Despite extensive research on the role of managers in digital transformation, there is limited investigation into their readiness for organizational change. This knowledge gap is particularly significant because managers' belief in digital readiness is a crucial prerequisite for effectively guiding and implementing digital transformation initiatives. Therefore, this study aims to explore the influence of managerial digital readiness on their intention to implement digital transformation. To achieve this, we propose an integrated model that combines the digital readiness framework with the theory of planned behaviour, consisting of three sub-constructs: digital structure readiness, digital technology readiness, and digital strategy readiness. Our findings reveal that all these sub-constructs positively impact managers' intention to implement digital transformation. This contributes to the micro-foundations of digital transformation, specifically highlighting the pivotal role of managers.

The current literature is becoming increasingly interested in employee management behavior. In this article, we focus on how leader narcissism affects employees' knowledge management behavior, including knowledge sharing, knowledge hiding, and knowledge manipulation. The questionnaire was administered to 260 employees in mainland China to test our hypothesis. Results showed that leader narcissism is significantly related to employee knowledge management behaviors. Specifically, leader narcissism is negatively related to employee knowledge sharing, and is positively related to employee knowledge hiding and manipulating. Employee trust in management mediates these relationships, and power distance orientation moderates the relationship between leader narcissism and employees' trust in management. Our study discusses theoretical and practical implications.

The purpose of this paper is to propose a research model to investigate the relationships between dynamic capabilities, business model innovation, and business performance. The moderating role of digital transformation in the research model is also examined. A total of 262 managers in Chinese small and medium-sized enterprises (SMEs) were enrolled via an online questionnaire. Data is scrutinized by partial least square structural equation modeling (PLS-SEM) using SmartPLS 3.0. The findings of this study reveal that dynamic capabilities can positively affect business model innovation and business performance. Furthermore, business model innovation partially mediates the relationship between dynamic capabilities and business performance. Meanwhile, digital transformation has a positive moderating role in the aforementioned relationships. These findings bridge the research gaps in extant literature and contribute to theoretical and practical implications for SMEs.