This study investigates the factors that influence the adoption of digital technology in rural areas of India, with a focus on the Digital India Program (DIP). By analyzing the age distribution, education levels, technology adoption rates, and utilization patterns among rural populations, this research provides insights into the effectiveness of the DIP in targeting specific demographics and promoting digital inclusion. Quantitative data were collected from 400 respondents in Kalahandi District in the Odisha state of India. The data collected were analyzed using SPSS. The findings reveal a predominantly young population in rural India, indicating a workforce with significant economic potential and a higher likelihood of embracing digital technologies. Moreover, the study highlights the high levels of education among respondents, indicating a population well-equipped to understand and benefit from digital initiatives. Unexpectedly, the research shows a higher rate of digital technology adoption among female respondents, challenging the perception of gender disparities in technology access. This finding suggests that the DIP has played a vital role in bridging the gender gap and empowering women in rural areas. Additionally, the study uncovers a trend towards mobile-based services over computer-based services, signaling a shift in technology utilization patterns. This emphasizes the need to prioritize mobile technology and improve connectivity in rural areas to ensure wider access to digital platforms.

Purpose: Organizations and their members operate in increasingly complex, dynamic and even disruptive environments, with risk and uncertainty being major challenges. To that effect, data, information, knowledge, and respective competences are increasingly instrumental in enabling and sustaining organizational intelligence that translates into resilience in the shorter and sustainable excellence in the longer term. Therefore, the purpose of this paper is to explore the role of the artifacts and routines in a sustainable organizational excellence context. Design/methodology/approach: An extensive literature review was used to develop the context of the paper, focusing on big data and organizational intelligence for enterprise excellence and resilience. In addition, a thematic literature review method was used to study the role and impacts of routines and artifacts in organizational change, policies, structure and performance. Findings: Although many traditional management practices retain their validity, knowledge management must give a clearer view of the existing connection between firm-level competitive advantage in open economies flows and difficult-to-use knowledge assets. The proposed framework studies knowledge exploration and knowledge exploitation as organizational phenomena opposed and mutually incompatible. Originality/value: The paper presents a first attempt to study the linkages of organizational routines and artifacts as a cycle wherein knowledge acquisition and learning competencies form and enhance a firm’s organizational intelligence, leading to robust competitiveness and sustainable entrepreneurship.

Introduction: Leadership is pragmatically linked to innovation adoption and implementation at a team level, as managers oversee the strategic decisions and policymaking, control resources, and moderate the scanning and searching of the environment. The paper attempts to provide new concepts and examines theoretical and practical implications to better understand how the leadership role is executed in an R&D environment to foster team creativity and innovation.Methods: A quantitative analysis was plausible over qualitative research mainly because the survey was conducted using a single technique, employing a questionnaire that was selected after checking the principal component analysis (PCA) and confirmatory factor analysis (CFA).Results: The findings show that the production of ideas positively impacts leadership, leading to growth and competitive advantage for the organization. Also, the PMEG (people, means, effects, goals) framework will positively impact leadership as leaders focus on those factorsthat influence an individual’s attitudes, behaviors, and interactions between groups.Discussion: The paper highlights the involvement of R&D organizations and groups in developing innovative products, services, technologies, and processes that further positively impact a team. This study is the first to highlight the role of the PMEG framework with the factors that influence an individual’s attitudes, behaviors, and interactions between groups. The study’s main contribution is to explore creativity as a potential mediator for leadership–organizational innovation.