In current unpredictable environments, it is essential to understand customers’ needs as quickly as possible. Social media platforms are important sources of knowledge and developing a social media capability is critical in quickly sensing customers’ requirements. Social media capability can enable firms to co-create internal knowledge between employees, functional departments, and business units and external knowledge with customers. Despite the potential of social media for innovation, prior research has not studied the internal processes that should be developed to manage and leverage the information obtained through social media. Drawing upon the IT-enabled organisational capabilities perspective and the social media affordances theory, this study proposes a research model on the impact of social media capability, social knowledge co-creation, and NPD dynamic capabilities on NPD performance. The research model was tested on a sample of large European firms using survey and secondary data. Results show that social media capability enhances NPD performance by enabling firms to co-create knowledge and developing NPD dynamic capabilities. This study contributes by: (1) operationalising and measuring social media capability and social knowledge co-creation; and (2) demonstrating how social media capability improves NPD performance by co-creating knowledge and developing NPD dynamic capabilities to develop new products.

What is needed for organisations to succeed in digital transformation, and what is its advantage? Motivated by the ongoing high amount of failing digital transformations, this study identifies necessary predictors and outcomes of this prominent matter on the macro level. Drawing on strategic capabilities as enablers for the redefinition of business value and organisational identity in the digital era, we propose that the complementary synergies of strategic capabilities empower digital transformation success, improving firm performance. The results support the proposed model using structural equations modelling with multi-data from 154 organisations and complementary objective data. This study identifies synergistic facilitators for digital transformation success by providing an integrated portfolio of complementary capabilities (i.e., outside-in, spanning, and inside-out orientation). The study also contributes to IS research by offering a measurable conceptualisation of digital transformation success. In addition, findings empirically show the association between digital transformation success and firm performance to enable further investigations in the IS field. Finally, from the study’s findings, practical implications can guide organisations towards digital transformation success and firm performance.

Companies increasingly rely on individuals' skills, enthusiasm, and creativity, all the while striving to fully embrace digitalization as an integral aspect of the business. Technological mediation has altered the design and functionality of work, although the Information Systems (IS) literature about human resource management (HRM) provides little empirical evidence of the synergy between the two fields. To shed light on how these interlinked systems generate performance gains, we draw on the sociotechnical perspective to propose the concept of digital HR strategy as an explicit recognition of the fusion and integration of HR processes and digital technologies. This paper also theorizes and empirically demonstrates that a digital HR strategy improves organizational performance. The model is empirically tested using archival data from a sample of 351 firms.

HAL is a multi-disciplinary open access archive for the deposit and dissemination of scientific research documents, whether they are published or not.The documents may come from teaching and research institutions in France or abroad, or from public

International audience

International audience