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Rapid technological developments and social changes in the disruption era require organizations, including educational institutions, to adapt quickly and innovatively. This article discusses the importance of building psychological safety as a foundation to enhance team innovation and adaptability. Psychological safety is a condition in which team members feel safe to express ideas, ask questions, and share opinions without fear of negative consequences. The study employs a qualitative literature review method; analyzing various scientific sources related to psychological safety, leadership, and organizational management. Findings indicate that supportive and inclusive leadership plays a crucial role in fostering a psychologically safe environment, which in turn promotes open communication; effective collaboration, and innovative behavior. Developing psychological safety enhances intrinsic motivation, job engagement, and learning agility; enabling teams to respond effectively to rapid organizational changes. This research implies that organizations should prioritize psychological safety to strengthen team performance and sustainability in the dynamic disruption era.

The development of artificial intelligence (AI) has transformed organizational landscapes and driven fundamental changes in leadership practices and strategic management. This article aims to critically examine AI-based leadership by highlighting its opportunities, risks, and implications for strategic management. The study employs a qualitative literature-based approach using an integrative literature review strategy. The data consist of secondary scholarly literature relevant to AI, leadership, governance, innovation, and strategic management, which were analyzed through qualitative thematic analysis and conceptual content analysis. The findings show that AI-based leadership creates opportunities in the form of improved decision quality, faster strategic analysis, operational efficiency, stronger innovation, and enhanced organizational agility. However, AI integration also presents risks, including algorithmic bias, limited decision transparency, technological dependency, accountability challenges, and ethical concerns. This study confirms that AI does not fully replace human leaders; rather, it fosters a hybrid leadership model that requires technical, adaptive, transformational, and ethical capabilities. The study implies that the effectiveness of AI-based leadership depends on responsible governance, organizational cultural readiness, and balanced human–machine collaboration in supporting strategic management.

This study aims to examine the effect of HR Analytics, competency development, and leadership support on employee performance with organizational agility as a moderating variable among employees of the Department of Industry and Trade of Lampung Province. This research employed a quantitative approach by distributing questionnaires and analyzing the data using SEM-PLS. The results show that competency development and leadership support have a positive and significant effect on employee performance, while HR Analytics has no significant effect. Organizational agility does not moderate the relationship between HR Analytics, competency development, leadership support, and employee performance. These findings suggest that while HR Analytics may not directly influence performance, the development of competencies and strong leadership support remain critical to enhancing employee outcomes. Furthermore, the lack of a moderating effect from organizational agility indicates that factors beyond agility, such as employee training programs and leadership practices, play a more crucial role in driving performance. This study highlights the importance of strengthening employee competencies and leadership support to improve employee performance in government institutions. Further research could explore other potential moderating factors in this context.

The adoption of holocratic leadership systems has become a crucial strategy for startups navigating market volatility, which demands organizational agility through the elimination of traditional hierarchies. This study aims to analyze the transformation of the Human Resource (HR) department's role within holocratic systems and its impact on HR efficiency in startup environments. Employing an integrative literature review approach, this research synthesizes various findings from reputable global and national journals published within the last five years to map the shifts in managerial functions. The results indicate that in structures devoid of conventional managers, the HR role transforms from a controlling authority into a system architect and governance facilitator that maintains compliance with the organizational constitution. HR efficiency is achieved through clear authority distribution within dynamic roles, transparent peer-to-peer feedback mechanisms, and the removal of slow bureaucratic coordination costs. The contribution of this research lies in the formulation of the "HR-as-a-Platform" conceptual model, which shifts the focus of management practices from personal supervision to systemic infrastructure optimization. The practical implications provide a guide for startup founders to re-engineer HR functions to support individual autonomy without sacrificing operational stability. This study confirms that the success of non-hierarchical organizations relies heavily on the integration of radical autonomy and robust digital protocols facilitated by the newly defined HR function.

