Purpose The purpose of this article is to develop a systems-theoretical conceptualization of organizational and governance resilience under conditions of radical uncertainty. Drawing on Luhmann's theory of organizations, multifunctionality, network theory, meta-organization theory, and co-evolutionary approaches, it reconstructs organizational resilience as the preservation of decision connectability and governance resilience as an emergent relational capacity arising among autonomous organizations. The article distinguishes resilience programming from governance self-programming and develops the concept of reflexive metacoordination. Its theoretical argument is illustrated through two contrasting trajectories in Lublin: the local translation of EU cultural policy in the European Capital of Culture Lublin 2029 programme and the selective formalization of crisis-induced self-organization in the city's integration policy. Design/methodology/approach The article adopts a theoretical-conceptual, systems-theoretical approach supported by empirically grounded illustrations rather than a comparative case-study design. It develops a conceptual framework of organizational and governance resilience, resilience programming, governance self-programming, and reflexive metacoordination, and illustrates it through two areas of a single urban governance constellation in Lublin: ECoC Lublin 2029 and integration policy. The illustrations draw on programme and policy documents, participant observation, attention to relevant public discourse, and knowledge accumulated through the author's long-term research on integration policy and involvement in ECoC as a researcher and evaluator. They are interpretive illustrations, not causal tests. Findings Resilience is understood as a communicatively constituted capacity to maintain decisions and collective problem processing while revising premises that no longer fit changing conditions. Governance constellations strengthen social resilience by making distributed observations, resources, competencies, and adaptations of autonomous, multifunctional organizations collectively accessible and reusable. The mechanism is reflexive metacoordination: the capacity to revise interorganizational couplings and shift, as conditions change, between loose, decentralized self-organization and tighter, formally anchored coordination. Resilience therefore depends neither on central control nor spontaneous self-organization alone, but on preserving organizational differences while selectively stabilizing memory, responsibility, and collective orientation. Research limitations/implications The framework is a theoretical reconstruction supported by empirically grounded illustrations rather than a causal test or assessment of resilience outcomes. Its applicability beyond Lublin therefore requires longitudinal and comparative research. Future studies should determine when governance constellations develop sufficiently stable identity, memory, expectations, and boundaries to constitute emergent systems, and operationalize double attribution, multistability, translation capacity, systemic memory, and reflexive self-programming. They should also examine when formalization preserves or suppresses peripheral innovation, how meta-organizational cores affect organizational autonomy, whether governance arrangements can revise relations among coordination modes, and how the benefits and costs of governance resilience are socially distributed. Practical implications The framework offers practitioners a precise understanding of social resilience, including the resilience of governance systems, as an endogenous relational capacity rather than an outcome produced by intervention. Implementation depends on how autonomous organizations translate policy impulses, revise decision premises, exchange knowledge, and adjust relations among coordination modes. Understanding implementation as governance self-programming helps avoid errors associated with linear models of change and redirects policy design toward conditions enabling adaptation. It also improves evaluation design by treating evaluation as a process-wide infrastructure for self-observation, learning, and reflexive revision of implementation arrangements, rather than solely as an ex post assessment. Social implications Reframing policies for social change in terms of governance self-programming emphasizes community agency and bottom-up capacities rather than external steering. Policy should strengthen participation, trust, local knowledge, and collective action by treating residents and organizations as co-producers. Resilience also depends on shifting between autonomy and coordination as conditions change: experimentation should be preserved where useful, while formal coordination provides resources, memory, accountability, and support when collective stabilization is required. This balance avoids transferring responsibility for resilience onto communities while recognizing that durable change depends on their situated knowledge, initiative, and adaptive capacities. Originality/value The article's originality lies in conceptualizing resilience-oriented policy as a recursive process of governance self-programming. Because resilience cannot be installed in operationally closed organizations or communities, governance must strengthen the conditions under which organizations can revise decision premises and make their multifunctional capacities available to collective action. Reflexive metacoordination operationalizes this process by revising interorganizational couplings so that autonomous organizations can co-evolve around shared problems and shift between decentralized initiative and centralized coordination as conditions change. Resilience programming thus becomes the organization of endogenous adaptation rather than the implementation of predefined solutions.
