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Decisions about strategies to be implemented and organization design are important in having competitive advantage for companies. Although this statement widely takes place in management literature, very little research has been done on this subject in Turkey. The aim of this study is to examine the mediating role of competitive strategies in the impact of organizational flexibility on competitive advantage in order to extend about empirical literature of the structure-strategy-competitive advantage paradigm based on the resource-based view (RBV). In this context, the data were collected from the top 500 industrial enterprises in Turkey. The data were tested via structural equation model. The findings of our research show that the direct effect of organizational flexibility on competitive superiority was marginally significant and when three different competitive strategies were included between these two variables in the model, the marginally significant effect of organizational flexibility on the competitive advantage disappeared. In other words, the full mediating role of applied competition strategies in the effect of organizational flexibility on competitive advantage has been identified. Our findings are similar to the findings of other studies that consider organizational structure as a valuable resource and examine the relationship between the structure and the strategy according to the RBV.

Although organizational citizenship behaviour (OCB) is a concept associated with significant values within the modern workplace, many employees find it challenging to exhibit some necessary extra-role behaviours, such as helping co-workers complete their duties when a situation demands it. Currently, in the South African workspace, fostering OCB among employees is a concern to people practitioners. Specifically, extra-role types of behaviour are declining among professionals as 21st-century technologies promote remote-working policy, leaving employees to work robotically with computers and having no colleagues around to seek or render assistance with their duties. Moreover, professionals are overwhelmed with the timely and endless obligations received frequently and hardly have time and energy for extra-role behaviours. In addition, physical and psychological health-related concerns such as technology stress and career worries are among the contemporary issues affecting human resource (HR) management in this present time. This necessitates more scholarly actions in the niche of OCB, especially identifying and arresting its hindrances. However, a thorough review of the literature on OCB revealed a paucity of scientific reports in the areas of relationships between technostress, career concerns and OCB. Hence, the proposed chapter seeks to bridge the gap in the literature of OCB by theoretically exploring the relationships between technostress, career concerns and OCB in the professional services context in South Africa.

This chapter aims to present the idea of leader robots (LRs) and proposes how LRs can step in to fill various manager positions. LRs are the robots that lead robots. Robotics engineers have already produced many robots for various applications such as in manufacturing, marketing, accounting even human resources in business management. We have witnessed many significant advancements in robotics and artificial intelligence research to achieve digital transformation. There are robots for various purposes of providing digital transformation toward Industry 5.0. Some post-modern organizations have already had robot employees and artificial intelligence applications. There are many studies on human–robot collaboration, robot development, and robot employee but limited research on LR. In this study, therefore, it is discussed the possibility of LRs that may be a key concept of Industry 5.0 in perspective digital transformation. Therefore, it is believed that this study will be one of the focuses of many upcoming organizational robotics research studies.

This research work demonstrates the method of examining the influence of digitalization in social entrepreneurial perspectives. For this purpose, three major digital transformation domains, namely, blockchain, artificial intelligence (AI) and cloud services were considered. For all three domains, their adoption over time is studied and further analyzed. Consequently, it is observed that all three have a noteworthy positive influence to improve the business performance, trade, supply chain and similar disciplines. For the blockchain, their user activity like addition of new wallets, transactions made and the market price for bitcoins over time was used. For AI, data from tech fundings prior to the year 2020–2021 were obtained and AI adoption in several regions was analyzed. Finally, for cloud services, cloud computing adoption data (2009–2019) at both the individual and organizational level were studied. This research is useful for business entities to further support the fact that digitalization has modernized legacy processes, enabled rapid innovation, strengthened security and increased profitability.

The expansion of new technologies has induced the digital revolution and paved the way for an innovation-based economy. Digitalization, while blurring real and virtual environments, acts as an incentive for innovation and has been regarded as a tool to tackle the crisis. Its particular acceleration was caused by the lockdown regulations due to the COVID-19 pandemic. Social entrepreneurship searches for innovative methods, tools and models to solve pressing social problems. The concept suggests applying business models for implementing social missions. Revenue generated from commercial activities is spent to solve social challenges caused by market imperfection, government inefficiency, disasters, pandemics, wars and economic crises. Advancing technologies, on the one hand, present opportunities for social enterprises and, on the other hand, involve risks to employment, data protection, transformed business model and strategies and changes in society's lifestyle and impose costly digital technologies to be adopted. Social entrepreneurs can create social value by using digital technologies that allow them to reach remote customers, investors or beneficiaries overcoming geographical boundaries or time differences. Yet digitalization can pose a threat to existing jobs as they become redundant; it transforms them or gives rise to new jobs while demanding technological skills and digital literacy. Moreover, enhanced digitalization and effective governmental actions set the stage for the decline of social business. The chapter explores the influence of digitalization on social entrepreneurship and discusses the potential of digital transformation for social enterprises. It examines the risks and opportunities that bring accelerated digitalization to social entrepreneurship.

The utilization of artificial intelligence (AI) in the solution of many problems encountered in healthcare in recent years is rapidly becoming widespread. Understanding of the use and importance of efficiency, security and accessible healthcare to everyone and providing value-based services for healthcare decision-makers is essential. The special uses of machine learning, natural language processing and smart voice assistants, which have developed as sub-branches of AI, for healthcare services, the contributions of these techniques to the digital transformation of healthcare services and how all these will help decision-making processes in healthcare services, will be discussed in this chapter. And also, FDA-approved algorithms that are a kind of AI tool will be explained.

Digital transformation has created an important framework for the commercial aviation industry. Aviation companies that develop a digital strategy or implement the strategies successfully are seeing improvements in their overall efficiency, cost, flexibility and security performances with the effect of digitalization. For aviation businesses, digitalization is seen as one of the important conditions of competition. For this reason, many aviation businesses prioritize digital investments and make the major strategic moves necessary to gain a competitive advantage. However, the digitization of aviation businesses cannot be achieved by investing in technology alone. Digital arguments need to be aligned with customer expectations and the goals of the business. The increase in the number of airline companies has caused airline companies to create new strategies that will increase cost efficiency. IATA (International Air Transport Association), which is a member of airline companies and works for the efficiency of commercial air transportation revealed its vision of a ‘Digital Airline’, which represents what an airline can look like in 2025. Digitalization and efficiency, reflections on human resources, digital applications of airlines, benefits of airline companies from digital transformation, airline mobile applications, online check-in and boarding services (self-check-in, kiosk), online travel assistant, digital baggage cards (RFID – radio frequency identification), digital cabin management systems, in-flight entertainment systems, cabin cleaning robots, digital loyalty programmes, a new perspective in aviation education, interactive virtual reality environments, big data technology and applications and disadvantages of digital transformation are evaluated in the chapter.

Modern funding channels that supplement established mediators may present cybersecurity problems. Traditional investors work with artificial intelligence. In this chapter, the focus is on digitalization in the context of entrepreneurial finance. Crowdfunding platforms have become an alternative to meet the funding needs of entrepreneurs. Crowdfunding platforms have become an alternative for individuals who want to support social entrepreneurs and social enterprises because the financing of initiatives on the solution of social problems is provided by governments, companies and non-profit institutions. Literature shows that equal opportunities and benefits for disadvantaged groups can be created by social entrepreneurship. A snowball effect can be created by each project made to create social impact.