Abstract In a dynamic and quickly changing world, digital innovation and transformation can help enhancing organizational efficiency and have competitive advantage. In addition, the digital innovation and transformation can facilitate the development of a growth‐oriented culture of workforce. Therefore, this study aims at developing the digital innovation and transformation capabilities at large organization. The study uses a four‐layered process for driving the digital innovation and transformation in the case organization. The study positions the digital innovation and transformation mechanism through the lens of the dynamic capability view and institutional theories. The findings indicate the emergence of digital champions as change agents, a digital council as a monitoring channel, a digital core team as technological enablers and reverse mentoring as an innovative cultural dimension of change facilitating dynamic capabilities of the organization. In terms of institutional pressures, coercive and mimetic pressures emerged as major contributors to the advancement of the digital skill set and digital mindset of the experienced workforce especially, supported by Hofstede's cultural dimensions. Study further delineates the insights for practice, theory and policy. To this end, the study showcases the future scope of work at the case company, since it is an ongoing project on digital innovation and transformation to make organization and related infrastructure resilient, digital and innovative.

Indian agricultural value chains are marred with a lack of financial inclusion of smallholder farmers, lengthy payout times, poor quality of products, lack of traceability issues, and lack of industrialization in the value chain. Social entrepreneurs have indispensable tools as information and communication technologies are making inroads in rural developing economies. This study studies the impact of technological capabilities on social entrepreneurship for creating sustainable value creation using survey data from 557 respondents associated with farming and allied activities. The results highlight that digital technology capabilities mediate the relationship between social entrepreneurship and sustainable value creation. The findings present essential insights for academia, practitioners, and policymakers to better shape policies and decisions on social entrepreneurship.

Infrastructure digital transformation may create value for logistics enterprises; but its whole process is still full of uncertainties. Prior research focused on smart control in view of the infrastructure and ignored the driving role of digital governance in the process of digital transformation. Here, the authors investigate the relationship between digital adaptive governance and digital transformation, and actively explore the effect of digitalization on service quality improvement in logistics enterprises. The authors take servitization as the moderator to examine the interaction between digital transformation and service quality. Through 227 valid responds of senior executives and workers at the production line from 46 logistics enterprises in China, the authors use partial least squares and hierarchical regression analysis to test the hypotheses empirically. Results suggest that digital adaptive governance, infrastructure digital transformation and servitization have positive influence on service quality. Digital adaptive governance has positive influence on infrastructure digital transformation.

Traditionally measurements of service quality have followed the expectation-disconfirmation approach. Further, previous studies have shown that negative disconfirmation is more influential than positive disconfirmation. In this research, we hypothesized information systems(IS) service quality scales based on the dimensionality of the expectation-disconfirmation (ED) and desire-disconfirmation (DD) approach. Using the SERVQUAL+ instrument and data collected from 321 IS users, we developed ED and DD based IS service quality scales using contemporary methods, such as LISREL-based CFA. We have proposed and empirically validated the following two new IS service quality constructs: Service Adequacy (difference of expected service and perceived service) and Service Superiority (difference of desired service and perceived service). Our results indicate that both measures have shown better predictive power than earlier scales like SERVQUAL+ and the IS ZOT scales. We have outlined several implications of ED and DD scales to practice and research.