Policy 14: 523–44. [C ossRe ]
Jahanmi , Sa a, G aça Mi anda Sil a, Paulo Gomes, and Helena Ma ins Gonçal es. 2020. De e minan s o use s’ con inuance in en ion
owa d digi al inno a ions: A e la e adop e s di e en ? Jou nal o Business Resea ch 115: 225–33. [C ossRe ]
Jain, Gee ika, Jus in Paul, and A chana Sh i as a a. 2021. Hype -pe sonaliza ion, co-c ea ion, digi al clien eling and ans o ma ion.
Jou nal o Business Resea ch 124: 12–23. [C ossRe ]
Jakliˇc, Ju ij, Tanja G ublješiˇc, and Aleš Popo iˇc. 2018. The ole o compa ibili y in p edic ing business in elligence and analy ics use
in en ions. In e na ional Jou nal o In o ma ion Managemen 43: 305–18. [C ossRe ]
Jä inen, Joel, and Heikki Ka jaluo o. 2015. The use o Web analy ics o digi al ma ke ing pe o mance measu emen . Indus ial
Ma ke ing Managemen 50: 117–27. [C ossRe ]
Kamalaldin, Anma , Lina Linde, Da id Sjödin, and Vini Pa ida. 2020. T ans o ming p o ide -cus ome ela ionships in digi al
se i iza ion: A ela ional iew on digi aliza ion. Indus ial Ma ke ing Managemen 89: 306–25. [C ossRe ]
Khaksa , Seyed Mohammad Sadegh, Raji Khosla, S ephen Singa aju, and B e Slade. 2021. Ca e ’s pe cep ion on social assis i e
echnology accep ance and adop ion: Mode a ing e ec s o pe cei ed isks. Beha iou & In o ma ion Technology 40: 337–60.
[C ossRe ]
Kim, Seunghyun, Byungchul Choi, and Yong Kyu Lew. 2021. Whe e is he age o digi aliza ion heading? The meaning, cha ac e is ics,
and implica ions o con empo a y digi al ans o ma ion. Sus ainabili y 13: 8909. [C ossRe ]
Ko, And ea, Pé e Fehé , Tibo Ko ács, A iel Mi e , and Zol án Szabó. 2021. In luencing ac o s o digi al ans o ma ion: Managemen
o IT is he d i ing o ce? In e na ional Jou nal o Inno a ion Science 14: 1–20. [C ossRe ]
Ko le , Philip, He mawan Ka ajaya, and Iwan Se iawan. 2021. Ma ke ing 5.0 Tecnologia pa a a Humanidade. Conjun u a. Lisboa: Ac ual
Edi o a. ISBN 978-989-694-623-4.
Adm. Sci. 2024,14, 8 23 o 25
K aus, Sascha, Paul Jones, No be Kaile , Alexand a Weinmann, Nu ia Chapa o-Banegas, and No a Roig-Tie no. 2021. Digi al
T ans o ma ion: An O e iew o he Cu en S a e o he A o Resea ch. SAGE Open 11: 1–15. [C ossRe ]
Kunz, Reinha d E., and James P. San omie . 2019. Spo con en and i ual eali y echnology accep ance. Spo , Business and
Managemen : An In e na ional Jou nal 10: 83–103. [C ossRe ]
Leal-Rod íguez, An onio, Ca los Sanchís-Ped egosa, An onio Mo eno-Mo eno, and An onio Leal-Millán. 2023. Digi aliza ion beyond
echnology: P oposing an explana o y and p edic i e model o digi al cul u e in o ganiza ions. Jou nal o Inno a ion & Knowledge
8: 100409. [C ossRe ]
Li, Ying, Jing Dai, and Li Cui. 2020. The impac o digi al echnologies on economic and en i onmen al pe o mance in he con ex o
indus y 4.0: A mode a ed media ion model. In e na ional Jou nal o P oduc ion Economics 229: 107777. [C ossRe ]
Lo i, Oli a F. 2014. Knowledge managemen ba ie s, p ac ices and ma u i y model. Jou nal o Knowledge Managemen 18: 1053–74.
[C ossRe ]
Magis e i, S e ano, C is ina Tu Anh Pham, and Claudio Dell’E a. 2021. Enligh ening he dynamic capabili ies o design hinking in
os e ing digi al ans o ma ion. Indus ial Ma ke ing Managemen 97: 59–70. [C ossRe ]
Magsamen-Con ad, Ka e, and Jeane e Muhleman Dillon. 2020. Mobile echnology adop ion ac oss he li espan: A mixed me hods
in es iga ion o cla i y adop ion s ages, and he in luence o di usion a ibu es. Compu e s in Human Beha io 112: 106456.
