In e na ional Jou nal o Eme ging Resea ch in Science, Enginee ing, and Managemen
Vol. 1, Issue 3, pp.06-11, Sep embe 2025.
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Talen Managemen S a egies o Employee
Re en ion in he E a o Digi al T ans o ma ion
1M. Mani annan, 2K. Sub amanyam, 3J. Venka agi i
1Associa e P o esso , Depa men o CSE, Siddha h Ins i u e o Science and Technology, Pu u , India.
2Associa e P o esso , Depa men o ECE, Gokula K ishna College o Enginee ing, Sullu pe , India.
3Depa men o CSE, Ramaiah Uni e si y o Applied Sciences, Bengalu u, India
Abs ac : This s udy examines he impac o alen managemen s a egies on employee e en ion du ing digi al ans o ma ion in he se ice
sec o s o Ka na aka, India. I employs a quan i a i e esea ch design using a s uc u ed 5-poin Like scale ques ionnai e adminis e ed o 357
employees and middle manage s ac oss elecommunica ions, banking, and in o ma ion echnology indus ies. G ounded in New Ins i u ional
Theo y, he esea ch analyzes da a h ough S uc u al Equa ion Modeling (SEM) in SMART PLS 4.0 o assess he ela ionships be ween alen
managemen , ans o ma ional leade ship, esis ance o change, digi al ans o ma ion, and employee e en ion. The indings con i m ha
e ec i e alen managemen signi ican ly d i es digi al ans o ma ion success (β = 0.62, p < 0.001) and ha ans o ma ional leade ship
posi i ely mode a es his ela ionship (β = 0.30, p = 0.008), acili a ing smoo he adop ion and educing esis ance. Al hough esis ance o change
has a nega i e impac on digi al ans o ma ion (β = -0.28, p = 0.032), i did no signi ican ly media e he ela ionship be ween alen managemen
and digi al ans o ma ion. Digi al ans o ma ion was ound o ha e a posi i e in luence on employee e en ion, as e idenced by inc eased job
sa is ac ion and o ganiza ional commi men (β = 0.55, p < 0.001), wi h ans o ma ional leade ship playing an indi ec ole in suppo ing
e en ion. The model explains 67% o he a iance in digi al ans o ma ion success and 54% o he a iance in e en ion in en ion, highligh ing
he impo ance o in eg a ing s a egic alen managemen and isiona y leade ship o sus ain a compe i i e ad an age in digi ally e ol ing
wo kplaces.
Keywo ds: Talen Managemen , Digi al T ans o ma ion, Employee Re en ion, T ans o ma ional Leade ship, Resis ance o Change, Digi al
Skills De elopmen .
1 INTRODUCTION
The eme gence o digi al ans o ma ion has igge ed a p o ound econ igu a ion o o ganiza ional s uc u es, business models,
and human esou ce (HR) managemen p ac ices in he global economy. Digi al echnologies—including a i icial in elligence
(AI), cloud compu ing, big da a analy ics, he In e ne o Things (IoT), and au oma ion—ha e apidly become in eg al o en e p ise
ope a ions, ouching e e y ace o con empo a y wo k en i onmen s. As o ganiza ions adop hese echnologies, he need o
a ac , de elop, and e ain digi ally sa y alen becomes a co e s a egic impe a i e [1]. A p ima y d i e behind digi al
ans o ma ion is heigh ened global compe i ion; o ganiza ions mus con inuously inno a e and adap o su i e and h i e in
dynamic ma ke s. Acco ding o ecen s udies, almos 70% o companies ha e ini ia ed some o m o digi al ans o ma ion, and
nea ly 60% epo signi ican imp o emen s in p oduc i i y, e iciency, and o e all pe o mance h ough hese ini ia i es [2]. This
apid e olu ion o o ganiza ional p ocesses necessi a es ha alen managemen , once iewed simply as a suppo unc ion, is now
ecognized as a key ca alys o business success.
