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Digital transformation has positioned artificial intelligence (AI) as a major driver of organizational change and innovation. This study aims to analyze the influence of AI implementation on transformational leadership dynamics and the shifting role of leaders in managing human resources through a Systematic Literature Review of reputable studies published within the last five years. The findings indicate that AI acts as a catalyst in strengthening the dimensions of intellectual stimulation and individualized consideration through predictive analytics and talent personalization. The automation of administrative and repetitive tasks enables leaders to focus more on strategic vision, organizational innovation, decision-making, and emotional engagement with employees. However, the effectiveness of AI implementation is highly dependent on leaders’ digital literacy, adaptive capabilities, and readiness to integrate technology into organizational processes. This study contributes by proposing a hybrid leadership framework that combines artificial intelligence with human emotional intelligence to support more effective leadership practices. The practical implications emphasize the importance of leadership development that prioritizes empathy, ethical awareness, and algorithmic transparency in order to maintain trust, encourage sustainable innovation, and strengthen organizational resilience in increasingly dynamic and volatile environments.

This research is motivated by the increasing role of Artificial Intelligence (AI) in organizational transformation and the crucial function of leadership in ensuring its successful implementation. The primary objective of this study is to analyze the relationship between leadership, AI integration, and organizational performance, as well as to identify various challenges and supporting factors in the process. This study employs a systematic literature review (SLR) method by examining 30 relevant, reputable scientific articles from the Scopus and Google Scholar databases within the 2020–2026 timeframe through selection, evaluation, and thematic synthesis processes. The results indicate that AI integration significantly contributes to improving operational efficiency, data-driven decision-making quality, and organizational innovation. However, this success heavily depends on the role of adaptive, transformational, and digitally-oriented leadership capable of steering the technological vision. Conversely, major challenges were identified, such as employee resistance, limited digital competencies, and ethical issues surrounding data privacy. This study contributes to strengthening the conceptual understanding of leadership's role as a bridge between technology and organizational performance, while offering practical implications for management in designing effective, inclusive, and sustainable digital transformation strategies.

This study aims to evaluate the determinants of organizational sustainability within the Doctor Peduli Foundation (doctorSHARE), specifically regarding its Floating Hospital program. Specifically, it examines the influence of stakeholder support and operational efficiency on organizational sustainability, while analyzing the role of organizational innovation as a mediating variable in ensuring the continuity of medical services in remote areas. Employing a quantitative approach with a survey method, data were collected from 81 respondents comprising staff and volunteers directly involved in the Floating Hospital's operations. Structural Equation Modeling (SEM) was utilized to analyze the data and test the proposed hypotheses.The results reveal that stakeholder support does not have a significant direct impact on either organizational sustainability or innovation performance. Conversely, operational efficiency emerged as a dominant factor with a significant positive influence. Furthermore, organizational innovation was found to play a crucial role as a mediator, strengthening the impact of operational efficiency on organizational sustainability.This study concludes that the sustainability of non-profit organizations such as doctorSHARE is determined more by management's ability to optimize internal resources efficiently and innovatively than by reliance on external support. Consequently, strengthening internal operational systems should be a primary strategic priority to ensure long-term organizational existence.

The effectiveness of public sector organizations in delivering quality services and achieving their mandates depends critically on how they manage their human resources. This study examines the relationship between strategic human resource management (SHRM) practices and organizational performance in Indonesian public sector organizations. Employing a mixed-methods research design, data were collected from 312 public sector managers and HR professionals across 45 government agencies through surveys and 32 in-depth interviews. The research investigates five key SHRM dimensions: strategic recruitment and selection, performance management systems, employee development and training, compensation and rewards, and employee engagement. Findings reveal significant positive relationships between SHRM practices and multiple performance indicators including service quality, operational efficiency, employee productivity, and organizational innovation. Regression analysis demonstrates that SHRM practices collectively explain 47.3% of variance in organizational performance scores. Qualitative data illuminate implementation challenges including limited HR professional capacity, rigid civil service regulations, political interference, and resistance to performance-based management. The study identifies critical success factors such as top management commitment, alignment between HR strategy and organizational strategy, investment in HR analytics capabilities, and cultural transformation toward merit-based practices. Results indicate that high-performing public organizations distinguish themselves through systematic talent management, data-driven HR decision-making, continuous learning cultures, and stronger linkages between individual performance and organizational outcomes. This research contributes empirical evidence on SHRM effectiveness in public sector contexts and provides actionable recommendations for HR practitioners and policymakers seeking to leverage human capital for improved public service delivery.