Purpose Organizational dark sides disrupt organizational functioning and may escalate into organizational destruction, creating a need for organizational recovery. They disturb the organizational status quo, constituting organizational change in themselves by introducing new conditions for an organizational functioning and triggering the internal crisis arising from these conditions. These disruptions create a need for an organizational response in the form of organizational recovery, which represents organizational change in its classical sense. In light of this, the study has two purposes: to examine the mechanisms through which both (1) fake leadership (FL) and (2) fake news (FN) influence organizational recovery. Design/methodology/approach Drawing on the readiness theory of organization and integrating insights from dynamic capabilities theory, organizational change theory (including theory of organizational readiness for change), social exchange theory and organizational citizenship behavior (OCB) research, a model was proposed showing that FL and FN impair recovery by eroding intra-organizational trust, weakening OCB and disrupting the enabler of resources use. The models were verified using survey data collected in 2025 from 312 managers in Poland and analyzed with regression and path analysis (SPSS AMOS). Findings Both FL and FN were confirmed to exert significant negative effects on organizational recovery through assumed mechanism. Originality/value The study contributes by empirically validating the “want” dimension as a critical recovery mechanism, demonstrating how organizational dark sides can paralyze recovery even when capability capacity remains available. This research shows that FN and FL significantly weaken an organization’s willingness to activate resources and recovery capabilities. Furthermore, by damaging intraorganizational trust and OCB, dark sides block the possibility of organizational change, which is organizational recovery.
Purpose Change management poses significant and persistent challenges as employees refrain from abandoning current approaches and adopt new ones. This article proposes a conceptual framework for leveraging unlearning to enhance human resource development (HRD) support for change management efforts. Design/methodology/approach This conceptual paper discusses current literature on unlearning to explore intersections between an unlearning-based approach to HRD and change management. Findings A framework of three models is presented. The first presents unlearning as decommissioning, proposing that learning and unlearning are intertwined processes for adjusting organisational behaviour. The second presents a three-category typology of unlearning: replacive, unsettling and pure unlearning, which illustrate integrations of unlearning in change management processes. The third illustrates a laminated approach to understanding unlearning and change management as organisationally embedded processes of comparisons and sources of resistance. Research limitations/implications Being a conceptual paper based on current literature, the proposed model needs empirical testing. Practical implications The proposed model is expected to promote HRD support to facilitate the abandonment of current practices, consequently easing change and reducing resistance. Originality/value The article introduces a framework for approaching change as the combined management of learning and unlearning processes, leveraging HRD processes to facilitate change rather than just contributing to training.
Purpose Organizational change is a critical social activity, with communication a crucial component. The conceptual models that exist are not grounded in empirical investigation and mainly reflect past practices of face-to-face communication during perceptually driven change. This study explores this gap by examining the diverse impact of technology-mediated communications upon employee attitudes to data-driven change, building toward a grounded change management communication (CMC) typology. Design/methodology/approach Drawing on previous conceptual models from social science, organizational change, management, dialogical communication and community consultation fields, we explored the impact of communications within municipal case studies using interviews and cultural surveys to develop a grounded typology of CMC. Findings The data illustrated how managers use a continuum of CMC types from directive to participative, with the latter generating change ownership, trust and commitment to change. The data also confirmed that planned, personal, participative communication strategies using key messages underpin positive employee engagement. Research limitations/implications This study integrates perspectives from change management and communication studies, a junction underdeveloped in this journal literature. This study primarily advances knowledge by proposing an exploratory grounded typology of CMC. It is unique, as it is built from current data-driven and communication technology-mediated change practice. As an initial stage in an extended branch of research, it will require further confirmatory empirical research to validate wider generalization. Practical implications The typology provides an educative tool for managers, informing CMC decisions about strategies for specific change culture, contexts, climate and resources. It can assist in harnessing evolving communication technologies and thereby improve both organizational and social health. Originality/value We extend previous conceptual modelling by generating a novel grounded CMC typology from current empirical data, that is simultaneously a pragmatic guide for managers. Further research exploring different cultures, technologies, voices and stakeholders could confirm and develop our tentative typology.
