ABSTRACT
COVID-19 has negatively affected business operations and drastically threatened different ongoing organizational changes. Digital transformation has been considered a unique way of improving performance and business operations in the new digital world. However, the immediate shutdown caused by the pandemic and the lack of preparation for implementing digital transformation influenced most industries. This chapter outlines the negative implications of COVID-19 on transferring to digital solutions as well as revealed prospects. In this regard, the outcomes of implementing digital transformation in several sectors are reviewed. Assessing these impacts addresses the benefits and drawbacks associated with digitalized solutions. We highlight the beginning of the year 2020, the announcement of the global pandemic, as an important timeline for evaluating the contributions of published papers. Furthermore, we emphasize that papers published following the epidemic in addition to considering the impacts should be included in future research studies in this field. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.
ABSTRACT
Much research has proven the effect of human capital on the organizational performance;the present study demonstrates how this causal relationship take place in the reality. In other words, in this research, first, organizational factors that cause human capital to flourish and be empowered are identified, and then their effects on the factors that shape the performance of an organization are identified. Hence, the main objective of this study was to examine the impact of the organizational factors empowering human capital on the organizational performance enablers. To do so, a questionnaire is administrated and Linear regression analysis using SPSS 22.0 applied for data analysis. According to the results, human capital empowerment factors have a statistically significant impact on the performance enablers. Finding disclosed that an effective performance evaluation system and effective leadership, which empower human capital in the organization, have a positive significant effect on the organizational performance. The findings indicate that organizations with an effective performance appraisal system and effective leadership not only provide a platform in which human capital is identified and grown, but also improve the factors that shape the performance of an organization. This research contributes to the literature on human resources, human capital, organizational management, and ultimately organizational performance.
ABSTRACT
This chapter addresses a gap in the internationalization theory. It compares the internationalization of location-bound events and resources with the traditional theories of internationalization and points to their few similarities and mainly differences. Two in depth and longitudinal case-studies of highly popular and growing events in Montreal, Canada, prior to the emergence of COVID-19 crisis document significant differences between the traditional and location-bound internationalization, where international customers travel to Montreal to benefit from such events. These cases also point to the important impact of influential factors and evolving processes. They also uncover that communication and information technologies play critical roles in the internationalization outcomes over time. The longitudinal aspects of these case-studies also point to the indirect internationalization of complementary events and services over time due to their interactions with the other firms, and international customers at home during the internationalized local events. The chapter also discusses the managerial lessons, theoretical implications, and public policy recommendations, followed by a brief epilogue updating the status of the two cases at the end. © Hamid Etemad, Natasha Evers and Sören Kock 2021.