This study aims to analyze the influence of digital transformation and organizational innovation on sustainability performance, with leadership support and digital literacy as supporting variables and the role of moderating effects in strengthening the relationship between variables. The research method used a quantitative approach with Partial Least Squares–Structural Equation Modeling (PLS- SEM) analysis. Data were collected through a questionnaire measured using reflective indicators for each construct. The results of the measurement model test indicate that all indicators have outer loading values above 0.70, thus being valid in measuring the latent construct. Structurally, digital transformation has a positive effect on sustainability performance with a path coefficient of 0.124,  while organizational innovation shows a relatively weak effect  with a coefficient of 0.006. Leadership support and digital literacy have a fairly strong positive effect on sustainability performance with a coefficient value of 0.586. In addition, the first moderation effect provides a strengthening of the relationship to sustainability performance with a coefficient of 0.154, while the second moderation effect shows a very small effect with a value of 0.032. The R² value of 0.670 indicates that the model is able to explain 67% of the variation in sustainability performance, while the remainder is influenced by other factors outside the research model. These findings confirm that the success of organizational sustainability performance does not only depend on digital transformation and organizational innovation, but is also greatly influenced by leadership support, digital literacy, and moderating mechanisms that strengthen the implementation of digital strategies. This research is expected to provide theoretical and practical contributions to organizations in designing digital- based sustainability strategies.

This study investigates the role of Enterprise Information Systems (EIS) in driving innovation within organizations. The research employs a mixed-method approach, combining survey-based structural analysis and in-depth organizational case studies to explore how different EIS capabilities influence organizational innovation. The study focuses on four key EIS capabilities: functional capabilities such as workforce management and customer value creation; technological capabilities including ERP systems and real-time analytics; dynamic capabilities, especially organizational learning; and collaborative innovation through external partnerships. The survey results reveal that EIS capabilities, particularly data analytics and integration, significantly enhance organizational agility, decision-making, and innovation outcomes. In-depth case studies provide detailed insights into how these capabilities are applied in real-world organizational settings, illustrating their impact on process and service innovation. The findings indicate that the effective integration of EIS across organizational functions, along with improved access to data, contributes to operational efficiency and innovation success. However, challenges such as integration issues, resistance to change, and lack of skilled personnel were also identified as barriers to successful EIS adoption. The study contributes to the literature by offering a comprehensive understanding of how EIS capabilities drive innovation and highlighting the importance of organizational culture and leadership in the adoption process. The research provides practical recommendations for organizations to leverage EIS for fostering innovation, such as focusing on EIS integration, overcoming organizational barriers, and ensuring leadership engagement. Finally, the study suggests future research directions, including the refinement of multi-method approaches and the need for longitudinal studies to better understand the long-term impact of EIS on innovation outcomes.

Rapid technological change in the digital era has reshaped the nature of organizational innovation, requiring firms not only to innovate but also to align their innovation activities with technological developments and market dynamics, a capability referred to as Techno-Resonance Innovation Capability (TRIC). Although Knowledge Management (KM) has been widely recognized as a driver of innovation, studies that explicitly link KM to the development of techno-resonant innovation remain limited. This study aims to address this gap by systematically reviewing the literature to examine how KM contributes to innovation capability and how this relationship evolves toward TRIC through absorptive capacity. Using the systematic literature review methodology proposed by Tranfield et al., this study follows three stages planning, conducting, and reporting the review to identify, evaluate, and synthesize relevant studies on KM, absorptive capacity, innovation capability, and techno-resonance. The findings indicate that innovation capability emerges from interconnected KM processes, including knowledge acquisition, sharing, storage, and application, which form the organizational infrastructure for innovation. Absorptive capacity is identified as a key bridging mechanism that enables organizations to transform managed knowledge into innovative outcomes by enhancing their ability to acquire, assimilate, transform, and exploit technological knowledge. This study concludes that integrating KM and TRIC through absorptive capacity extends conventional innovation capability models and provides a stronger theoretical explanation of innovation in technology-driven and digitally dynamic environments.

The digital era demands that organizations be fast-moving, adaptable, and innovative. With the advancement of information technology, changes in work methods, global competition, and stakeholder demands are becoming increasingly complex. Knowledge Management (KM) plays an important role as a strategic mechanism for identifying, acquiring, storing, sharing, and utilizing knowledge to improve organizational effectiveness and efficiency. In this context, knowledge management becomes one of the important elements for organizations to enhance performance. Knowledge management is not just about collecting data or information, but how organizations can store, share, create, and utilize knowledge to gain a competitive advantage. This article aims to analyze the importance of knowledge management for organizational performance in the digital age, including how the digital era changes the dimensions of knowledge management, how knowledge management contributes to organizational performance, the challenges faced, and their implications. The data obtained for this study were gathered from observations thru interviews with relevant parties and a literature review study by examining the results of empirical research from the past five years (2020–2025). The method used was descriptive literature analysis of 15 scientific articles from accredited national journals. The analysis focuses on the relationship between knowledge management dimensions (knowledge creation, storage, sharing, and application) and organizational performance indicators (financial performance, innovation, productivity, and customer satisfaction). The study results show that the implementation of knowledge management significantly contributes to improving organizational performance, both directly thru increased efficiency and effectiveness of work processes, and indirectly thru strengthening a culture of innovation and organizational learning. This article asserts that an organization's success in the digital age is not solely determined by its ability to adopt technology, but also by its ability to manage and leverage knowledge as a strategic resource. Therefore, knowledge management needs to be systematically integrated into the organization's digital strategy, accompanied by strengthening a learning culture, human resource training, and adaptive information technology systems.

