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Digital Tranformation Leader United States
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RNS Institute of Technology , Bengaluru , India
,
International School of Finance Technology and Science , Tashkent , Uzbekistan
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International Islamic Academy of Uzbekistan , Tashkent , Uzbekistan
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Termez University of Economics and Service, Mamun University, Alfraganus University , Tashkent , Uzbekistan
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Koneru Lakshmaiah Education Foundation , Vijayawada , India
Guru Kashi University , Sardulgarh , India
Due to the fast adoption of digital technologies and artificial intelligence (AI), the operations of enterprises, especially in the context of supply chain management (SCM) and human resource (HR) practises, are being fundamentally reorganised by allowing data-driven decision-making, automating processes, and enhancing agility to organisational changes. Although in increased interest AI-driven digital transformation is also gaining momentum, empirical data describing the organisational processes in which AI-driven tools affect SCM and HR performance have scarce information, particularly the intermediating effects of transformational leadership and innovation. To fill this gap, the current research investigates the direct and indirect impacts of digital technologies and AI on changing the SCM and HR practises, and transformational leadership and innovation are modelled as the mediating constructs. The research design was a quantitative and survey research design, and its conceptual framework was empirically proved through Partial Least Squares Structural Equation Modelling (PLS-SEM). The findings indicate that digital technologies and AI have a powerful positive impact on SCM transformation and HR transformation, whereas transformational leadership and innovation have important mediating roles in enhancing these correlations. The findings provide value to the theory because they expand the digital transformation and leadership views, including technological accounts of AI-driven enterprise systems, and offer practical advice to managers who need to harness the emergent technologies to achieve organisational transformation sustainability. The study was a survey design, consisting of 250 participants. Significant path coefficients were those of the relationship between AI and SCM transformation, where the path coefficient was 0.42 (p < 0.001). The SCM transformation explained variance (R2) was 0.72 and this represents a good fit. The approach was the Partial Least Squares Structural Equation Modelling (PLS-SEM) using the SmartPLS software.
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