Managing Digital Transformation (Revisited): Some Reflections

The present chapter situates within the burgeoning debate about the role of innovation in societal progress, particularly on the intricate and multifaceted rela tionship between workers and technology led by the digitalization of work. The digital area involves revisiting work and employment with job sectors using technol ogy as the means for work, businesses, and organizations realizing ventures through technology. Moreover, digitalization is not only reimagining how work is performed (e.g., remote work, augmentation, advanced automation, collaborative robotics, machine learning, artificial intelligence, etc.) but also leading to revisiting workers’ relationships with work, organizations, and society. The disparate aspects of the digitalization of work echo the imperative for reflections on its definitions and implications. In parallel with the revisitation of work and employment in the digital era, the chapter revisits the role of human resources management. It proposes a series of reflections on what it means and what it takes to manage digital transforma tion. It does so by assuming a human-centric perspective that emphasizes the centrality of humans (workers) in digital transformation. Firstly, the chapter argues that the role of human resources in change management is the nexus between workers and organizations. It then discusses the role of leaders in driving this revolution and the role of organizational culture as a means for supporting workplace transformation. It concludes by reflecting on talent acquisition and workers’ training and education as fundamental processes to develop the required skills in the workforce.