Digital skills are invaluable in the modern workplace; Digital skills are vital in the future. The digital age is expanding into all areas of life and IT workers are not the only ones who need to be alert to this change. Experts state that teaching digital skills as a third core subject should be treated with the same importance as arithmetic and literacy.
What Exactly Are Digital Skills?
Given the digital skills gap, this question doesn’t seem to be asked often enough. Cornell University defines digital literacy as “the ability to find, evaluate, use, share and create content using information technologies and the internet.” By this definition, digital skills are any skill related to being digital literate. In this case, everything from the ability to find the high score in Minesweeper to coding a website is considered a digital skill.
What Jobs Require Digital Skills?
Job search website Indeed listed HTML5, MongoDB, iOS, Android and Mobile App as the fastest growing keywords in online posts for jobs.
Coding is a business with all these keywords and is clearly a thriving industry, but it is not the only job that requires digital skills. Marketing, customer service, retail, managing, writing and selling are jobs associated with these keywords, and all of these jobs can require digital skills. In short, it is safe to assume that almost all jobs will require some level of digital skills. Even if they don’t, it would be wise for job seekers to secure themselves against the growing need for digital skills in the workplace.
The definition of dynamic capabilities (DC) that should be is defined as creating or restructuring the resources of a firm, demonstrating the competencies and capabilities as envisioned and deemed appropriate by the decision maker. According to this view, the dynamic capabilities of top managers are considered to be their ability to dynamically manage strategic resources, and more specifically refer to the following:
• The capacity to create, modify, significantly expand or change business models
• Ability to separate ‘bottlenecks and bottlenecks’ in the value chain to get value from innovation
• Ability to encourage change through specific organizational structures (incentives, career policies, etc.) and develop specific routines for the continuous disposal of established assets
• Various organizational skills development capabilities
In front of previous literature on this topic, such dynamic capabilities refer to Collis’ second-, third-, and fourth-level capabilities based on resource-based creation, modification or expansion. It is also the ability to develop the ability to innovate faster, and refers to identified first-level talents. In any case, unlike Ambrosini and Bowman, dynamic capabilities are not processes that affect resources and their use because they are dynamic: they are resources that can create successful changes, changes, and resource-based extensions, and may be subject to some changes.
However, dynamic capabilities do not provide a competitive advantage on their own. In order to create value and create competitive advantage, strategic resources must be used in an organizational way that is valuable, rare, costly or difficult to imitate. In addition, over the long term, their value may deteriorate and age: so it is important to analyze the strategic capabilities of firm leaders to dynamically manage them properly. From this perspective, it is interesting to examine the dynamic capabilities of top managers and their capacity to create and sustain them.
When considering skills and abilities specific to human resources, both in terms of start-up and personal resource equipment and resource combination and capabilities in reassembly, it is important to verify the following: These resources and capabilities are complex relationships and organizational procedures to create value for the firm, and the talented leader differs from his own. It occurs only if it transfers the knowledge and competencies that are important to better manage the company and motivate its staff.
The dynamic capabilities of senior executives are the result of their personal resource base and their ability to dynamically use and combine strategic resources, create new organizational capabilities, and support change through specific organizational devices. At the level of senior executives, some scientists attribute the origins of value creation at the micro level to the ability to manage because it is to use DC to identify opportunities and restructure the firm’s resources. Moreover, Rindova and Kotha emphasize that the premises are in the senior management team as they are considered a key factor in the DC development process, supported by their organizational vision.
Considering the dimensions of perception and capture, which are richly analyzed in DC literature, some studies emphasizing the importance of the managers’ ability, skills, experience and motivation level should be reminded.
Also, other studies indicate that CEO experience (ie age and CEO international experience) can be considered an important feature that can create DC. The point is that the more these capabilities are characterized by difficult-to-mimic processes, especially characterized by unique historical circumstances or causal uncertainty, the more firmly they can be. Others, such as social complexity, mainly depend on what they are referring to: if they take into account the personal relationships of senior executives, they can be more specific to people than company specific; conversely, if they are essentially based on a complex set of relationships within the organization and between the organization and its stakeholders then they may be more robustly specific and not so ‘marketable’. Also, in this case, the top manager himself may be less clearly aware of his personal distinguishing features.
In addition, a resource-based approach is applied to better distinguish the nature of some of the main DCs of senior managers. More specifically, in this study, strategic dynamic capabilities are evaluated as valuable, rare, inimitable and organizationally used results. Also, referring to the possible causes of inimitability, road dependence and causal uncertainty on the one hand and social complexity on the other hand are considered as different sources of inimitability. This distinction reveals that it is useful in associating top manager’s DC with value creation and allocation: Some of this strategic DC may actually be more easily embedded into the organization, while others (especially socially more complex ones) may be more frequent and easy. It adheres to the individual (though not always).
Of course, the concept of digital leadership requires research writers’ synthesis of ‘leadership abilities to anticipate and drive transformation’ and execute strategies to achieve it. It is not a complete explanation of the necessary digital leadership skills, skills and abilities that push solid foundations towards integration into the strategic research flow, such as two-hand skills and dynamic abilities. The choices over these two precise streams arise from the fact that they explain and support radical and unexpected situations of change in order to direct or turn their creations in their favor.