Talen managemen e e s o he in eg a ed se o ac i i ies designed o a ac , iden i y, de elop, e ain, and deploy indi iduals
who possess he skills and beha io s equi ed o achie e o ganiza ional objec i es. In he e a o digi al ans o ma ion, alen
managemen e ol es o encompass he acquisi ion and nu u ing o employees wi h digi al compe encies, adap abili y, and
inno a i e mindse s. Companies ha deploy ad anced HR echnologies epo conside able gains, including a 75% educ ion in
ec ui men cycle ime, a 16% inc ease in di e si y, and imp o ed o ganiza ional agili y [3]. No ably, he abili y o le e age da a-
d i en HR p ac ices enables i ms o make mo e objec i e, imely, and in o med alen decisions, he eby op imizing wo k o ce
u iliza ion and po en ial.
The impo ance o employee e en ion in digi al wo kplaces canno be o e s a ed. High pe o ming engaged employees a e
c ucial o he success ul adop ion and implemen a ion o digi al echnology solu ions. Ye , digi al ans o ma ion b ings challenges,
such as esis ance o change, skill gaps, and inc eased compe i ion o quali ied alen . Resea ch conduc ed by Deloi e indica ed
ha 86% o execu i es conside alen managemen a op s a egic p io i y in he digi al e a, unde sco ing a g owing awa eness o
i s impac on o ganiza ional compe i i eness. The ise o emo e wo k, lexible a angemen s, and i ual collabo a ions u he
complica es employee engagemen and sa is ac ion, necessi a ing c ea i e alen managemen app oaches ha add ess changing
expec a ions and build us ac oss dis ibu ed eams [4]. O ganiza ions a he o e on o digi al ans o ma ion exempli y
inno a i e p ac ices in alen managemen . Fo ins ance, Unile e u ilizes digi al hi ing solu ions and AI-d i en assessmen s o
sc een o e 250,000 candida es annually, esul ing in a 75% as e ec ui men p ocess while expanding wo k o ce di e si y [2].
In e na ional Jou nal o Eme ging Resea ch in Science, Enginee ing, and Managemen
Vol. 1, Issue 3, pp.06-11, Sep embe 2025.
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IBM is no able o using AI-based employee da a analy ics o c a indi idualized ca ee de elopmen plans, a p ac ice
associa ed wi h a 25% inc ease in employee e en ion and a subs an ial boos in employee sa is ac ion. Amazon’s digi al employee
engagemen pla o m moni o s s a sen imen in eal ime, yielding a 30% educ ion in wa ehouse u no e a es and
demons a ing he angible impac o echnology-enabled HR p ac ices. Beyond p ocess e iciency, digi al ans o ma ion
empowe s o ganiza ions o os e mo e e ec i e lea ning and ca ee de elopmen . Mode n HR pla o ms o e pe sonalized, on-
demand aining p og ams, which o ganiza ions epo imp o e employee engagemen a es by 35%. This shi owa ds
indi idualized de elopmen , suppo ed by digi al pla o ms, add esses c i ical skill gaps and mo i a es employees o pu sue
con inuous pe sonal and p o essional g ow h [5]. As he skills equi ed o success in digi al wo kplaces con inue o e ol e,
eskilling and upskilling ini ia i es become essen ial o bo h e aining cu en alen and building u u e o ganiza ional capabili ies.
Howe e , emb acing digi al ans o ma ion also in oduces unique challenges. One pe sis en issue is esis ance o change,
wi h employees o en s uggling o adap o new sys ems, p ocesses, and expec a ions. Success ul o ganiza ions ha e shown ha
ans o ma ional leade ship, cha ac e ized by ision, adap abili y, and suppo , can mode a e hese e ec s, guiding indi iduals
h ough pe iods o unce ain y and digi al ansi ion. Addi ionally, human-cen e ed and e hical amewo ks—such as Socie y 5.0
and he H.O.P.E. model—a e inc easingly inco po a ed in o HR s a egies o ensu e ha digi al ans o ma ion ad ances employee
well-being, inclusi i y, and meaning ul wo k [6]. These app oaches also highligh he impo ance o p i acy, da a p o ec ion, and
anspa en communica ion, especially as o ganiza ions collec and analyze e e -inc easing amoun s o employee da a.