The purpose of this study is to analyze the strategic role of the Green Human Resource Information System (Green HRIS) in bridging the transformation of human resource management with the demands of Environmental, Social, and Governance (ESG) principles, specifically examining how Green HRIS contributes to sustainable HR practices, organizational performance, and digital HR transformation. Using a Systematic Literature Review (SLR) approach, this study identifies, evaluates, and synthesizes prior research by conducting a structured search across major academic databases—Scopus, Web of Science, Springer, Elsevier, and Wiley—for publications from 2020 to 2025 that address green HRM, HR digitalization, sustainable HR practices, and ESG integration. The review process includes screening titles, abstracts, and full texts, extracting key data, and categorizing findings into environmental, social, and governance dimensions. The results demonstrate that Green HRIS strengthens ESG implementation by reducing paper usage, lowering carbon emissions, and promoting sustainable HR practices such as digital recruitment and e-learning, while also improving governance through enhanced transparency, accountability, regulatory compliance, and real-time reporting. Empirical evidence indicates that Green HRIS fosters employee engagement, organizational innovation, and the development of green competitive advantages. Practically, the study highlights how organizations, policymakers, and HR managers can utilize Green HRIS to optimize digital transformation and meet ESG requirements, thereby reinforcing legitimacy and long-term competitiveness within the green economy. This research offers originality as one of the first systematic reviews addressing Green HRIS in the ESG era, integrating theories such as the Resource-Based View, Technology Acceptance Model, and organizational sustainability theory, while also mapping trends, best practices, and gaps for future research.

The purpose of this research is to determine the influence of knowledge sharing and innovative work behavior on organizational innovation capability. This research design uses a quantitative approach with a survey method. This approach is used to measure the influence of knowledge sharing variables and innovative work behavior on innovation capability. This research was conducted at the PDAM Kolaka Regency office, Southeast Sulawesi Province. The population of this study was 30 employees of PDAM Kolaka Regency, Southeast Sulawesi Province. In this research, primary data sources are used in the form of survey results by distributing questionnaires to obtain information and responses related to knowledge variables, innovative work behavior and employee innovation capabilities. To test the hypothesis, this research uses PLS-SEM with the help of the Smart-PLS version 3.0 application.  The research results show that there is no influence between knowledge sharing and innovative work behavior on organizational innovation capability .  

This study examines participatory leadership styles and their influence on organizational innovation in state-owned enterprises (SOEs) in Indonesia. Participative leadership involves subordinates actively in the decision-making process, which contributes to increased motivation, productivity, and individual performance within the organization. Using a qualitative descriptive approach, this study explores the concepts and practices of leadership and innovation applied in SOEs. The results show that participatory leadership not only increases employee engagement but also creates a collaborative and innovative work environment. By involving different generations in decision-making, leaders can leverage the experience of senior generations and fresh ideas from younger generations, thereby encouraging more creative and relevant innovation. The implications of this research indicate that the application of a participatory leadership style is very important for SOEs to strengthen their competitiveness, adapt to market changes, and make a significant contribution to national development. This research provides valuable insights for leadership development and innovation strategies in the SOE sector in Indonesia.

In the dynamic digital era, information and knowledge management becomes a crucial element in improving the effectiveness of organizational decision-making. Integration between Management Information Systems (MIS) and Knowledge Management (KM) is a strategic approach that can strengthen organizational capabilities in responding to internal and external challenges. Management Information Systems function as a tool in collecting, transmitting, and presenting relevant data, while Knowledge Management plays a role in collecting, storing, and distributing knowledge, both explicit and tacit, within the organization. This study aims to examine how the synergy between MIS and KM can improve the quality of managerial decisions, accelerate the flow of information, and support organizational innovation. The methodology used includes literature studies and descriptive analysis of the implementation of MIS-KM in various industrial sectors. The results of the analysis show that organizations that successfully integrate these two systems are able to create a collaborative, adaptive, and responsive knowledge-based work environment to change. In addition, this integration also encourages the alignment of business strategies with available knowledge, resulting in more appropriate and sustainable decisions. Thus, the development of MIS that is closely connected to the KM process is an important need for modern organizations.