Purpose This article examines how China's 2021 Double Reduction reform is translated in practice and uses the Chinese case to develop a broader systems-theoretical account of reform translation under evaluative pressure. Design/methodology/approach Drawing on Luhmann's systems theory and autopoietic ecology, this article develops an interpretive mechanism model that analyses reform translation through the distinction between program-compatible coding, weak re-entry and strict re-entry, with attention to organisational decision premises and the structural coupling of education, family and the state. Findings Under high-stakes evaluation, organisations draw on Confucian and keju-linked semantics to justify selection and standardised fairness, so reform is often absorbed through criteria-preserving responses rather than durable revision of evaluative criteria. Re-entry therefore remains constrained and often weak, allowing new exam-prep variants to reproduce some of the burdens reform seeks to reduce. Originality/value Rather than treating China only as an empirical object, this article develops the Chinese case as a theoretically productive site for showing how reforms are translated, absorbed and sometimes neutralised within multifunctional organisations. It also shows how cultural semantics become organisationally consequential when mobilised within existing programmatic and evaluative arrangements.
Purpose Research has underscored the relevance of the decree of “inclusive” education for the education system. The United Nations' Convention on the Rights of Persons with Disabilities provides countries that have already ratified the convention with the – politically grounded – opportunity to bring about organizational change in their education system. From a systems theory perspective, sensu Niklas Luhmann, it is explored to what extent “inclusive” education as a grand change agenda is processed or resisted through the internal programming of organizational decisions. Design/methodology/approach This general review applies the systems theoretical concept of second- and third-order observations. It allows statements to be generated about how the scientific system has observed the education system up to now in terms of how it deals with organizational decisions and decision-making premises in the context of “inclusive” education. Findings Assuming that the education system follows an inherent organizational logic, the review highlights two main issues. Firstly, it illustrates various operational (closure) mechanisms which are used by the education system to translate the socio-economic complexity of its environment into seemingly meritocratically based distinctions. Secondly, it identifies aspects of educational communication that exclude parts of the student body at various levels of communication. Originality/value The article uses Niklas Luhmann's concept of observation to illustrate how the education system ostensibly follows the programme of “inclusive” education, but undermines educational policy expectations of inclusion through social differentiation at the organizational and interaction levels in order to avoid the risk of operational dysfunctionality. The findings contribute to insights into the way of decision-making at schools with reference to a grand change agenda, such as “inclusion”.
Purpose Organizational renewal during a crisis is an under-theorized yet practically critical challenge. Although prior research has examined CEO succession and strategic human resource management (SHRM) as separate influences on organizational performance, no existing theoretical framework integrates CEO retention/replacement decisions, strategic emphasis, and SHRM approaches as a unified response to varying crisis severity. This paper addresses that gap by proposing a contingent framework for effective organizational renewal across different crisis modes. Design/methodology/approach Drawing on an integrative conceptual model of the organizational renewal, CEO succession, and the SHRM literature, this paper synthesizes research from peer-reviewed management, strategy, and human resource management journals. The review identified convergent themes across these three bodies of literature and used them to construct a four-scenario framework linking crisis severity with CEO succession type, strategic actions, and SHRM system design. Findings Four contingent scenarios are developed, each pairing a crisis severity level (low or high) with a CEO succession type (retain the existing, appoint a contender, appoint an outsider, or reappoint a former CEO/founder) and specifying the corresponding strategic actions and SHRM imperatives for organizational renewal. The framework is presented with explicit boundary conditions acknowledging that crisis states form a continuum rather than a strict dichotomy, and that the propositions are contingent rather than universal. Originality/value This research offers the first integrative conceptual framework linking CEO succession decisions, organizational crisis severity, and SHRM as a coordinated system for driving renewal. While CEO succession determines the strategic emphasis for renewal, SHRM practices enable the employee-level implementation of strategic changes. The paper identifies practically relevant yet under-researched future research directions and advances the conversation on crisis-contingent leadership and HR strategy.
Purpose Conflict is a core theme in organization studies and, though pervasive in the strategy-as-practice literature, it has been a relatively peripheral phenomenon. This study aims to place conflict at the center of strategizing by systematically reviewing and synthesizing how it is conceptualized, triggered and responded to, based on the practice, praxis and practitioner (3P) framework. Design/methodology/approach We carried out a systematic review resulting in 69 academic publications from 2003 to 2024 that address conflict in the context of strategizing. Through in-depth qualitative analysis, we examined the sources, nature and evolution of conflict and developed a process model of practice responses to conflict during strategizing. Findings We found that the essence of conflict during strategizing is rooted in a foundational difference between practices, and the nature of a strategy, how a strategy was developed, and/or environmental change may catalyze the conflict. Our analysis through 3P lens led to two key contributions: (1) a typology of conflict that distinguishes between the praxis of conflict and the different practice responses of different practitioners, between individual and managerial responses; (2) a processual model that illustrates the circular and nonlinear dynamics of conflict. Originality/value This review brings conflict to the foreground in strategy-as-practice by integrating fragmented perspectives and developing a processual model of how conflict unfolds. This dynamic theorizing contributes to a gap in the literature, emphasizing the importance of confronting, sensemaking and sensegiving, in bringing the catalytic importance of an “Aha! moment.” In clarifying and categorizing, we operationalize and invigorate the conflict literature, providing a springboard for future research.