The in eg a ion o digi al echnologies in o HR p ac ices is no limi ed o ec ui men and engagemen bu ex ends o alen
e en ion h ough employee expe ience design, well-being p og ams, and ecogni ion sys ems. Resea ch demons a es ha
employees a e mo e likely o emain wi h o ganiza ions ha in es in pe sonalized de elopmen , p o ide egula eedback, and
c ea e oppo uni ies o inno a ion and au onomy [2][4]. Fi ms ha le e age digi al HR pla o ms and analy ics can p oac i ely
iden i y ac o s in luencing u no e , make in o med in e en ions, and os e a posi i e o ganiza ional cul u e ha enables
e en ion e en du ing pe iods o apid digi al change.
Looking ahead, u u e challenges o alen managemen in he e a o digi al ans o ma ion include b idging he sus ainable
skills gap, adap ing o new business models, managing global and cul u ally di e se eams, and in eg a ing eme ging echnologies
like augmen ed eali y (AR), i ual eali y (VR), and ad anced AI in o wo k o ce s a egies. Collabo a ion wi h educa ional
ins i u ions, con inuous moni o ing wi h key pe o mance indica o s, and dynamic eedback sys ems a e inc easingly
ecommended as bes p ac ices o esilien and u u e- eady o ganiza ions [7]. Talen managemen is a cen al le e o achie ing
employee e en ion and b oade o ganiza ional success in he con ex o digi al ans o ma ion. As digi al ini ia i es con inue o
eshape en i e indus ies, he abili y o a ac , nu u e, and e ain highly skilled employees is wha will se leading o ganiza ions
apa . This pape examines he s a egic impo ance o alen managemen o employee e en ion, su eys ecen esea ch and
p ac ical case examples, and p oposes ac ionable ecommenda ions o HR leade s na iga ing he digi al e a.
2 LITERATURE REVIEW
Digi al ans o ma ion has undamen ally al e ed he landscape o alen managemen , posi ioning i as a c i ical componen o
o ganiza ional success in he con empo a y digi al e a. Va ious s udies ha e emphasized ha in eg a ing digi al echnologies
equi es a s a egic o e haul in how o ganiza ions a ac , de elop, and e ain alen o ensu e a sus ainable compe i i e ad an age.
The accele a ing shi owa d digi al wo kplaces necessi a es no only he enhancemen o digi al skills bu also he adap a ion o
leade ship and o ganiza ional cul u e o suppo ongoing ans o ma ion.
Se e al esea che s ha e explo ed he mul i ace ed impac o digi al ans o ma ion on alen managemen . Mah oo e al.
highligh ha ans o ma ional leade ship plays a mode a ing ole in acili a ing digi al ans o ma ion p ocesses while alen
managemen di ec ly in luences success ul digi al adop ion [1]. Thei s udy, conduc ed among se ice sec o s in de eloping
coun ies, highligh s he c i ical need o con ex -speci ic alen managemen s a egies, pa icula ly in a eas whe e echnological
in as uc u e is s ill in i s ea ly s ages o de elopmen . Simila ly, Mah oo and Valle a gue ha alen managemen is pi o al in
o e coming ba ie s o achie ing high digi al ma u i y, emphasizing ha digi al ans o ma ion anscends me e digi aliza ion and
in ol es p o ound o ganiza ional change [1][2].
The pa adigm o Socie y 5.0 exempli ies a human-cen e ed app oach o alen managemen in he con ex o echnological
ad ancemen s. A ay e al. emphasize he impo ance o aligning alen managemen s a egies wi h he Sus ainable De elopmen
Goals by adop ing lexible, e hical, and human-cen e ed digi al p ac ices [3]. This e lec s an e ol ing ocus no jus on
echnological p o iciency bu also on ensu ing employee wellbeing and inclusion in digi al wo kplaces. A comp ehensi e e iew
by Bane jee and Sha ma examines alen managemen wi hin Indus y 4.0, highligh ing ha HR manage s and employees mus
wo k collabo a i ely o e ec i ely d i e digi al ans o ma ion h ough echnological changes [4]. Thei sys ema ic li e a u e
e iew sugges s ha con inuous lea ning, coaching, and sus ainable HR p ac ices a e c ucial in equipping employees wi h he
necessa y compe encies and p omo ing inno a ion. These indings esona e wi h he b oade consensus ha digi al ans o ma ion
in ensi ies he need o ongoing upskilling and eskilling p og ams o b idge skill gaps.
