The purpose of this study is to analyze the relationship between digital leadership variables and supply chain performance, supply chain innovation and supply chain performance and the relationship between electronic human resource management (E-HRM) and supply chain performance. The research method used in this study is a quantitative survey method research design. The technique used in selecting samples in this study is simple random sampling. Data collection in this study was done online by distributing questionnaires through the Google Form platform and obtaining direct responses from respondents. The number of respondents studied was 786 small and medium enterprises (SMEs) owners in Indonesia. The study uses path analysis techniques for data and hypothesis testing. Statistical testing on the path analysis model can be done using the partial least square method. The study uses a Likert scale, which is categorized into five categories: (1) strongly disagree, (2) disagree, (3) neutral, (4) agree, and (5) strongly agree. Data analysis in this study used Smart Partial Least Square (SPLS) software version 3.00. Model evaluation in testing with SPLS consists of two stages, namely, evaluation of the outer model and inner model. The evaluation of the outer model consists of factor loading tests, Average Variance Extracted, cross-loading, Cronbach's alpha, and composite reliability, while the evaluation of the inner model consists of the coefficient of determination (R2), cross-validated redundancy (Q2), Goodness of Fit (GoF), and hypothesis testing. The results of this research analysis are that digital leadership has a positive and significant relationship with supply chain performance, supply chain innovation has a positive and significant relationship with supply chain performance and e-HRM has a positive and significant relationship with supply chain performance. Digital Leadership involves leaders who can drive digital transformation and implement innovative strategies to leverage digital technologies. This involves the ability to understand and leverage technologies such as artificial intelligence, etc. In addition, digital leadership also involves sensitivity to change and the ability to drive innovation, collaboration, and technology adoption across SMEs.

Despite the recognized importance of service quality in supply chain management, there has been limited research examining the interplay between digital leadership, service quality, and supply chain management. This study employs bibliometric analysis techniques to investigate how digital leadership influences service quality within the context of supply chain management. Utilizing VOSviewer v1.6.20, we analyzed 490 publications from the Web of Science database pertinent to this domain. Our findings reveal that advanced technologies, including digital leadership, IoT, AI, and blockchain, play a crucial role in modernizing supply chains, enhancing operational efficiency, and achieving environmental objectives. The study discusses the broader implications for both theoretical frameworks and practical applications in the field.

This study investigates the relationships between creativity, digital leadership, decision-making quality, and public service performance in Sidoarjo Regency. The primary objective is to examine how creativity and digital leadership influence decision-making quality and, subsequently, public service performance. A quantitative approach utilizing a cross-sectional study design was employed. Data were collected from 200 employees of public service institutions in Sidoarjo Regency using Google Forms and direct interviews. The main variables were assessed using Likert scales, measuring creativity, digital leadership, decision-making quality, and public service performance. The analysis involved descriptive and inferential statistics, including regression analysis and mediation analysis. The findings reveal significant positive relationships between creativity, digital leadership, decision-making quality, and public service performance. Creativity and digital leadership were found to positively impact decision-making quality, which in turn influenced public service performance. The implications suggest that fostering a culture of creativity and digital leadership is crucial for enhancing decision-making quality and, consequently, improving public service performance. Public service managers should invest in initiatives to develop creativity and digital leadership skills among employees and prioritize transparent decision-making processes. Furthermore, the study highlights the need for continuous monitoring and evaluation to ensure sustained improvements in public service delivery. The novelty lies in examining the interplay between creativity, digital leadership, decision-making quality, and public service performance within the context of Sidoarjo Regency, providing valuable insights for public service management in the region.

The study aimed to identify the Impact of Digital Leadership on Kuwaiti hospitals’ employee performance by using a descriptive and analytical methodology. According to statistics provided to us by the Kuwaiti Ministry of Health, the study population consists of administrators in Kuwaiti hospitals, numbering 12006. A simple random sample commensurate with the study's objectives was drawn, numbering 372 administrators to distribute the study questionnaire to them, and 277 valid questionnaires were retrieved for analysis. It was also found that there is a statistically significant impact at the significance level (α≤0.05) of digital leadership with its dimensions (innovation, persuasion, and knowledge) on Kuwaiti hospitals' employees' performance. The researchers recommended that it is essential to strengthen the factors that lead to enhancing the concept of digital leadership under its essential elements in the work environment. as well as paying attention to the priorities of the impact of the digital leadership elements on the performance of employees in order to obtain a practical impact.

The increasing complexities posed by green organizational challenges and technological advancements require a thorough grasp of the vital capabilities needed to maintain the firm’s sustainable performance. This study aims to explore the associations of green technological innovation and management innovation to sustainable performance and estimate to what extent digital leadership moderates these associations. The resource-based view (RBV) and socio-technical system theory (STS) are leveraged to conceptualize the research model. By adopting a survey-based approach on data gathered from 419 manufacturing and service firms, the PLS-SEM is the statistical approach conducted to test the validity of predictions The outcomes demonstrated that green technological innovation, green management innovation, and digital leadership are positively linked to sustainable performance. Furthermore, higher digital leadership strengthens the linkage of green technology and management innovation to sustainable performance. The outcomes made a powerful contribution to the current literature on green innovations and digital transformation, and substantial recommendations were inferred for organizations aiming to achieve environmental, social, and economic performance.