Digital transformation has driven significant changes in organizational management systems, thus demanding adaptive leadership and organizational agility as a key prerequisite for surviving in a dynamic environment. This study aims to analyze the relationship between adaptive leadership and organizational agility in the context of digital transformation through the Systematic Literature Review (SLR) approach. Data were obtained from accredited national journals and relevant international literature, then analyzed using thematic analysis techniques to identify patterns of relationships between variables. The results of the study show that adaptive leadership plays an important role in increasing organizational agility indirectly through strengthening organizational learning and dynamic capabilities. Organizational learning serves as the main mechanism that allows organizations to adapt through the continuous learning process, while dynamic capabilities are the link in transforming learning into strategic responses. Digital transformation accelerates the need for organizations to have a high level of agility in the face of change. In conclusion, organizational agility is the result of systemic processes influenced by adaptive leadership, organizational learning, and dynamic capabilities. This study makes a theoretical contribution to the development of the literature on leadership and strategic management in the digital age as well as practical implications for organizations in improving adaptability to the ever-changing environment.

This study examines the integration of technology in the process of Human Resource (HR) transformation through the perspective of employee data analytics as a strategic approach to modern HR management. The primary focus of the study is to analyze the impact of the simultaneous integration of digital HR systems and organizational digital transformation on improving the efficiency of HR functions, with organizational agility positioned as a moderating variable that strengthens this relationship. In addition, the study explores the potential optimization of Artificial Intelligence (AI) technologies and predictive analytics methods, such as Bayesian Optimization, in predicting workforce dynamics, including employee attrition risk and competency development needs, while also bridging the analytical skills gap among HR practitioners. The research method employed is a systematic literature review of relevant scientific publications from 2021 to 2025, selecting sources that address digital HR transformation, HR analytics, and the application of AI in organizational contexts. The findings indicate that digital HR systems have a strong and significant effect on enhancing operational efficiency and the quality of HR decision-making, and this effect becomes more optimal when supported by a high level of organizational agility. Furthermore, AI and predictive analytics are proven to generate more accurate predictions and simplify technical complexity, making them easier for HR practitioners to adopt. This study concludes that the success of HR transformation requires a holistic approach that aligns the use of advanced technologies with organizational capabilities, human resource readiness, and ethical considerations to create sustainable organizational value.

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.

This study examines the impact of IT-driven innovation management on IT service effectiveness and competitive value creation within smart organizations. As digital transformation accelerates across industries, organizations are increasingly leveraging advanced IT solutions to enhance service delivery, responsiveness, and customer satisfaction. While traditional IT service management (ITSM) models focus on efficiency and structured processes, the integration of innovation management introduces new opportunities to improve service quality and operational agility. Through a quantitative research design, this study employs regression modeling to assess the relationship between IT-driven innovation management and two key outcomes: IT service effectiveness and competitive value creation. Data were collected from 100 technology-intensive organizations that actively integrate innovation into their IT service management processes. The results demonstrate that IT-driven innovation significantly enhances service quality, customer satisfaction, and organizational competitiveness. Furthermore, a curvilinear relationship was identified, indicating that while moderate innovation leads to improved outcomes, excessive innovation may have diminishing returns. These findings highlight the importance of balancing innovation efforts with business goals to achieve optimal performance. The study also compares innovation-driven IT service management with traditional models, illustrating how innovation fosters agility, responsiveness, and long-term value creation. The implications for smart organizations are clear: integrating innovation into IT service management is essential for maintaining a competitive edge in the rapidly evolving digital landscape. Future research should explore the long-term impact of innovation management on organizational sustainability and growth, considering external factors such as market volatility and technological disruptions.

The integration of Customer Relationship Management (CRM) and Enterprise Resource Planning (ERP) systems has emerged as a critical strategy for modern digital enterprises aiming to enhance customer experience and operational efficiency. This study examines the impact of CRM-ERP integration on customer satisfaction, personalized service, and organizational responsiveness. By adopting a mixed-methods approach, this research combines quantitative customer data analysis and qualitative managerial interviews to assess the benefits and challenges of CRM-ERP integration. Key findings highlight significant improvements in customer experience, with increased satisfaction and personalized interactions facilitated by a unified view of customer data. Operational efficiencies were also realized through streamlined processes, better alignment of departments, and enhanced decision-making based on real-time, data-driven insights. Despite these positive outcomes, challenges such as system integration complexities, data fragmentation, and resistance to change were identified, which hindered the speed of integration and full utilization of the systems. This study demonstrates that CRM-ERP integration provides a competitive advantage by improving both customer service and business agility, particularly in industries undergoing digital transformation. For digital enterprises, integrating these systems is crucial for maintaining a seamless customer experience across various touchpoints and achieving greater operational effectiveness. The paper concludes by suggesting future research on the long-term impact of CRM-ERP integration on customer loyalty, business growth, and the potential role of emerging technologies like AI and blockchain in further enhancing these systems.