In e na ional Jou nal o Eme ging Resea ch in Science, Enginee ing, and Managemen
Vol. 1, Issue 3, pp.06-11, Sep embe 2025.
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IJERSEM@2025 h ps://doi.o g/10.58482/ije sem. 1i3.2 8
P i acy and da a go e nance also eme ge as i al conside a ions in he digi al age. Zhong and Feng demons a e ha en e p ise-
le el p i acy p o ec ions ha e a posi i e impac on employee wellbeing and con ibu e o a mo e inclusi e wo k en i onmen by
sa egua ding pe sonal da a [5]. Thei s udy highligh s he in e play be ween e hical managemen o employee in o ma ion and
e en ion, sugges ing ha o ganiza ions p io i izing da a igh s can enhance us and sa is ac ion among hei wo k o ces. The
in eg a ion o A i icial In elligence (AI) in human esou ce managemen (HRM) adds ano he dimension o alen managemen
du ing digi al ans o ma ion. Gup a e al. ind ha AI acili a es enhanced employee pe o mance by au oma ing ou ine asks,
enabling pe sonalized de elopmen oppo uni ies, and suppo ing s a egic wo k o ce planning [6]. Howe e , hey also cau ion
abou he e hical implica ions and he need o balancing echnological e iciency wi h employee-cen ic alues.
In he con ex o p ojec managemen , Liu e al. emphasize he impo ance o da a-sa y alen , asse ing ha compe encies in
digi al ools and da a analy ics a e essen ial o managing p ojec s e ec i ely in he pos -pandemic e a [7]. Simila ly, Galan i and
Fan inelli epo on he di usion o digi al inno a ions wi hin lea ning o ganiza ions, ad oca ing o a cul u e ha p io i izes
digi al li e acy as a key o a ac ing and e aining op alen [8]. Leade ship and o ganiza ional change a e ecu en hemes in his
body o esea ch. Li e al. iden i y cul u al leade ship and alen de elopmen pa hways as c i ical d i e s o en e p ise
compe i i eness amid digi al ans o ma ion [9]. Thei indings ein o ce he iew ha human esou ce s a egies, combined wi h
leade ship ision, a e cen al o na iga ing he complexi ies o he digi al economy. The li e a u e con e ges on he iew ha alen
managemen s a egies mus e ol e comp ehensi ely o add ess echnological, cul u al, e hical, and leade ship challenges in he
digi al age. E ec i e employee e en ion depends on c ea ing a suppo i e en i onmen ha os e s con inuous lea ning, emb aces
human-cen e ed inno a ion, and p o ec s employee igh s in inc easingly digi al wo kplaces.
3 METHODOLOGY
This s udy employs a quan i a i e esea ch design o examine alen managemen s a egies and hei impac on employee
e en ion amid digi al ans o ma ion in Ka na aka, India. G ounded in New Ins i u ional Theo y, he esea ch examines how
o ganiza ional s uc u es, leade ship, and employee a i udes collec i ely impac he success o digi al ans o ma ion.
3.1. Da a Collec ion
Da a we e collec ed ia a s uc u ed ques ionnai e using a 5-poin Like scale, adminis e ed o employees and middle manage s
in h ee majo se ice sec o s in Ka na aka: elecommunica ions, banking, and in o ma ion echnology (IT). A pu posi e sampling
echnique was applied o a ge esponden s ac i ely engaged in digi al ans o ma ion ini ia i es. A o al o 357 esponden s
pa icipa ed in he su ey, p o iding a balanced ep esen a ion ac oss indus ies and job le els, as de ailed in Table 1.
