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The swift advancement of digital technology has rendered the digital transformation of firms a crucial element propelling innovation and growth within the pharmaceutical industry. This study seeks to explore the influence of digital technology, digital strategy, digital leadership, and digital innovation on the digital transformation of Chinese pharmaceutical firms, along with a detailed analysis of digital innovation’s role in this process. The study background demonstrates that digital transformation substantially influences the operational efficiency and market competitiveness of pharmaceutical firms. This study proposes the following research questions: How do digital technology, digital strategy, and digital leadership affect the digital transformation of Chinese pharmaceutical firms? What role does digital innovation play in this process? Quantitative methods are employed to perform statistical analysis on the gathered data by developing structural equation models to validate research hypotheses. Research indicates that digital technology, digital strategy, and digital leadership significantly enhance the digital transformation of pharmaceutical firms, with digital innovation serving a mediating role. This study indicates that digital innovation is a crucial catalyst for the digital transformation of Chinese pharmaceutical firms. Firms must prioritize the use of digital technology, the development of digital strategies, and the enhancement of digital leadership to facilitate digital transformation. This study holds both theoretical and practical significance for advancing the digital transformation of Chinese pharmaceutical firms.

The importance of leadership is increasingly recognized in relation to digital transformation. Therefore, middle management and top management must have the competencies required to lead such a transformation. The purpose of this paper is to investigate the relationship between the digital leader competencies as set out by the European e-competence framework (e-CF) and the digital transformation of organizations. Also, the relationship between digital leadership competency (DLC) and IT capability is examined. An empirical investigation is presented based on a sample of 433 respondents, analyzed using PLS-SEM. The results strongly support our hypotheses. DLC has a strong impact on organizational digital transformation. A post-hoc analysis showed this is predominantly the case for the e-CF competencies of business plan development, architecture design, and innovating while business change management and governance do not seem to affect organizational digital transformation. This is the first empirical study to conceptualize, operationalize and validate the concept of DLC, based on the e-competence framework, and its impact on digital transformation. These findings have significant implications for researchers and practitioners working on the transformation toward a digital organization.

Even though Indonesia has a large number of hospitals and has experienced significant progress in realizing Universal Health Coverage (UHC), service performance is still relatively low, so many patients seek treatment abroad. The performance of services and care systems in hospitals is often associated with low use of digital technology. The complexity of adopting digital technology in a hospital environment is not an easy thing to do, with the majority of users carrying out digital technology functions being health officers and professionals. This research aims to explore the influence of Digital Leadership in encouraging the adoption of digital technology and its influence on Hospital Performance. Survey data conducted on 285 leaders of Class C and D hospitals spread throughout Indonesia, through Structural Equation Modeling (SEM) analysis using Lisrel 8.80, it was found that there was a positive and significant influence on the role of Digital Adoption Capability as a mediation on Hospital Performance. It was found that Digital Leadership has a positive and significant influence on hospital performance both directly and through the mediation of Digital Adoption Capability. Environmental Dynamism factors have also been proven to significantly influence hospital management’s desire to improve performance through the adoption of digital technology. The model resulting from this research provides a comprehensive view of hospital management in developing effective digital technology adoption strategies in facing an ever-changing environment.

Although firms rely on employees’ innovative work behaviour and effective leadership to achieve service innovation performance, these relations remain underexplored, especially regarding digital leadership. We conceptualise a digital leader’s capabilities and explore influences on innovative work behaviour and service innovation performance, using the dynamic capabilities view as a theoretical lens. Applying a multi-method exploratory research design, our qualitative results, based on 34 expert interviews, deliver a taxonomy of digital leadership capabilities along three dimensions. With 249 survey participants, we quantitatively tested dimensional influences individually (multidimensional view) and collectively (unidimensional view) using structural equation modelling. In line with our mediation results, both views are significantly positively related to innovative work behaviour; still, only the unidimensional view significantly influences service innovation performance. Our results underpin the comprehensive character of digital leadership capabilities contributing to innovation research with a new “antecedal” perspective. We also provide practical relevance by revealing innovation-effective leadership capabilities.

This study, rooted in the dynamic capabilities view, examines the influence of digital capabilities on the performance and innovation capabilities of manufacturing small and medium-sized enterprises (SMEs) in an emerging market. Surveying 297 manufacturing SMEs in Vietnam, the research employed partial least squares-structural equation modelling (PLS-SEM) and artificial neural network (ANN) to test hypotheses. The results show a positive effect of digital capabilities on process and product innovation capabilities. Despite an insignificant direct impact of digital capabilities on firm performance, technological uncertainty moderates this relationship positively. Notably, process innovation capability has no direct impact on firm performance, while product innovation capability’s impact on it is negatively significant. The study explored the roles of digital culture and digital leadership, offering novel contributions to understanding a firm’s digital and innovation capabilities. It provides practical implications for managers aiming to enhance firm performance by leveraging digital capabilities for innovation.