In the current era of digital transformation, organizations are increasingly turning to Artificial Intelligence (AI) to enhance the precision and agility of managerial decisions. This study investigates how AI adoption within management accounting systems influences decision-making efficiency and managerial performance. Using survey data collected from managers and accountants in medium-to-large firms across Central Java, the research applies Partial Least Squares Structural Equation Modeling (PLS-SEM) to examine the hypothesized relationships. The results reveal that AI adoption significantly improves decision-making efficiency, which in turn enhances managerial performance. Furthermore, leadership support strengthens the relationship between AI adoption and decision-making efficiency, indicating that human and organizational factors remain critical for realizing technological benefits. The findings contribute to management accounting literature by elucidating the mechanism through which AI technologies create managerial value specifically, by accelerating analytical processes and improving the quality of managerial judgments. Practically, the study suggests that firms should focus on leadership involvement, data governance, and employee training to ensure that AI systems complement, rather than replace, human judgment. Overall, this study highlights that successful AI adoption in management accounting is not merely a technical transition but a strategic and cultural evolution toward evidence-based decision-making.

In the context of accelerating global economic volatility, organizations are increasingly required to adopt agile business models that enable them to remain competitive and resilient. Although business agility has been extensively discussed from structural and technological perspectives, the strategic role of Human Resources (HR) in shaping agile organizations and addressing the future of work remains insufficiently explored. This study aims to examine how HR contributes to organizational adaptability and resilience in uncertain environments by aligning human capital practices with agile frameworks. Using a mixed-methods approach, data were collected through surveys and semi-structured interviews with HR leaders and employees in industries most exposed to economic disruption, including finance, technology, and manufacturing. The findings reveal four critical dimensions of HR’s role: workforce flexibility achieved through reskilling initiatives and adaptive work arrangements; agile leadership development to enhance decision-making under uncertainty; prioritization of employee well-being and engagement as foundations of organizational resilience; and digital HR transformation leveraging analytics and artificial intelligence to strengthen efficiency and collaboration. These findings validate and extend the existing literature, demonstrating that HR is not merely a supporting or administrative function but a strategic driver of agility. The study concludes that by embedding HR strategies into organizational agility frameworks, companies can better navigate economic turbulence, enhance workforce adaptability, and secure long-term competitiveness in the global market.

Digital transformation has changed the way modern organizations measure their success, but traditional performance measurement models have not fully adapted to the needs of the digital age. This study conducted a systematic literature review of 25 high-quality publications from the Scopus, Web of Science, and Emerald Insight databases to identify models and indicators of organizational performance measurement in the digital era. Using the PRISMA 2020 framework and strict inclusion-exclusion protocols, this study analyzes research from the period 2021-2025 with a focus on the integration of the digital dimension in the performance measurement framework. Key findings identify 13 categories of key indicators that consistently appear in the literature, including financial performance, operational efficiency, innovation performance, digital transformation readiness, customer experience, and employee digital capability. The analysis of influence mechanisms found three ways in which digital transformation affects performance: direct effects, mediating effects through dynamic capability and organizational agility, and moderation effects from contextual and organizational cultural factors. The research proposes a three-level integrative framework (strategic, operational, and individual-cultural) that can be differentially adapted according to the size of the organization and the industry sector. The theoretical contribution of this research enriches the academic literature with a systematic synthesis of digital performance measurement, while practical contribution provides evidence-based guidance for organizations in designing a comprehensive performance measurement system that is responsive to the evolving dynamics of digital transformation.