Purpose This study examines how organizations in Cambodia intend to adopt generative artificial intelligence (AI) and how these intentions are associated with changes in work processes and employee arrangements. Although generative AI is attracting strong managerial interest, most empirical evidence comes from developed economies. This has resulted in a limited understanding of how adoption unfolds in resource-constrained settings where digital readiness, managerial support, and strategic evaluation may not carry equal weight. Design/methodology/approach This study uses a quantitative, cross-sectional survey of 347 respondents from Cambodian organizations engaged in AI-related initiatives. The proposed relationships were assessed using partial least squares structural equation modeling (PLS-SEM), drawing on organizational change theory and socio-technical systems theory to link organizational antecedents to adoption intention and reported organizational change outcomes. Findings Technological readiness, managerial support, and perceived strategic value were positively associated with the intention to adopt generative AI. Technological readiness and managerial support showed stronger relationships, whereas perceived strategic value had a smaller, though still significant, effect. Adoption intention was positively associated with changes in work processes and employee arrangements. The model explained these two downstream outcomes modestly, suggesting that additional organizational and employee-level factors are also likely shape how change unfolds in practice. Originality/value This study contributes context-specific evidence from Cambodia, a setting that remains underrepresented in the generative AI literature. Rather than proposing a new theory of AI adoption, it shows how established organizational change and socio-technical perspectives explain the intention to adopt generative AI in an emerging economy. The findings suggest that, in this context, adoption intention depends more immediately on readiness and internal managerial support than on a fully developed strategic evaluation. This extends the current debate by showing that generative AI adoption in emerging economies may be organizationally consequential, yet uneven, exploratory, and shaped as much by practical capacity constraints as by strategic ambition.
Purpose This article explores how employees, as active meaning-makers, interpret and respond to organizational restructuring based on their group identity and organizational history. Adopting a Social Identity Theory (SIT) lens, the study investigates how identity disruption shapes emotional and behavioral responses to change, addressing calls for critical, multilevel perspectives that move beyond behaviorist models and consider restructuring as a relational and discursive process.Design/methodology/approach A quantitative case study was conducted within a healthcare organization undergoing restructuring, using Structural Equation Modeling to analyze responses from 228 employees categorized into Already Present Group (APG), Newcomers Group (NCG) and a Control Group (CG). Change Confidence, Cynicism, Anxiety and Intention to Quit were measured through validated scales, with results controlled for tenure, age and gender.Findings Findings reveal that the APG, characterized by stronger historical identification with the pre-change organization, reports significantly lower levels of Change Confidence and higher levels of Cynicism and Intention to Quit compared to the NCG. In contrast, NCG members exhibit response patterns more similar to those of the CG. The results further indicate that the Anxiety-buffering role of Change Confidence operates only within historically embedded groups. Overall, the findings suggest that employees' responses to restructuring are not uniform but are shaped by group identity-based interpretations and historically grounded attachments, which condition how psychological resources are mobilized during organizational change.Research limitations/implications The study's cross-sectional design limits insights into the evolution of responses over time. Conducting longitudinal studies in diverse sectors could enhance generalizability and explore dynamic changes in group identity.Practical implications Managers should tailor communication and engagement strategies based on group identity and organizational history. Strengthening Change Confidence through targeted interventions can mitigate resistance and improve adaptation during restructuring.Social implications By examining a restructuring process within a public healthcare organization, this study highlights how identity-based reactions to change can have broader societal consequences. In healthcare settings, restructuring-related disengagement and turnover may disrupt continuity of care, exacerbate workforce shortages and ultimately affect service quality. The findings therefore underscore the importance of identity-sensitive change management practices not only for organizational effectiveness but also for the resilience and public value of healthcare systems.Originality/value This study extends change readiness research by conceptualizing Change Confidence as a socially embedded, identity-contingent mechanism informed by SIT. It moves beyond an individualistic view of readiness by examining how organizational history and group identity shape employees' confidence and engagement during restructuring. Using a multi-group structural model, the study examines group-specific patterns of adaptation within a healthcare restructuring context, contributing to a more relational understanding of readiness for change.