[C ossRe ]
Malho a, Na esh. 2019. Ma ke ing Resea ch: An Applied O ien a ion, 7 h ed. New Yo k: Pea son.
Man eda, An on, Kla a Ljubi, and Aleš G oznik. 2021. Au onomous ehicles in he sma ci y e a: An empi ical s udy o adop ion
ac o s impo an o millennials. In e na ional Jou nal o In o ma ion Managemen 58: 102050. [C ossRe ]
Ma iani, Ma cello, Ma ia Ek S y en, and F éde ic Teulon. 2021. Explaining he in en ion o use digi al pe sonal da a s o es: An
empi ical s udy. Technological Fo ecas ing and Social Change 166: 120657. [C ossRe ]
Ma , Ch is ian, Thomas Hess, Alexande Benlian, and Flo ian Wiesbock. 2016. Op ions o Fo mula ing a Digi al T ans o ma ion
S a egy. MIS Qua e ly Execu i e 15: 123–39. A ailable online: h ps://aisel.aisne .o g/misqe/ ol15/iss2/6 (accessed on 13
Sep embe 2022).
McDe mo , Oli ia, Ida Foley, Jiju An ony, Michael Sony, and Ma y Bu le . 2022. The Impac o Indus y 4.0 on he Medical De ice
Regula o y P oduc Li e Cycle Compliance. Sus ainabili y 14: 14650. [C ossRe ]
McDonald, Ma k. 2012. Digi al s a egy do no equal IT s a egy. Ha a d Business Re iew 90: 85–92. A ailable online: h ps:
//hb .o g/2012/11/digi al-s a egy-does-no -equa (accessed on 3 June 2021).
McLaughlin, S ephen A. 2017. Dynamic capabili ies: Taking an eme ging echnology pe spec i e. In e na ional Jou nal o Manu ac u ing
Technology and Managemen 31: 62–81. [C ossRe ]
Milg om, Paul, and John Robe s. 1995. Complemen a i ies and i s a egy, s uc u e, and o ganiza ional change in manu ac u ing.
Jou nal o Accoun ing and Economics 19: 179–208. [C ossRe ]
Milg om, Paul, Yingyi Qian, and John Robe s. 1991. Complemen a i ies, momen um, and he e olu ion o mode n manu ac u ing.
Ame ican Economic Re iew 81: 84–88. A ailable online: h p://www.js o .o g/s able/2006831 (accessed on 3 June 2021).
Mo ei a, Fe nando, Manuel Au-Yong-Oli ei a, Rami o Goncal es, and Ca los Cos a. 2017. Digi al ans o ma ion—Oppo uni ies and
Th ea s o Mo e Consis en Compe i i eness. Fa o: Ed. Syllables & Challenges.
Mo ei a, Fe nando, Ma ia João Fe ei a, and Isabel Se uca. 2018. En e p ise 4.0—The eme ging digi al ans o med en e p ise? P ocedia
Compu e Science 138: 525–32. [C ossRe ]
Mou a, G aziela B ei enbauch, and Le ícia Godoy Sa oli. 2021. Sus ainable alue chain managemen based on dynamic capabili ies in
small and medium-sized en e p ises (SMEs). The In e na ional Jou nal o Logis ics Managemen 32: 168–89. [C ossRe ]
Na a idas-Nalda, Fe mín, Mónica Cla el-San, Rúben Fe nández-O iz, and Ma io A ias-Oli a. 2020. The s a egic in luence o school
p incipal leade ship in he digi al ans o ma ion o schools. Compu e s in Human Beha io 112: 106481. [C ossRe ]
Pascucci, Fede ica, Elisabe a Sa elli, and Giacomo Gis i. 2023. How digi al echnologies eshape ma ke ing: E idence om a
quali a i e in es iga ion. I alian Jou nal o Ma ke ing 2023: 27–58. [C ossRe ]
Pa il, Pushp, Ku imani Tamilmani, N ipend a P. Rana, and Vishnup iya Ragha an. 2020. Unde s anding consume adop ion o
mobile paymen in India: Ex ending Me a-UTAUT model wi h pe sonal inno a i eness, anxie y, us , and g ie ance ed essal.
In e na ional Jou nal o In o ma ion Managemen 54: 102144. [C ossRe ]
Peláez, An onio López, Amaya E o-Ga cés, and Emilio JoséGómes Ci iano. 2020. Young people, social wo ke s and social wo k
educa ion: The ole o digi al skills. Social Wo k Educa ion 39: 825–42. [C ossRe ]
Peppa d, Joe, and Ch is ophe Hemingway. 2009. “Design- o -Use”: A Pa adigm o Success ul In o ma ion Technology P ojec s.