This study highlights the paradigmatic shift in human resource management (HRM) in response to the complexities of globalization. Globalization has not only expanded the geographical scope of business but also reconfigured demands for competencies, technology, and cultural dynamics within organizations. Using the systematic literature review (SLR) method, this article examines adaptive HRM strategies focused on three pillars: (1) developing global competencies through cross-cultural training and digital literacy, (2) integrating technologies such as artificial intelligence (AI) in recruitment and performance evaluation, and (3) managing cultural diversity to create an inclusive work ecosystem. Analytical findings reveal that organizations with holistic HRM approaches combining strategic agility, investment in employee upskilling, and data-driven systems tend to excel in mitigating risks of global market disruptions. Critical insights emphasize that success relies not only on technology adoption but also on managerial capabilities to address cultural conflicts and facilitate cross-border collaboration. The research concludes that strategic HRM serves as a driver of organizational innovation and sustainability, with practical recommendations for companies to develop evidence-based HRM frameworks aligned with global trends. 

The digitalization of science management has profoundly reshaped how scientific research and development management are organized, directed, and executed. This present paper examines this transformation by conducting an initial systematic literature review. This paper identifies gaps, synthesizes findings, and draws conclusions by analyzing peer-reviewed articles from various sources. By synthesizing the key findings of recent studies, this review underlines five key themes, namely the growing emphasis on data-driven decision-making, the evolving role of leadership, the need for ethical and regulatory considerations, the opportunities for enhanced collaboration and cross-pollination of ideas, and the potential for improved decision-making and organizational agility. These findings underscore the need for science managers to adapt their strategies to harness the opportunities and address the challenges resulting from digitalization.  

The COVID-19 pandemic caused volatility, uncertainty, complexity, and ambiguity (VUCA), and has created an unprecedented change for all organizations to either evolved or seized to exist. The dynamism due to COVID-19 has forced the HRM function to look forward to organizational agility to adapt and stay in business. The approach to make a linkage between COVID-19, organizational agility, and sustainable HRM is theoretically argued based on a resource-based theory. By conceptualizing the work of Dyer & Shafer (2014) and Nijssen & Paauwe (2012) five dimensions are identified to measure organizational agility, which includes fluid organizational design, flexible core business strategy, distributive information, fast organizational learning, and highly adaptable infrastructure and workplace design. However, further research is needed to confirm the dimensions proposed and to expand them into indicators that can specifically measure organizational agility as a variable.

In the face of the digital era's rapid evolution, human resource planning has become increasingly crucial for organizations to maintain competitiveness and sustainability. This abstract explores strategic human resource planning (HRP) as a pivotal approach to navigating the complexities posed by digital transformation. The advent of digital technologies has revolutionized industries, requiring organizations to adapt swiftly to remain relevant and efficient. Strategic HRP involves aligning workforce capabilities and organizational goals with the demands and opportunities presented by digital advancements. Key considerations include forecasting future workforce needs, identifying critical skill gaps, and implementing robust talent acquisition and development strategies. Moreover, effective HRP entails leveraging data analytics and predictive modeling to anticipate HR requirements and optimize workforce planning initiatives.The challenges of the digital era necessitate proactive measures in talent management, such as upskilling current employees and recruiting digitally savvy talent. Organizations must foster a culture of continuous learning and adaptability to thrive in a digitally disrupted environment. Strategic HRP also encompasses developing agile HR policies and practices that can accommodate rapid technological changes and evolving employee expectations. Furthermore, integrating technologies like artificial intelligence and automation into HR processes can streamline operations and enhance decision-making capabilities.In conclusion, strategic human resource planning is indispensable for organizations seeking to harness the opportunities presented by the digital era while mitigating its inherent challenges. By prioritizing agility, foresight, and innovation in HR practices, organizations can build a resilient workforce capable of driving sustainable growth and competitive advantage in the digital age.    

The organization more and more invests in information technology (IT) to increase agility/agility. It is generally believed that organizations with larger IT investments tend to be more agile in responding to environmental changes. However, the problem of whether IT is a supporter or inhibiting organizational agility is still not resolved. Based on the theory of resource -based views and literature of information technology capabilities and organizational agility, the authors develop and test theoretical models that integrate IT capabilities, and agility of the institution. This article highlights the role of the process of developing the agility of library institutions supported by IT capabilities. We base our reviews on many literature taken from several international journals and conferences. We review the use of various theoretical lenses used to investigate the relationship between IT capabilities and the agility of the library organization. We also map literature through a series of stages that highlighted how researchers had built in previous studies. Finally, we discuss opportunities for future research in an effort to cover the gap of various research findings.