In order to meet the difficulties of digital transformation and contemporary market dynamics, organizational innovation is essential.  The main concerns of organizational innovation are discussed in this article, along with obstacles such a lack of digital skills, high implementation costs, change aversion, and inflexible company culture.  A literature review using a qualitative methodology is the research strategy employed to examine sources pertaining to innovation, drivers, and inhibitors.  The findings demonstrate that technological integration, flexible leadership, a positive company culture, and efficient human resource management (HRM) procedures are all necessary for innovation to succeed.  Islamic principles like accountability (amanah), consistency (istiqamah), and honesty (shiddiq) also support the innovation culture. According to the article's conclusion, responsive HRM, adaptive culture, and controlled innovation can all help organizations become more resilient and competitive in the digital age.    

This study investigates the influence of organizational innovation on management strategy in the education sector, focusing on the mediating role of strategic change. Quantitative data were collected through a structured survey (Cronbach’s Alpha > 0.7) and analyzed using Structural Equation Modeling (SEM) with a sequential explanatory mixed-methods approach. Key relationships were identified: organizational innovation significantly impacts management strategy (β = 0.45, p < 0.01), while strategic change mediates this relationship (β = 0.30, p < 0.01). Qualitative data from semi-structured interviews with 20 educational leaders revealed three critical themes: strategic alignment with institutional goals, the importance of participative leadership, and barriers such as resource constraints and bureaucratic inertia. These findings highlight the necessity of integrating innovation with strategic change to optimize management practices. The study contributes to literature by validating the dynamic capabilities framework in the education sector and addressing gaps related to the operationalization of innovation. Practical implications include fostering participative leadership, aligning innovation with institutional objectives, and streamlining resources to support transformative strategies. Policymakers and educational leaders are advised to implement context-sensitive frameworks to sustain innovation and enhance institutional adaptability.

This study aimed to determine the mediating role of participatory leadership in organizationalimmunity by examining its application in Kerbala Cement Company. To accomplish this, the aspectsof organizational innovation (product innovation, process innovation, and administrative innovation)were chosen above organizational immunity in its dimensions (organizational learning, memory, andDNA). Participatory leadership strengthens this relationship in its dimensions (delegation of powers,participation in decision-making, participation in information, and human relations). A random sampleof employees in Kerbala Cement Company was selected as a field of research through a questionnairethat included (128) individuals. The significance of the correlation between the two variables wasassessed using the (t) test, the regression model's significance was assessed using the (F) test, and thesimple correlation coefficient (Person) was used. The relative quantity the independent variablecontributes to explaining the dependent variable as a percentage was also determined using (R 2 ). Theresearcher's most notable conclusion is that participatory leadership serves as a mediating factor in thesubstantial impact of organizational innovation on organizational immunity. The research concludedwith several recommendations, including focusing on organizational innovation by Kerbala CementCompany because it is an important factor in its work in general and in organizational immunity inparticular.

The research aims to determine the level of sustainable organizational performance from opinion of view of some learning leaders, and to know the level of organizational innovation from opinion of view of some learning leaders, and to reveal the level of organizational flexibility according to the opinion of some educational leaders, and to indicate the level of organizational capacity among individuals The university of the research sample, and determine the level of practices of learning leaders Research sample for transformational leadership behaviors, and the research also aims to test the correlation between transformational leadership and sustainable organizational performance, and test the impact relationship between transformational leadership and sustainable organizational performance. The research was applied at the University of Qadisiyah to a sample of administrative leaders at this university. 

This study investigates the connection between Environmental, Social, and Governance (ESG) factors that can impact a company's financial and operational performance. The research looks at how stakeholder and legitimacy theories can help explain the effects of the variables used in the study. Additionally, the study makes a unique contribution to the existing research on ESG and performance by examining the link between ESG and firm performance over ten years. Furthermore, the study explores the relationship between ESG and operational performance in SMEs in Guizhou. This provides valuable insights into how ESG can impact the performance of SMEs. ESG provides a comprehensive framework for businesses and investors to address environmental, social, and corporate governance issues. It promotes integrating economic and social benefits for sustainable corporate management and financial investment development. The number of respondents for this study was 380 enterprises from Guizhou. The results of this study show that parents’ purchase intention on training courses for their children would be impacted by their transformational leadership, organizational innovation, and social capital.

This article examines the effect of different leadership styles on fostering innovation within technology companies. By analyzing data from tech firms, the research highlights how transformational, transactional, and laissez-faire leadership styles impact employee creativity, collaboration, and the adoption of new technologies. The study concludes that transformational leadership is most effective in driving innovation and sustaining competitive advantage in the tech industry.