Business Ho izons. A ailable online: h ps://www.som.c an ield.ac.uk/som/dinamic-con en /media/ISRC/Design%20 o %20
Use%20-%20a%20pa adigm%20 o %20success ul%20IT%20p ojec s.pd (accessed on 5 June 2021).
Pe ei a, Manuel Sousa, An ónio Ca doso, JoséCa los Sá, Manuel Magalhães, and Sil ia Fa ia. 2022. Digi al T ans o ma ion in
O ganiza ions and I s Impac on Knowledge Managemen : A Quan i a i e S udy. In Implemen ing Au oma ion Ini ia i es in
Companies o C ea e Be e -Connec ed Expe iences. Edi ed by Jo ge Remondes and Sond ina Teixei a. He shey: IGI Global, pp. 1–13.
[C ossRe ]
Pes ana, Ma ia Helena, and João Nunes Gagei o. 2014. Análise de dados pa a Ciências Sociais. A Complemen a idade do SPSS, 6 h ed.
Lisboa: Edições Sílabo.
Adm. Sci. 2024,14, 8 24 o 25
Pillai, Rajassh ie, B ijesh Si a hanu, and Yogesh K. Dwi edi. 2020. Shopping in en ion a AI-powe ed au oma ed e ail s o es (AIPARS).
Jou nal o Re ailing and Consume Se ices 57: 102207. [C ossRe ]
Pinoche , Pinoche , Luis He nan, Guilhe me de Cama go Belli Amo im, Du al Lucas Júnio , and Cesa Alexand e de Souza. 2021.
Consequen ial ac o s o Big Da a’s Analy ics Capabili y: How i ms use da a in he compe i i e scena io. Jou nal o En e p ise
In o ma ion Managemen 34: 1406–28. [C ossRe ]
Pi honen, Ja i, Luciana Lolich, Ka a iina Tuominen, Ou i Jolanki, and Vi pi Timonen. 2020. These de ices ha e no been made o
olde people’s needs—Olde adul s’ pe cep ions o digi al echnologies in Finland and I eland. Technology in Socie y 62: 101287.
[C ossRe ]
Puliwa na, Tunggul, Pan ja Dja i, and Elisabe h Tan i. 2023. The E ec o Digi al Leade ship, o ganiza ional cul u e, digi al compe-
ence and o ganiza ion’s commi men on O ganiza ional Pe o mance: In o ma ion Technology Sys em in Indonesian Na y.
In e na ional Jou nal o Scien i ic Resea ch and Managemen (IJSRM) 11: 4833–46. [C ossRe ]
Quei oz, Maciel, and Samuel Fosso Wamba. 2019. Blockchain adop ion challenges in supply chain: An empi ical in es iga ion o he
main d i e s in India and he USA. In e na ional Jou nal o In o ma ion Managemen 46: 70–82. [C ossRe ]
Rahman, Mohammed Sajedu , Myung Ko, John Wa en, and Da ell Ca pen e . 2016. Heal hca e Technology Sel E icacy (HTSE) and
i s in luence on indi idual a i ude: An empi ical s udy. Compu e s in Human Beha io 58: 12–24. [C ossRe ]
Reis, João, and Nuno Melão. 2023. Digi al ans o ma ion: A me a- e iew and guidelines o u u e esea ch. Heliyon 9: e12834.
[C ossRe ]
Ringle, Ch is ian M., Ma ko Sa s ed , Rebecca Mi chell, and Sieg ied P. Gude gan. 2018. Pa ial leas squa es s uc u al equa ion
modeling in HRM esea ch. The In e na ional Jou nal o Human Resou ce Managemen 31: 1617–43. [C ossRe ]
Roge s, Da id. 2016. The T ans o ma ion Digi al Playbook—Re hink You Business o The Digi al Age. New Yo k: Columbia Business
School Publishing, pp. 20–169. [C ossRe ]
Rome o, Da id, Paolo Gaia delli, Da yl Powell, Tho s en Wues , and Ma hias Thü e . 2019. Re hinking Jidoka Sys ems unde
Au oma ion & Lea ning Pe spec i es in he Digi al Lean Manu ac u ing Wo ld. IFAC-Pape sOnLine 52: 899–903. [C ossRe ]
Ryma czyk, Jan. 2022. The Change in he T adi ional Pa adigm o P oduc ion unde he In luence o Indus ial Re olu ion 4.0.
Businesses 2: 188–200. [C ossRe ]
Sá, Jéssica, Luís Pin o Fe ei a, Te esa Dieguez, JoséCa los Sá, and F ancisco JoséGomes da Sil a. 2021. Indus y 4.0 in he Wine Sec o –
De elopmen o a Decision Suppo Sys em Based on Simula ion Models. In In e na ional Con e ence Inno a ion in Enginee ing.
