In the era of digital transformation, organizations are making efforts towards sustainability. In particular, leadership is transforming into digital leadership according to changes in management environments, which are deeply related to organizational performance. In this study, we focus on organizational performance and sustainability management and clarify the role of digital culture and employees’ digital capabilities in perspectives on digital leadership. We collected data from 149 employees who work in South Korean organizations using a survey based on digital leadership, digital culture, employees’ digital capabilities, and organizational performance, and we tested our hypotheses using structural equation modeling. The results show that digital leadership has a positive direct and indirect effect on organizational performance. Moreover, digital culture and employees’ digital capabilities partially mediate the relationship between digital leadership and sustainable organizational performance in South Korea. This study contributes to leadership and resource-based view (RBV) research by providing evidence for the role of digital leadership in sustainable organizational performance. As leadership continues to extend alongside verification of the RBV theory, the crucial role of digital leadership is changing, and the role of employees’ digital capabilities in organizational performance in South Korea needs to be considered.

In the age of Industry 4.0, the emergence of new technologies is compelling organizations to search for new methods for sustainability. In particular, IT capabilities and organizational learning competencies with digital leadership play crucial roles in managing environmental dynamism, which are profoundly related to sustainable organizational performance in the digital age. This study explored sustainable organizational performance from the perspective of digital leadership (DL) and the role of IT capabilities (IT infrastructure, IT business spanning, IT-proactive stance), as well as organizational learning in sustainable organizational performance. For this research, data from 173 employees from South Korean organizations were collected using an online survey on digital leadership, IT capabilities, organizational learning, and sustainable organizational performance (SOP). Here, an SPSS- and AMOS-based structural equation modeling technique was used to examine the outcomes for analysis. The results confirmed that digital leadership significantly directly affected SOP. Moreover, there was no mediating effect of IT infrastructure and IT business spanning; however, an IT-proactive stance and organizational learning fully mediated the relationship between DL and SOP. This research will aid leadership behavior alongside other knowledge-based studies that empirically tested the role of digital leadership, IT capabilities, organizational learning, and SOP. As digital leadership competencies demand is surging for managing digital challenges alongside the verification of digital leadership behavior and knowledge-based theory, the important role of DL regarding IT capabilities and organizational learning in SOP needs to be prudently considered in the South Korean context.

The fast fashion industry is the leading clothing business globally. Regarding environmental and social concerns, the fast fashion industry needs to stand up and make a difference to minimize and provide a positive impact worldwide. This study explores the growing awareness and promotion of sustainable procedures in the fast fashion industry. This study focuses on the four primary fast fashion industries, including H&M, Uniqlo, Shein, and Zara. Collective research data has been applied and evaluated to explain how the fast fashion industry incorporates different sustainable actions in their company and describes the impact of society and other related interests on the fast fashion industry incorporating sustainable actions. The research shows that the fast fashion industry can garner consumer support and increase income through sustainable supply chains, social support, circular economy, and other corporate social responsibilities.