Table 1. Responden Demog aphics
Responden Cha ac e is ics
Numbe o Responden s
Pe cen age (%)
To al Responden s
357
100
Indus y:
- Telecommunica ions
115
32.2
- Banking
120
33.6
- In o ma ion Technology (IT)
122
34.2
Job Le el:
- Middle Managemen
210
58.8
- Lowe Managemen / S a
147
41.2
Expe ience wi h Digi al T ans o ma ion
357
100
Geog aphic Loca ion
Ka na aka, India
100
3.2. Ques ionnai e Design
The ques ionnai e was designed o cap u e pe cep ions ela ed o alen managemen p ac ices, ans o ma ional leade ship,
esis ance o change, digi al ans o ma ion adop ion, and employee e en ion ou comes. Key a eas included:
• Talen Managemen P ac ices: Employee de elopmen p og ams, ecogni ion, pe o mance eedback, and digi al skills
aining
• Leade ship: Cla i y o digi al ision, communica ion e ec i eness, suppo o inno a ion, and change managemen
capabili y
• Resis ance o Change: Employee openness, pe cei ed ba ie s, and suppo mechanisms
• Digi al T ans o ma ion: Deg ee o digi al ool in eg a ion, p ocess imp o emen s, and o ganiza ional agili y
• Employee Re en ion: Job sa is ac ion, o ganiza ional commi men , and in en ion o s ay
In e na ional Jou nal o Eme ging Resea ch in Science, Enginee ing, and Managemen
Vol. 1, Issue 3, pp.06-11, Sep embe 2025.
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IJERSEM@2025 h ps://doi.o g/10.58482/ije sem. 1i3.2 9
Sample su ey ques ions
• "How clea ly do you unde s and he o ganiza ion’s digi al ans o ma ion goals?"
• "To wha ex en does leade ship suppo you p o essional g ow h du ing digi al changes?"
• "I eel suppo ed in adap ing o new digi al ools and p ocesses."
• "The o ganiza ion e ec i ely add esses employee conce ns ela ed o digi al ans o ma ion."
• "I in end o con inue my ca ee wi h his o ganiza ion in he o eseeable u u e."
3.3. Da a Analysis
S uc u al Equa ion Modeling (SEM) conduc ed in SMART PLS 4.0 was used o analyze da a, assess ela ionships be ween
a iables, and alida e he concep ual amewo k. Mode a ing e ec s o ans o ma ional leade ship and media ing e ec s o
esis ance o change we e es ed o p o ide a nuanced unde s anding o how hese ac o s in luence he impac o alen
managemen on digi al ans o ma ion and e en ion.
3.4. Hypo heses
Based on he li e a u e and heo e ical amewo k, he ollowing hypo heses we e o mula ed:
• H1: E ec i e alen managemen posi i ely impac s digi al ans o ma ion adop ion.
• H2: T ans o ma ional leade ship posi i ely mode a es he ela ionship be ween alen managemen and digi al
ans o ma ion success.
• H3: Resis ance o change nega i ely media es he ela ionship be ween alen managemen and digi al ans o ma ion.
• H4: Success ul digi al ans o ma ion enhances employee e en ion.
• H5: T ans o ma ional leade ship indi ec ly imp o es employee e en ion h ough i s impac on digi al ans o ma ion.
3.5. Limi a ions
The s udy is geog aphically ocused on Ka na aka, p ima ily examining middle managemen and s a , while omi ing op
managemen iewpoin s. Fu u e esea ch should expand geog aphic scope and include a wide o ganiza ional hie a chy o imp o e
gene alizabili y
4 RESULTS
The analysis o su ey da a h ough S uc u al Equa ion Modeling (SEM) using SMART PLS 4.0 p o ided subs an i e
e idence on he ela ionships among alen managemen , ans o ma ional leade ship, esis ance o change, digi al ans o ma ion,
and employee e en ion in he se ice sec o s o Ka na aka. Key esul s include:
• Talen Managemen 's Posi i e E ec on Digi al T ans o ma ion: Talen managemen exhibi ed a s ong, posi i e impac
on digi al ans o ma ion success, con i ming hypo hesis H1 (β=0.62, p<0.001). This unde sco es ha p ac ices such as
skills de elopmen , pe o mance eedback, and employee engagemen di ec ly acili a e digi al ini ia i es.
