Zhen Shao

In the digital age, industrial firms are facing significant challenges in achieving digitally‐enabled safety management (DSM, i.e., leveraging digital technologies to mitigate industrial accidents) due to rigid institutional structures and underutilized digital technology resources. To address this, we develop a research model integrating institutional theory and resource‐based view theory, and position safety management capabilities (i.e., the abilities of a firm to sense, seize, and reconfigure its safety operational routines and deploy new ones for DSM) as a pivotal process mechanism translating institutional forces (i.e., institutional isomorphism and top management support for DSM) and digital technology resources (i.e., digital technologies that are available and utilized for DSM) into improved safety performance. Using time‐lagged survey data in combination with secondary data from 216 industrial firms in China, our findings reveal that institutional isomorphism and top management support exert cascading influences on safety management capabilities. The alignment of digital technology resources with institutional forces significantly facilitates the development of safety management capabilities, emphasizing their synergistic role in fostering adaptive and strategic safety practices. Furthermore, safety management capabilities serve as the critical intermediary enabling institutional and resource factors to drive superior safety outcomes. Our results advance the theory of safety management and provide actionable insights for industrial firms to effectively operationalize DSM.

The convergence of International Marketing (IM) and Sustainable Supply Chain Management (SSCM) with the help of Institutional Technologies (IT) can be an important tool in the transformation of global business models. However, there is a clear gap in the current literature regarding the role of technology, organization, and environment (TOE) in this integration. In particular, it is unclear how these aspects of institutional technologies enable or impede integration and how the capabilities of enterprises change as a result. To fill this gap, this research describes the role of TOE aspects through a systematic literature review (SLR) of 40 analyzed papers. We used a subjective analysis of secondary data to show that technology modernization, organizational flexibility, and environmental policies are key drivers of integration, while technology incompatibility and limited information-sharing capabilities create barriers to the process. We present a conceptual framework that clarifies the stages of integration and propose 12 questions for future research. The results suggest that moderators should focus on the synergies between TOE aspects to develop effective integration strategies. This research provides a theoretical foundation for understanding the bilateral relationship between institutional technologies and integration, helping to create sustainable global business models.

Despite the transformative potential of Generative AI systems within enterprise digital platforms, there still exist gaps in understanding the challenges and strategies associated with their adoption. Addressing this pressing issue, this study draws upon institutional theory to delve into the drivers influencing firms' adoption of Generative AI within their enterprise digital platforms. Leveraging survey data collected from 328 firms that have implemented digital platforms to support their business operations, we find that institutional pressures positively influence Generative AI adoption within their enterprise digital platforms. Furthermore, we identify salient moderating effects of policy uncertainty and innovative culture in shaping the relationships. Our research findings make a substantial contribution to AI literature by illuminating the potential challenges and strategies towards Generative AI adoption as well as reassessing the application of institutional theory within the digital landscape.

Purpose: With the wide usage of digital technologies, employees’ digital creativity serves as a stepping stone in driving the process of organizational digital innovation. However, scant attention has been devoted to understanding the relationship between leadership and employees’ digital creativity within the digital technology usage context. Drawing upon social cognitive theory, our study aims to explore the relationship between transformational leadership and employees’ digital creativity through the mediating roles of creative self-efficacy and ambidextrous learning.Design/methodology/approach: A field survey was conducted in China, garnering survey data from 223 employees actively engaged with digital technologies in their daily work. We empirically test the structural equation model to verify the hypotheses.Findings: The results reveal a positive association between transformational leadership and employees’ digital creativity, with a consequential cascade mediation facilitated through creative self-efficacy and exploitation and exploration.Originality/value: The empirical research not only enriches comprehension of individual-level digital creativity but also provides valuable practical insights for managers seeking to effectively drive digital innovation within their organizations.