Suchergebnisse

The digital transformation in business schools during the COVID-19 pandemic is unique since external factors, not internal initiatives, drive it. This event is called 'forced digital transformation.' It raises new challenges for business schools to ensure that the transformation continues in the future since the post-pandemic situation has encouraged social and economic activities to return offline. As the situation begins normal, less external pressure can result in declining creative initiatives from business schools to explore more opportunities from digital technologies. Consequently, the digital transformation process that started during the pandemic could stagnate. One of the essential factors that play a role in encouraging continuous digital transformation is leadership. Leadership is believed to be the core of every digital innovation process. However, research investigating the role of leadership in business schools' digital transformation during the COVID-19 pandemic is still limited. Therefore, this study aims to describe leadership's role in structural and behavioral changes during forced digital transformation in business schools by applying a systematic literature review.

AbstractDespite the need for profound systemic change to deal with environmental issues, this is not happening. At a psycho‐sociological level, System Justification Theory has mostly explained environmental inaction by greater environmental denial on the part of individuals motivated to justify the economic system. In this article, and in line with research in political science and sociology, we propose to also take into account the existence of different beliefs concerning the social change needed to deal with environmental problems. While some do advocate for profound transformations of current socio‐economic systems, others propose to maintain and adapt them. Moreover, these beliefs have different implications in terms of the pro‐environmental behaviors (PEBs) to be adopted by individuals. We therefore hypothesized that, independently of environmental denial, individuals who justify the economic system would adhere more to adaptation beliefs (e.g., individualization of responsibility) and reject transformation beliefs (e.g., incompatibility between economic growth and environmental preservation); and that these beliefs would mediate the effects of system‐justification on PEBs depending on whether or not they challenge the economic system. A correlational study (N = 277) corroborated our hypotheses. The importance of taking into account the system‐challenging (or not) nature of some pro‐environmental beliefs and behaviors is discussed.

Purpose
Although organizations are investing heavily in digital transformation (DT) of the sales function, implementation and exploitation at the sales force level are ongoing challenges. As sales managers serve as conduits of influence between top management and the sales force, the success of strategic initiatives, such as DT, hinges heavily on leveraging their influence to promote change adoption at the sales force level. Accordingly, this research is guided by the research question: how can sales organizations secure the buy-in of sales managers and induce their championing behaviors directed toward the sales force?. The purpose of this paper is to investigate how organizational and psychological resources influence sales managers' DT change champion through their change readiness.

Design/methodology/approach
Construing DT in sales as an organizational change that creates contextual job demands, the theoretical framework offers several hypotheses linking organizational and personal resources with sales managers' change readiness and championing behaviors. The perceived impact of change is included as a moderating variable. Using data from a sample of 176 business-to-business sales managers, the hypotheses are tested using partial least squares structural equation modeling.

Findings
The authors demonstrate that two change-related organizational resources (change communication and change mobilization) and a personal psychological resource (psychological capital) facilitate sales managers' emotional and cognitive change readiness, which, in turn, enhances their championing behaviors toward DT initiatives. Further, the authors find that perceived change impact augments the effects of organizational and psychological resources on change readiness, thus highlighting the importance of effective positioning of the outcomes of change.

Practical implications
This study provides practitioners with actionable guidance on securing the buy-in of sales managers for change initiatives such as DT. Specifically, communication and mobilization are critical inducements. Managers who score high on psychological capital can be targeted as change agents. Further, the impact of change needs to be framed positively, as the resultant perceptions magnify the effects of organizational resources.

Originality/value
While prior research has examined salespeople's response to change, very little is known about the antecedents of change readiness and championing behavior among sales managers. Based on the results, the authors identify theoretical and managerial implications as well as future research directions.