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.

In the era of digitalization, the role of IT firms and the capabilities of digital leadership for driving digital transformation and managing environmental dynamism for the proliferation of digital innovation and organizational performance for sustainability are still scant, producing a knowledge gap. To fill this gap, this study aims to investigate the role of digital leadership in enhancing organizational performance, with the mediating impact of digital transformation and digital innovation, and the moderating role of environmental dynamism in the relationship between digital transformation and innovation. To investigate the conceptual model, we used survey data of 416 responses from small, medium, and large IT organizations in Bangladesh and deployed the AMOS 24 package software for the analysis of structural equation modeling (SEM). The results showed that digital leadership has a significant impact on digital transformation, digital innovation, and organizational performance. Digital innovation partially mediates the relationship between digital leadership and organizational performance. Although environmental dynamism has no significant effect in relation to digital leadership and innovation, it has an indirect influence on the structural model. The results from before and after moderation proved that environmental dynamism might not have a significant moderating effect on relationships, but it has significant power to change other interrelationships and hamper organizational sustainability.

In the wave of digitalization, organizations are increasingly focused on whether to prioritize digital culture or organizational strategy for the use of artificial intelligence (AI); there are mixed opinions, particularly when AI-augmented HRM draws attention as a tool for achieving sustainable organizational performance (SOP) in developing countries. This study aims to explore the influence of digital culture and organizational strategy on AI-augmented HRM and SOP, focusing on the mediating role of AI-augmented HRM in these relationships. To investigate the hypothesized relationships, 219 sample data were gathered from employees associated with HRM-oriented activities in Bangladesh, and SPSS 23 and AMOS software were used to test the SEM model. The results proved that digital culture has an insignificant effect and organizational strategy has a significant effect on AI-augmented HRM, and AI-augmented HRM has a substantial effect on SOP and partially mediates the relationship between organizational strategy and SOP. Based on the results, we infer that the successful implementation of AI-augmented HRM can lead to organizational sustainability in developing countries, where organizational strategy plays a pivotal role rather than digital culture. This research incorporates the resource-based view (RBV) and dynamic capabilities theories, which are crucial for the groundbreaking development of the research model. The results suggest that managers and responsible authorities should prioritize organizational strategy over digital culture when implementing AI-augmented HRM systems to ensure sustainability in developing countries. However, in the long run, organizations also need to concentrate on generating digitally favorable environments.

In the age of the digital revolution, businesses are working to become more sustainable. Specifically, when management settings change—which is closely tied to competitive performance—leadership is evolving into digital leadership. Drawing on the resource-based view (RBV) theory, this study focused on finding the interconnection between digital leadership (DL) and competitive performance (CP), as well as the mediating roles of affective commitment (AC) and digital culture (DC), including the moderating effects of strategic agility (SA).To find the results of the investigation, a total 233 sample data points were gathered from employees working in manufacturing and service organizations. The research hypotheses were tested using path analysis with the AMOS-24 program. The findings indicated that DL had no direct impact on CP. While digital culture has no mediation effect but affective commitment has a full mediation effect on the relationship between DL and CP, it also found that SA hasn't played any reinforcing role in the connection between DL and CP. This study contributes to the literature on affective commitment by stressing the role of digital leaders, DC, and AC in predicting long-term CP. In addition, this study adds value to the existing literature on dynamic capabilities and RBV theory by providing evidence for the role of DL in CP. As leadership leads, dynamic capabilities can play a crucial role in managing changing culture, affective commitment, and strategic thinking for CP in Bangladesh.

Digital leaders are inevitable to foster greater human capital development and technological innovation for successful organizational management activities especially after the COVID-19 pandemic. The intention of the study is to explore the association between digital leadership (DL) and organizational performance (OP) with the mediating effects of human capital development (HCD) and technological innovation (TI). To achieve these goals, 260 convenient samples were collected from the employees of different service and manufacturing industries of Bangladesh, and AMOS structural equation model (SEM) has used for testing hypothesis by following resources-based view (RBV) theory. The results proved that DL significantly influences OP and HCD partially mediating the relationship, while TI has no significant mediating effect. The present findings infer that DL play a crucial role in supporting human development, such as developing employees' DL skills, increasing technological professionalism, and driving an innovative mindset for organizational success after the COVID-19 pandemic. Although the pandemic is over, managers and policymakers need to concentrate on upgrading organizational TI level and employee’s digital skills and capabilities for ensuing competitive performance and organizational sustainability.