Purpose Aiming to deepen understanding of managerial communication strategies that can foster transformational change while enhancing employee wellbeing, we examine whether managers' perspective-taking displays, intended to regulate employees' emotions, mitigate resistance to robotization and we explore the psychological mechanisms underlying this effect. Design/methodology/approach To test the model, an experimental study was conducted with 203 participants. The collected data were analyzed using the PROCESS macro (Hayes, 2022) to test sequential mediation. Findings This study revealed the fact that displayed perspective-taking by managers reduces turnover intentions in employees. Displays of perspective-taking increase psychological safety, which in turn attenuates anger and fear and, indirectly, turnover intentions and sabotage. Research limitations/implications While the experimental design supports internal validity, the use of vignettes limits ecological realism and the generalizability of findings beyond the studied context. Additionally, the findings may not be generalized to cultural contexts different from those studied. Practical implications This model offers valuable managerial insights by demonstrating how interpersonal emotion regulation strategies, particularly displayed perspective-taking, can effectively address employees' resistance to robotization during organizational change. Originality/value Prior work has largely treated emotional displays as dispositional leadership traits rather than deliberate communicative strategies. This study extends that literature by examining displayed perspective-taking as an intentional interpersonal emotion regulation practice enacted during change communication. This study expands the arsenal of change communication strategies to facilitate employee acceptance of digital change in organizations. Demonstrating managers' interpersonal emotion regulation as a viable approach underscores the importance of incorporating emotion regulation into strategies to foster acceptance during organizational change. Additionally, it highlights the mechanism by which psychological safety influences employee resistance.
Purpose The article under study explores how cognitive and emotional intelligence (EI) impact the digital competence of university academic members during the COVID-19 pandemic. Based on the technology adoption lenses (e.g. unified theory of acceptance and use of technology/technology acceptance model), this article analyzes the degree to which each of the types of intelligence contributes to the overall acquisition of digital competence, considering the compulsory digital upskilling and whether the perceived COVID-19 threat reinforces such relationships. Design/methodology/approach A quantitative, cross-sectional design was employed, using structured questionnaires distributed to faculty members from three universities in Bahrain who lacked prior experience with online teaching. Data were analyzed through structural equation modeling using validated scales for cognitive intelligence (CI), EI, digital competence and perceived COVID-19 threat (CVD threat) perception. Findings CI had a strong and statistically significant effect on digital competence, while EI showed a weaker yet significant influence. The moderating effect of the COVID-19 pandemic was significant for both intelligence types, but notably stronger in the case of CI. The findings indicate that under the condition of mandatory, time-pressured upskilling, digital competence can be learned quickly among faculty who managed to pass the transition, and these processes were mainly rational and cognitively driven. Practical implications The findings suggest that training initiatives should prioritize cognitive skill enhancement to foster digital competence, especially during times of abrupt change. While emotional support remains relevant, digital skill acquisition appears to rely more heavily on rational, structured learning. University administrations should invest in proactive digital upskilling and design professional development that reflects the differentiated roles of intelligence types in digital adaptation. Originality/value This research provides a contextual and integrating perspective, rather than a new conceptual contribution. It integrates CI, EI, digital competence and perceived COVID-19 threat in the context of mandatory digital learning. By examining the strength of the effects of cognitive and EI among academics who had to transition quickly to digital delivery at universities, the study offers a greater understanding of the role of individual capabilities during crises-driven organizational change and technological adaptation.
Purpose Organizational agility requires ongoing change management, but the constant flux is not well accepted by all company members, which can lead to tensions. Specifically, for non-agile mindsets, “change” may be problematic; consequently, it might also be “change management.” This study explores how the dynamics between opposing agile and non-agile mindsets impact organizational change management and encourages discussion on how to manage the tensions between these mindsets to support ambidexterity and facilitate change adoption. Design/methodology/approach Based on a sample of 1,871 knowledge workers, divided into subsamples of agile (N = 932) and non-agile mindset professionals (N = 939), four structural equation models (SEMs) were developed to examine, step by step, how internal dynamics evolve when facilitated by an agile culture. Additionally, each step is analyzed from the perspectives of agile and non-agile professionals. Findings This study finds that professionals with an agile mindset see themselves as key to change management, and that non-agile colleagues view them similarly. Non-agile think they contribute positively, but agile colleagues see them as non-contributing. Perceptions of agile and non-agile mindsets are mutually exclusive, hindering collaboration. An agile culture benefits both, especially those with agile mindsets, potentially mitigating tensions. Originality/value This study contributes to the theory of organizational ambidexterity by providing empirical evidence that enhancing collaboration between mutually exclusive agile and non-agile mindsets, reflecting exploitative (non-agile mindset) and exploratory (agile-mindset) approaches, improves change management, which can foster organizational ambidexterity and support long-term success.