Industry 4.0 brings a new challenge for incumbent firms to anticipate new business model offered by emerging entries. The digital transformation is required by incumbent to develop innovation on product and service business model based on customer experience orientation. To support this transformation, strong digital leader is important to assure the development of this transformation. The study on the role of digital leadership on business model innovation and customer experience has not been explored, significantly, Hence, this research aims at assessing the role of digital leadership, whether it directly or indirectly influences the customer experience orientation in developing business model innovation. This study was conducted through survey to 88 senior leader respondents from Indonesia telecommunication firms, in which Smart-PLS application was used to analyze the data. The result show that digital leadership had direct and indirect impacts on customer experience orientation in developing business model innovation. The practical implications of these findings are recommended for the senior leader of management of telecommunications industries in In-donesia to strengthen digital leadership capability in conjunction with the development of business model innovation and customer experience orientation. Further research can be explored by expand-ing the sample, industry, statistical application and longitudinal study.

Industry 4.0 drives enterprises to transform their capabilities especially in innovation and their capabilities to adapt with dynamic market. The capabilities can be fostered when the leader is oriented towards digital technology and market orientation. The role of digital leadership has gained attention for studies to develop innovation and dynamic capabilities based on market orientation. Studies have been conducted on dynamic capabilities with focus on the strategy, management and economic literature including the understanding of its driving key to success. However, the study on the role of digital leadership on the development of dynamic capability based on innovation capability and market orientation has not been intensively discussed. It is argued that the development of dynamic capability and innovation capability is strongly driven from a combination of digital leadership and market orientation. Data in this study is taken from a survey conducted on 88 Indonesian telecom-munication firms as a unit for analyses. The results show that digital leadership had a strong direct and indirect relationship with dynamic capability, however the strong path in developing capability is determined from the development of innovation capability that is driven from digital leadership based on market orientation. The finding reinforces the role of digital leadership as a critical influence on development of dynamic capability. Future studies are suggested to extend the research by exploring the research model to elaborate more on the impact of collaboration, leveraging a larger sample size and better statistical tools. A longitudinal study on the companies that implement the transformation based on dynamic capabilities is also recommended for future studies.

Due to market changes in the digital era, we argue that innovation based on dynamic capability is accelerated when aligned with market orientation. Digital leadership will significantly enable sensing market changes, seizing opportunities, and reconfiguring organizations. Previous studies on digital leadership, dynamic capability, and innovation management focus mainly on constructs, benefits, and implications. However, a study on the role of digital leadership based on dynamic capability in fostering innovation and the impact of market orientation have not been thoroughly explored, which is the aim of this study, taking market orientation as a moderating variable. Employing a quantitative methodology, data were collected through online questionnaires, distributed through email and messaging applications to a purposive sample of 88 senior managers of Indonesian telecommunication firms. The results reveal that digital leadership based on dynamic capability impacts directly and indirectly on developing innovation. Market orientation also plays an important role in accelerating innovation. Due to limitations in terms of research model, sample size, and time, further research using larger samples in other industries and countries should be undertaken.

In this digital era, all human activities have moved towards digital. The digital era has provided significant changes in all aspects of life, one of which is the educational aspect. Digital technology has opened up new education opportunities but also presents challenges that must be faced. Almost all sectors, including education in the industry 5.0 era, have digitized, namely by utilizing sophisticated information technology. Era Society 5.0, is an era that will make it easier for human life to interact and transition to the digital era. Thus, the use of digital technology for every aspect of life, especially the education sector, is very necessary since it will reflect the level of competitiveness of a country. This research aims to analyze the relationship between e-learning and performance, digital leadership and performance, and the relationship between digital innovation and performance. This type of research uses quantitative research methods. The population in this research is all high school teachers who have used e-learning platforms and have carried out digital innovation. The sampling technique used in this research was a simple random sampling technique and the total sample of respondents from this research was 489 teachers. The type of data used in this research is primary data and the data search tool used is an online questionnaire using a Likert scale. The data analysis is to use structural equation modelling. The results show that e-learning had a positive and significant relationship with performance, digital leadership had a positive and significant relationship with performance and digital innovation had a positive and significant relationship with performance.

The objective of the study is to clarify the influence of digital capabilities on innovation capability, considering the direct and indirect impacts of digital leadership and digital culture in small and medium enterprises (SMEs) in Vietnam. The study used a mixed research method including qualitative with in-depth interviews and quantitative with Partial Least Squares Structural Equation Model (PLS-SEM) to analyze 271 responses. Research results show that digital capabilities have a positive impact on SMEs’ innovation capability. Digital leadership and digital culture also, directly and indirectly, affect firms’ digital capabilities and innovation capabilities. From there, the study confirms the theoretical contributions as well as proposes suggestions for SMEs to develop digital capabilities, and as a result, to develop innovation capabilities.