Cham: Sp inge , pp. 371–84. [C ossRe ]
San os, Gilbe o, Jose Ca los Sá, Ma ia João Félix, Luís Ba e o, Filipe Ca alho, Manuel Doi o, K is ína Zgoda o á, and Miladin
S e ano i´c. 2021. New Needed Quali y Managemen Skills o Quali y Manage s 4.0. Sus ainabili y 13: 6149. [C ossRe ]
Schaa , Anne Ka h in, And éCale o Valdez, Ta jana Hamann, and Ma ina Zie le. 2019. Indus y 4.0 and i s u u e s a . Ma ching
millennials pe cep ions o a pe ec job wi h he equi emen s o digi aliza ion. Pape p esen ed a he In e na ional Con e ence
on Compe i i e Manu ac u ing (COMA2019): P oceedings, S ellenbosch, Sou h A ica, Janua y 30–Feb ua y 1; Edi ed by Dimi e
Dimi o , De on Hagedo n-Hansen and Kon ad on Leipzig. S ellenbosch: Depa men o Indus ial Enginee ing, S ellenbosch
Uni e si y, pp. 246–52. A ailable online: h ps://hdl.handle.ne /10019.1/105429 (accessed on 5 June 2021).
Selande , Lisen, and Si kka L. Ja enpaa. 2016. Digi al ac ion epe oi es and ans o ming a social mo emen o ganiza ion. MIS
Qua e ly 40: 331–52. A ailable online: h ps://www.js o .o g/s able/26628909 (accessed on 5 June 2021). [C ossRe ]
Seu e , Sabine, Jose Guggemos, and Michael Saile . 2021. Technology- ela ed knowledge, skills, and a i udes o p e- and in-se ice
eache s: The cu en si ua ion and eme ging ends. Compu e s in Human Beha io 115: 106552. [C ossRe ]
Shakina, Elena, Pe Pa shako , and A em Alsu ie . 2021. Re hinking he co po a e digi al di ide: The complemen a i y o echnologies
and he demand o digi al skills. Technological Fo ecas ing and Social Change 162: 120405. [C ossRe ]
Shapi o, Alan Finkels ein, and Fede ico S. Mandelman. 2021. Digi al adop ion, au oma ion, and labo ma ke s in de eloping coun ies.
Jou nal o De elopmen Economics 151: 102656. [C ossRe ]
Shin, Jinkyo, Md Alamgi Mollah, and Jaehyeok Choi. 2023. Sus ainabili y and O ganiza ional Pe o mance in Sou h Ko ea: The E ec
o Digi al Leade ship on Digi al Cul u e and Employees’ Digi al Capabili ies. Sus ainabili y 15: 2027. [C ossRe ]
S acho á, Ka a ína, Ján Papula, Zdenko S acho, and Lucia Kohno á. 2019. Ex e nal Pa ne ships in Employee Educa ion and
De elopmen as he Key o Facing Indus y 4.0 Challenges. Sus ainabili y 11: 345. [C ossRe ]
Tang, Hongmei. 2017. A S udy o he E ec o Knowledge Managemen on O ganiza ional Cul u e and O ganiza ional E ec i eness in
Medicine and Heal h Sciences. Eu asia Jou nal o Ma hema ics, Science and Technology Educa ion 13: 1831–45. [C ossRe ]
Tenenhaus, Michel, Vincenzo Esposi o Vinzi, Y es-Ma ie Cha elin, and Ca lo Lau o. 2005. PLS Pa h Modeling. Compu a ional S a is ics
& Da a Analysis 48: 159–205. [C ossRe ]
Teng, Xiaoyan, Zhong Wu, and Feng Yang. 2022. Resea ch on he Rela ionship be ween Digi al T ans o ma ion and Pe o mance o
SMEs. Sus ainabili y 14: 6012. [C ossRe ]
Udo, Godwin, Kallol Bagchi, and Mou usy Mai y. 2016. Explo ing ac o s a ec ing digi al pi acy using he no m ac i a ion and UTAUT
models: The ole o na ional cul u e. Jou nal o Business E hics 135: 517–41. A ailable online: h ps://www.js o .o g/s able/2473
6069 (accessed on 4 Sep embe 2021). [C ossRe ]
Ve hoe , Pe e , Thijs B oekhuizen, Yako Ba , Abhi Bha acha ya, John Qi Dong, Nicolai Fabian, and Michael Haenlein. 2021. Digi al
ans o ma ion: A mul idisciplina e lec ion and esea ch agenda. Jou nal o Business Resea ch 122: 889–901. [C ossRe ]