PurposeThe article investigates the organisational transformation of a healthcare service provider due to the introduction of digital technology. Using social systems theory, it focusses on programmes setting the premises of decision communication as a constitutive element of the organisation. In doing so, it aims to give insight into changing approaches to healthcare over time.Design/methodology/approachThe article reports findings from a longitudinal case study, conducted on a healthcare service provider that moved from traditional physiotherapy to the production of online content, collaborations with corporate partners and use of data analytics. It uses narrative analysis to identify four significant episodes of change.FindingsAs the organisation changed over time, decision communication on healthcare shifted from a therapeutic focus to general fitness, prevention and couplings of different contributions to health risk management in general. Media and economy as functional systems in society played different roles in this change. Analytics strengthened the observer perspective in decision communication.Originality/valueThe article addresses communication constituting organisation on the specific subject of healthcare, which is approached as an operationally closed function system in society. Programming in healthcare is therefore different from programming in economy, science, etc., which is documented by the findings presented here.
PurposeThis paper presents findings from a 1.5-year multi-institutional study on the integration of Generative Artificial Intelligence (GenAI) into educational institutions under the Vienna Chamber of Commerce and Industry (WKW). Grounded in Luhmann's social systems theory, the study conceptualizes GenAI integration as a challenge of organizational programming, requiring a shift from conditional (rule-based) to purposive (goal-oriented) approaches that accommodate technological uncertainty while fostering competency development. With the rapid rise of GenAI, educational institutions are facing a major organizational change that challenges established structures and routines and requires purposeful adaptation.Design/methodology/approachA mixed-methods design was applied across four institutions spanning secondary, vocational, tertiary, and adult education. The empirical study combined a large-scale learner survey (n = 1,577), educator focus groups (n = 23), and controlled experiments (n = 47) comparing student teams with and without access to GenAI.FindingsSix critical success factors were identified. Beyond technical skills, outcomes depended on: (1) clear communication and role definition, (2) shared responsibility and team cohesion, (3) prior GenAI experience, (4) critical reflection on AI-generated content, (5) intrinsic motivation, and (6) capacity for innovative thinking. Strong teamwork yielded superior results regardless of AI use; unstructured AI adoption consistently weakened outcomes. Findings informed the establishment of a KI-Info-Hub, a centralized digital platform providing educators with access to training materials and evidence-based practices.Originality/valueThis study offers one of the first comprehensive, practice-based evaluations of GenAI in German-speaking vocational and higher education and provides actionable strategies for competency-oriented, human-centered GenAI integration.
PurposeTo unleash the full potential of digital transformation it is necessary to understand and manage the co-evolution of technology, organizational processes and human capital systems. This study investigates how digital leadership shapes organizational change that strengthens talent management (TM) through dual innovation pathways.Design/methodology/approachWe designed questionnaires and collected 513 valid responses from firms in the producer services industry in a Chinese province. We employed mediation analysis using Hayes' Process Macro (Model 4), which is based on multiple regression techniques.FindingsThis study found that digital leadership is systematically associated with TM, and that IT innovation and process innovation help explain this alignment by acting as mediating organizational change mechanisms, together reflecting an integrated pattern of organizational change. IT innovation is linked to TM by enabling automation, data-driven coordination and digital integration. Meanwhile, process innovation is associated with the optimization of talent resources through the redesign of workflows and enhanced cross-departmental collaboration.Originality/valueThis paper provides empirical evidence that digital leadership, innovation process innovation and TM tend to co-evolve as interrelated dimensions of organizational change during digital transformation. By conceptualizing innovation and process innovation as complementary change mechanisms the study advances a co-evolutionary perspective on how leadership technology organizational processes and TM are jointly reconfigured in digitally transforming organizations.
