Suchergebnisse

Abstracte‐Facilitation services are one of the instruments employed by policymakers to foster digital inclusion. Literature has hypothesized several benefits stemming from these services, including positive effects on the tutors (e‐Facilitators) in terms of competences and employability. Our study takes advantage of a new e‐Facilitation program implemented in Italy—the Servizio Civile Digitale (SCD)—to assess whether the policy is impacting the tutors' skills and to evaluate whether there is a trade‐off in effectiveness due to an ambiguous policy formulation. To deepen these aspects, we have administered two survey waves to SCD applicants, following treatment (recruited) and control group (non‐recruited) for 7 months after the launch of the program. Next, we applied Difference‐in‐Differences, panel models, and a matching model to estimate the treatment effect and control for potential confounders. Results show that volunteers are more active online, use more devices, and perceive improvements in their soft skills, but do not improve in other dimensions of digital competence. This can be explained by the recruitment strategies followed by SCD organizations to maximize their impact on citizens. Our identification is threatened by several sources of potential bias. We address these threats whenever possible, but unobservable factors might still play a role.

PurposeToday, companies are struggling to develop their human resources analytics (HRA) capability, although interest in the subject is rapidly increasing. Furthermore, the academic literature on the subject is immature with limited practical guidance or comprehensive models that could support organisations in the development of their HRA capability. To address this issue, the aim of this paper is to provide a maturity model – i.e. HRAMM – and an interdependency matrix through which an organisation can (1) operationalise its HRA capability and assess its organisational maturity; (2) generate harmonious development roadmaps to improve its HRA capability; and (3) enable benchmarking and continuous improvement.Design/methodology/approachThe research described in this paper is based on the popular methodology proposed by Becker et al. (2009) and the procedure for maturity evaluation developed by Gastaldi et al. (2018). This method combines academic rigour and field experience in analytics, in a process spanning eight main phases that involves literature reviews and knowledge creation techniques.FindingsWe define HRA maturity through four areas and 14 dimensions, providing a comprehensive model to operationalise HRA capability. Additionally, we argue that HRA maturity develops through an evolutionary path described in four discrete stages of maturity that go beyond traditional analytics sophistication. Lastly, the interdependency matrix reveals specific enablers for the development of HRA.Practical implicationsThis paper provides practitioners with useful tools to monitor, evaluate and plan their HRA development path. Additionally, our research helps practitioners to prioritise their work and investment, generating an effective roadmap for developing and improving their HRA capability.Originality/valueTo the best of the authors' knowledge, this study is the first to provide a model for evaluating the maturity of HRA capability plus an interdependency matrix to evaluate systematically the prerequisites and synergies among its constituting dimensions.

PurposeThe purpose of this paper is to understand how digital technologies can help healthcare organisations and improve the exploration-exploitation paradox over time. The authors explore inputs, processes and outcomes of implementing digital transformation programs and advance four testable propositions.Design/methodology/approachThe authors conducted multiple case studies with embedded units of analysis: digital transformation processes; hospitals; and regional healthcare systems. Primary sources come from 107 semi-structured interviews with key informants within 14 Italian hospitals between 2009 through 2011.FindingsThree complementary paths emerge as fundamental to balance exploratory and exploitatory efforts in healthcare: assets digitalisation within hospitals; digitally based process integration; and disruptive decision-making through analytics. Intra- and inter-path characteristics are discussed to show how digital transformation can both move hospital within the exploration-exploitation space.Research limitations/implicationsBy its very nature, this study is exploratory. Notwithstanding the number of cases and interviews, its generalisability is limited.Practical implicationsDigital transformation programs are fundamental to resolve the tensions raised by the exploration-exploitation paradox. Their implementation leads to better performance (cost reductions, quality improvements). A framework is provided for practitioners to make better decisions.Originality/valueThis study sheds new light on how digital technologies are actually adopted and adapted in healthcare contexts. It does it by entailing a longitudinal perspective.