Learning & Development in Times of Digital Transformation: Facilitating a Culture of Change and Innovation
Open accessAbstract
The digital transformation is the very heart of the Fourth Industrial Revolution, which is about to change our understanding of doing business, of learning & development in a fundamental way – and with unrivaled speed. However, many companies and individuals hesitate to acknowledge the depth and impact of current developments. We suggest to distinguish four reasons: the striking impact of advanced digitization is not yet fully recognized (1); there is a lack of imagination and strategy, coupled with increasing unpredictability (2); a lack of agility and insufficient encouragement towards innovation (3); and a lack of pertinent competencies and insufficient innovation culture (4). New roles and action areas for Learning & Development (L&D) professionals enable possibilities to overcome these innovation barriers: change agent & consultant; designer of an enriched learning portfolio of products and services; shaper of innovation culture. Also facilitating a learning friendly culture by using different pillars is a way to generate innovation and to secure the existence of organizations in times of digital transformation.
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SMEs that succeed in DT display strong commitment from top management, an articulated digital vision, and sustained investment in workforce upskilling.
“SMEs that succeed in DT display strong commitment from the top of the management structure, an articulated digital vision, and sustained investment in workforce upskilling (Sebastian et al., 2017;Vey et al., 2017).”
From Digital transformation: a comparative analysis of SME digital maturity models (2025) · cites this paper as Vey et al., 2017
Section 1.5 says a clear vision and competent leaders and employees matter for digital transformation; the L&D discussion recommends developing those competencies. Sections 1.1 and 1.6 also discuss board-level attention and the need for an explicit mission. The paper does not specifically study successful SMEs or establish that they display sustained investment in workforce upskilling. (LLM, conf=0.86)
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“Companies had been benefited from the transformation, such as by enhanced innovation (Lyytinen et al., 2016; Vey et al., 2017), improved the speed of decision making (Grover & Kohli, 2013), increased competition (Sia et al. 2016; Weill & Woerner 2015).”
BackgroundAn Analytical Framework for Analysing Barriers for the Implementation of Industry 4.0
Hariom, Rajak, S., & Kumar, A. (2024) · Journal of the Institution of Engineers (India) Series C · doi:10.1007/s40032-024-01072-w · Cited by 2
Chen, I.-Y., Lin, C.-Y., & Peng, Y. (2026) · Journal of Industrial and Management Optimization · doi:10.3934/jimo.2026016 · Cited by 2 · see citing works
Weber, J.-L., Coronado, A., & Baumann, L. (2026) · Strategic Business Research · doi:10.1016/j.sbr.2026.100183 · Cited by 1
Pemanfaat Literasi Digital dalam Pengembangan UMKM di Wilayah Cikarageman
Herawati, H., Lestari, S., Bandawaty, E., Suldina, F., Sanjoyo, & Siddiq, A. (2025) · Jurnal Pengabdian Masyarakat dan Riset Pendidikan · doi:10.31004/jerkin.v4i2.3690 · Cited by 1
“Seiring dengan perkembangan teknologi, pelaku usaha juga perlu mengembangkan model bisnis yang adaptif dan berbeda dari sebelumnya dengan mengintegrasikan teknologi baru guna memastikan keberlangsungan usaha di masa depan (Becker et al., 2018; Vey et al., 2017).”
Faktor-Faktor yang Mempengaruhi Keunggulan Bersaing UMKM Kuliner
Michael, M., & Hidayah, N. (2025) · Jurnal Manajerial Dan Kewirausahaan · doi:10.24912/qsnexz43 · Cited by 1
“Selain pemanfaatan teknologi informasi dalam organisasinya, UMKM perlu secara konsisten dan berkelanjutan mengembangkan sumber daya manusianya sebagai agen perubahan yang melek teknologi, mampu berpikir kompleks dan proaktif, serta mampu memecahkan masalah (Vey et al., 2017).”
Human-Centered Business Education in an Artificial Intelligence-Driven World
Fukami, C. V., Hamilton, A. L., Rivers, C., Holland, A., Brady, M., Fellenz, M. R., Allen, S. J., Caporarello, L., Fischbacher‐Smith, D., Fischbacher‐Smith, M., et al. (2025) · Journal of Management Inquiry · doi:10.1177/10564926251364213 · Cited by 1 · see citing works
“In educational settings, data science and AI application should become a part of the organizational culture (Passi & Jackson, 2018; Vey et al., 2017).”