• Mode a ing Role o T ans o ma ional Leade ship: Consis en wi h hypo hesis H2, ans o ma ional leade ship mode a ed
he alen managemen –digi al ans o ma ion link, enhancing posi i e ou comes (β=0.30, p=0.008). Leade ship
cha ac e ized by a clea ision and suppo was i al o o e coming esis ance o change and mo i a ing s a .
• Resis ance o Change: The s udy ound a signi ican nega i e ela ionship be ween esis ance o change and digi al
ans o ma ion success (β=−0.28, p=0.032), ye esis ance did no signi ican ly media e he alen managemen –digi al
ans o ma ion ela ionship, esul ing in hypo hesis H3 being unsuppo ed.
• Impac on Employee Re en ion: Digi al ans o ma ion posi i ely in luenced employee e en ion in en ions media ed
h ough highe job sa is ac ion and o ganiza ional commi men (H4 suppo ed, β=0.55, p<0.001). Addi ionally,
ans o ma ional leade ship indi ec ly p omo ed e en ion by s eng hening he e ec s o digi al ans o ma ion (H5
suppo ed).
• Model P edic i e Powe : The SEM model accoun ed o 67% o he a iance in digi al ans o ma ion success and 54%
in employee e en ion in en ion, indica ing obus explana o y abili y.
These indings p o ide empi ical suppo o he cen ali y o in eg a ed alen managemen and isiona y leade ship in
achie ing success ul digi al ans o ma ion and e aining alen in e ol ing wo kplaces. The expe imen al esul s on di e en
ela ions a e gi en in Table 2.
In e na ional Jou nal o Eme ging Resea ch in Science, Enginee ing, and Managemen
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Table 2. Expe imen al Resul s on Di e en Rela ions
Rela ionship
Be a Coe icien
P-Value
Hypo hesis Suppo ed
Talen Managemen -> Digi al T ans o ma ion
0.62
<0.001
Yes
T ans o ma ional Leade ship (Mode a ing)
0.30
0.008
Yes
Resis ance o Change -> Digi al T ans o ma ion
-0.28
0.032
No
Digi al T ans o ma ion -> Employee Re en ion
0.55
<0.001
Yes
5 CONCLUSION
This s udy examined he c i ical ole o alen managemen s a egies in enhancing employee e en ion amid he digi al
ans o ma ion occu ing wi hin Ka na aka’s se ice sec o s. G ounded in New Ins i u ional Theo y and suppo ed by empi ical
analysis using S uc u al Equa ion Modeling, he indings demons a e ha e ec i e alen managemen p ac ices signi ican ly
d i e digi al ans o ma ion success. T ans o ma ional leade ship eme ged as a i al mode a ing o ce, acili a ing smoo he digi al
adop ion and educing employee esis ance. Al hough esis ance o change nega i ely impac s digi al ini ia i es, i did no media e
he ela ionship be ween alen managemen and he hypo hesized ou come, indica ing he complexi y o o ganiza ional dynamics
du ing ans o ma ion. The esea ch u he highligh s he posi i e e ec o digi al ans o ma ion on employee e en ion,
unde sco ing he impo ance o in eg a ing human-cen e ed leade ship and con inuous de elopmen in o digi al s a egies.
O ganiza ions ha s a egically align alen managemen wi h echnological change a e be e posi ioned o e ain skilled
employees and sus ain compe i i e ad an age.
FUNDING INFORMATION
This esea ch ecei ed no speci ic g an om any unding agency in he public, comme cial, o no - o -p o i sec o s.
ETHICS STATEMENT
This s udy did no in ol e human o animal subjec s and, he e o e, did no equi e e hical app o al.
STATEMENT OF CONFLICT OF INTERESTS
The au ho s decla e ha hey ha e no con lic s o in e es ela ed o his s udy.
LICENSING
This wo k is licensed unde a C ea i e Commons A ibu ion 4.0 In e na ional License.
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