Today’s digitalized business atmosphere places significant emphasis on digital leadership, as digital transformation can only be successful for leaders who are capable of overseeing the entire digitalization process. In this study, we examine the employee-level outputs of digital leadership in terms of individual creativity and employee performance. Based on the data of 348 employees and by using PLS-SEM, we find that (i) digital leadership is a significant antecedent of individual creativity, and (ii) individual creativity fully mediates the relationship between digital leadership and employee performance. When digital leadership abilities are a matter of concern, it becomes necessary to mention the importance of generational differences between those leaders, as OB studies also underline the generational differences toward new technologies. Hence, we also conducted a multigroup analysis (MGA) to determine if those interrelationships among digital leadership, individual creativity, and employee performance differ due to the generations of the managers. Surprisingly, the MGA results reveal minor differences. The findings of this study highlight the importance of embracing digital leadership in fostering a creative and high-performing work environment and provide insights for organizations aiming to harness the unique strengths and talents of their multigenerational workforce. Digital leaders who foster a culture of innovation, adaptability, and open communication can inspire employees to think creatively and come up with novel ideas. By leveraging digital tools and providing a supportive environment, digital leaders can also enhance employee creativity and performance.

Information Technologies (IT) and IT-based capabilities represent a sovereign approach to firm survival and success in today’s business environment. The reflections of information technologies on company performance has always been a controversial topic in the management literature. As previous studies examining these kinds of relationships reported mixed results in terms of information technologies efficiency paradox, scholars are still trying to specify the underlying mechanisms and organizational factors linking IT to financial performance. Building on the resource-based view and positioning theory, this paper focuses on sustainable IT capabilities to generate value from IT investments. Moreover, the conflicting results regarding the effects of IT on firm performance lead to questions such as what sort of organizational contexts influence IT usage and enable firms to achieve business goals. This study considers IT capability as a three-dimensional construct—managerial IT capability, technical IT capability, and human support—and investigates the effects of sustainable IT capability on firm performance as well as analyzing the moderating effect of innovative climate. By studying the data from 221 managers of IT companies listed in the top 500 list of Information and Communication Technologies Authority (ICTA), we found that: (1) managerial and technical IT capabilities have significant and positive effects on quantitative performance, all aspects of IT capability—managerial IT capability, technical IT capability, and human support—are significantly and positively associated with qualitative performance, and (2) the relationship between technical IT capability and quantitative performance becomes stronger when the organizational climate is more innovation-oriented. (3) Similarly, the relationship between managerial and technical IT capabilities and qualitative performance becomes even stronger when the organizational climate is more innovative. The study concludes with a discussion of the theoretical and managerial implications.

Artificial Intelligence (AI) is transforming sustainable business strategies globally, yet its specific applications within American enterprises remain underexplored. This study examines the integration of AI in sustainability efforts across various industries in the USA from 2014 to 2022. By analyzing 263 sustainability reports from 41 leading Nasdaq-listed firms using advanced text mining techniques, we uncover nuanced insights into how AI is employed to address environmental and social challenges. Our findings reveal a strategic deployment of AI not only to enhance operational efficiency, but also to drive significant environmental improvements, such as optimizing renewable energy usage and mitigating emissions. Additionally, AI’s impact extends to fostering workplace safety, enhancing diversity, and bolstering community initiatives. This research highlights the critical role of AI as a catalyst in advancing sustainable practices, providing a blueprint for other regions and industries aiming to leverage technology for greater sustainability.

Purpose: The purpose of this paper is to develop a holistic model regarding the antecedents and consequences of organizational ambidexterity in the context of small and medium sized enterprises (SMEs), particularly for developing countries such as Turkey. Moreover, this paper also aims to reveal the moderating role of networking between organizational ambidexterity and firm performance.Design/methodology/approach: By studying 105 SMEs engaged in small business and technology development centers (SBTDCs), structural equation modeling through SmartPLS is executed.Findings: The findings show that: discipline and support positively influence the formation and the maintenance of organizational ambidexterity; organizational ambidexterity significantly contributes to firm performance; and the greater the networking the greater the relationship between exploitation capability and firm performance.Originality/value: To date, there has been no systematic attempt in the extant literature to develop a holistic manner of organizational ambidexterity, with its antecedents and consequences in the context of SMEs in general, in SMEs of a developing country, Turkey in particular. Moreover, the moderating role of networking between organizational ambidexterity and a firm’s performance has never been examined.

Today’s organizations increasingly recognize the fact that employees and employee performance are essential intangible assets that should be effectively managed. Affective commitment (AC) is a widely recognized antecedent of sustainable job performance. However, achieving AC has become a great challenge in general and has been especially difficult since the beginning of the pandemic because almost all companies asked their employees to stay at home and work remotely in an isolated manner. Today, many different generations work side by side, contrary to the past, when generational mixing was very rare. Many differences exist among these employee generations, which determine their feelings towards authority and organization. Accordingly, this paper aims to clarify generational differences in the interrelationships among AC and sustainable job performance between Gen X and Gen Y employees. As remote working structure limits the interactions that employees have with their supervisor, fellow employees, and the organization, we decided to use the foci of commitment: affective commitment to the organization, affective commitment to the supervisor, and affective commitment to coworkers. Based on data from 416 post-graduates of Beykent University and using the PLS-SEM technique, we find that commitment to the supervisor and commitment to the organization are positively associated with job performance. Moreover, the findings reveal that the impact of the relationship between commitment to the supervisor and job performance is weaker for Gen Y than for Gen X.