أثر الرقمنة على تطوير استراتيجيات جذب وإدارة المواهب: دراسة على شركة زين العراق للاتصالات
كاظم, ح. ح., & حسين, م. ج. (2025) · Tikrit Journal of Administrative and Economic Sciences · doi:10.25130/tjaes.21.70.2.14 · Cited by 1 · see citing works
Pawlowski, J. M., Kocak, S., Hellwig, L., & Nurhas, I. (2025) · International Journal of Information Systems and Social Change · doi:10.4018/ijissc.374217 · Cited by 1 · see citing works
“…skills, and knowledge in digitalization and apply them effectively (Kontić & Vidicki, 2018; Li et al., 2018; Stanković & Djorđević-Boljanović, 2012; Vey et al., 2017) Trust Describes the trust in digital technologies and processes that they will be used reliably, securely, and in the best…”
InfluentialDigital Transformation in the Fashion Industry: Factors Influencing the Level of Professionalism
Fadhilah, Suhairi, L., & Hamid, Y. (2024) · International Journal of Applied Research and Sustainable Sciences · doi:10.59890/ijarss.v2i7.2206 · Cited by 1
“The advent of digital transformation has not only accelerated the pace of innovation but also redefined traditional notions of professionalism in fashion (Vey et al., 2017).”
BackgroundFebrian, A., & Hendrawaty, E. (2024) · Aksiologiya: Jurnal Pengabdian Kepada Masyarakat · doi:10.30651/aks.v8i2.13268 · Cited by 1
Social Barriers to Implementing Continuous Improvement Initiatives
Urick, M., Li, M.-Y., Konur, S., & Smith, T. (2018) · Journal of Management for Global Sustainability · doi:10.13185/2890 · Cited by 1
Digital transformation of public administration in Russia
Zakharov, V., Zalivanskiy, B., Sapryka, V., & Samokhvalova, E. (2021) · SHS Web of Conferences · doi:10.1051/shsconf/202112801029 · Cited by 1
Soltani-Nejad, N., Taheri-Azad, F., Pour, S. T. H., & Ganjouie, A. A. (2026) · International Journal of Hospitality & Tourism Administration · doi:10.1080/15256480.2026.2751466
Shahriar, S. H. B., Alam, R. M. K., Akter, S., & Eva, T. (2026) · Foresight · doi:10.1108/fs-12-2025-0267
Bajpai, A. B. (2026) · International Journal of Advanced Research in Science, Communication and Technology · doi:10.48175/ijarsct-37640
Loidl, V., Zulauf, N., Jung, S., & Chahine, M. (2026) · International Journal of Human Resource Development Practice Policy & Research · doi:10.2478/ijhrd-2026-0007
“The authors suggest that learning and development professionals play an important role as change agents during continuous transformation and can help shape the culture of continuous learning (Vey et al., 2017).”
Tracking Digital Maturity in Museums: A Case Study of the Most Visited Museums in Ankara
Gök, B. (2026) · Acta INFOLOGICA · doi:10.26650/acin.1796952
Impact of Digital Transformation on the Higher Education Sector: A Case Study (Preliminary Findings)
Haddad, M., & Boukhdir, K. (2025) · Colloquium in Information Science and Technology · doi:10.1109/cist65886.2025.11224141
“The digital transformation (DX) of higher education has become an undeniable reality, driven by the advent of innovative technologies and the accelerated deployment of new digital tools ([1], [2]).”
Steffl, J., Kunz, R. E., & Muschiol, P. (2025) · Journal of Media Business Studies · doi:10.1080/16522354.2025.2566553
“Vey et al. (2017) identify key challenges, including: ● uncertainty and inconsistent understanding of innovation among management and employees; ● lack of a clear innovation mission; ● limited innovation capabilities in internal training programs; ● insufficient risk-taking willingness and fear of…”
InfluentialDespoinoudi, I., Nikolakopoulos, I., & Katsifis, M. (2025) · Human Resource Development International · doi:10.1080/13678868.2025.2560484
- Authors
- Vey, K., Fandel-Meyer, T., Zipp, J. S., & Schneider, C.
- Affiliations
- IBM Research - Zurich (CH)
- University of St.Gallen (CH)
- Zeppelin Universität gemeinnützige GmbH (DE)
- Venue
- International Journal of Advanced Corporate Learning (iJAC)
- Published
- 2017-03-30
- Volume
- 10
- Issue
- 1
- Pages
- 22
- ISSN
- 1867-5565 (ISSN-L)
- OpenAlex
- W2562535454
- Cited by
- 131
- References
- 32
- Citations by year
- 2026: 7 · 2025: 24 · 2024: 17 · 2023: 18 · 2022: 22 · 2021: 18 · 2020: 15 · 2019: 6 · 2018: 3 · 2017: 1
- FWCI
- 12.34
- Type
- journal article
- Language
- en
- Open access
- diamond
- doi.org
- Licence
- cc-by
- Locations
- International Journal of Advanced Corporate Learning (iJAC) (publishedVersion, cc-by)
- Alexandria (UniSG) (University of St.Gallen) (submittedVersion)
- Alexandria (UniSG) (University of St.Gallen) (submittedVersion, cc-by)
- Topics
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Corporate Management and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Organizational Learning and Leadership
- Social Sciences › Decision Sciences › Information Systems and Management › Education, Management, Technology, Human Resources
- Keywords
- digital transformation, learning and development, innovation culture, organizational change, Fourth Industrial Revolution, barriers to innovation, agility
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