Main Article Content


Abstract. Digital transformation is inevitable for organizations to remain competitive in the current business landscape. In reality, organizations rely heavily on their human capabilities to achieve digital transformation goals. However, most studies have neglected this dynamic component and have focused instead on organizational readiness. This study strives to fill such a research gap by uncovering digital talent capabilities that could accelerate digital transformation. We propose a conceptual model based on a literature review and enriched by qualitative research in a representative Telecommunication Company. The conceptual model highlights attitudes to change as a critical factor in transforming individual capability towards digital transformation. The model also explains how culture and digital literacy can positively relate to digital talents’ attitudes towards change and performance. Besides giving theoretical contributions to support the literature, the study’s outcomes can be utilized by organizations intending to transform their human capitals’ digital capabilities. Although there is still a possibility of real behavior arising from individual problem-solving habits, the paper ends with some recommendations, stressing the need for future empirical work.

Keywords:  Attitudes to Change, Culture, Digital Literacy, Digital Talent Capability, Performance


Digital talent capability culture attitudes to change digital literacy performance

Article Details

How to Cite
Fahmi, T. A., Tjakraatmadja, J. H., & Ginting, H. (2020). Digital Talent Capability Model for Transforming Technology-Based Holding Companies. The Asian Journal of Technology Management (AJTM), 13(3), 190–201.



    Amping, A., Amirah, M. M. A., Sholehah, D. P. T., Handoyo, A. D. Y., Shihab, M. R., Ranti, B., & Hidayanto, A. N. (2019, September). Telecommunication Business Transformation Towards to Competitive Advantage: Case Study of PT. Telekomunikasi Indonesia. In 2nd International Conference of Computer and Informatics Engineering, IC2IE 2019 (pp. 210-215). Institute of Electrical and Electronics Engineers Inc.
    AT&T (2020, April). AT&T Business. Retrieved from at
    Burchardt, C., & Maisch, B. (2019). Digitalization needs a cultural change–examples of applying Agility and Open Innovation to drive the digital transformation. Procedia CIRP, 84, 112-117.
    Benevene, P., & Cortini, M. (2010). Interaction between structural capital and human capital in Italian NPOs: Leadership, organizational culture and human resource management. Journal of intellectual Capital, 11(2), 123-139.
    Capgemini. (2017). The Digital Culture Journey: All On Board!. Digital Transformation Review, 10.
    Choi, M. (2011). Employees' attitudes toward organizational change: A literature review. Human Resource Management, 50(4), 479-500.
    Colbert, A., Yee, N., & George, G. (2016). The digital workforce and the workplace of the future. Academy of Management Journal, 59(3), 731-739.
    Collis, D. J. (1994). Research note: how valuable are organizational capabilities?. Strategic management journal, 15(S1), 143-152.
    Cyert, R. M., & March, J. G. (1963). A behavioral theory of the firm. Englewood Cliffs, NJ, 2(4), 169-187.
    Dery, K., Sebastian, I. M., & van der Meulen, N. (2017). The Digital Workplace is Key to Digital Innovation. MIS Quarterly Executive, 16(2), 135–152.
    Dosi, G., Hobday, M., & Marengo, L. (2003). Problem-solving behavior, organizational forms, and the complexity of tasks. In CE Helfat (Ed), The SMS Blackwell Handbook of Organizational Capabilities (167–192). Malden, MA: Blackwell.
    Dunham, R. B., Grube, J. A., Gardner, D. G., Cummings, L. L., & Pierce, J. L. (1989, August). The development of an attitude toward change instrument. In Academy of Management annual meeting, Washington, DC.
    Fischer, E., & Reuber, A. R. (2011). Social interaction via new social media:(How) can interactions on Twitter affect effectual thinking and behavior?. Journal of business venturing, 26(1), 1-18.
    Gherardi, S., & Nicolini, D. (2002). Learning in a constellation of interconnected practices: canon or dissonance?. Journal of Management Studies, 39(4), 419-436.
    Hemerling, J., Kilmann, J., Danoesastro, M., Stutts, L., & Ahern, C. (2018). It’s not a digital transformation without a digital culture. Boston Consulting Group.
    Hsi, S. (2007). Conceptualizing learning from the everyday activities of digital kids. International Journal of Science Education, 29(12), 1509-1529.
    Kane, G. (2019). The technology fallacy: people are the real key to digital transformation. Research-Technology Management, 62(6), 44-49.
    Loonam, J., Eaves, S., Kumar, V., & Parry, G. (2018). Towards digital transformation: Lessons learned from traditional organizations. Strategic Change, 27(2), 101-109.
    McNaughton, B. (2018). Enterprise Conceptual Model for The Enterprise as a System of Systems. Customer Driven Solutions Limited. Bruce McNaughton Copyright 2000-2019.
    Ortega, M. J. R. (2010). Competitive strategies and firm performance: Technological capabilities' moderating roles. Journal of Business Research, 63(12), 1273-1281.
    Open Roads Community (2019), Digital Maturity Model. Retrieved from
    Perkin, N., & Abraham, P. (2017). Building the agile business through digital transformation. Kogan Page Publishers.
    Ribble, M. (2015). Digital citizenship in schools: Nine elements all students should know. International Society for Technology in Education.
    Rudito, P., & Sinaga, M. F. (2017). Digital Mastery, Membangun Kepemimpinan Digital Untuk Memenangkan Era Disrupsi [Digital Mastery, Building Digital Leadership to Win the Era of Disruption]. Gramedia Pustaka Utama.
    Salminen, H., Vanhala, M., & Heilmann, P. (2017). Work-related attitudes as antecedents of perceived individual-, unit-and organisation-level performance. International Journal of Organizational Analysis.
    Saunders, M., Lewis, P., & Thornhill, A. (2009). Research methods for business students. Pearson education.
    Schein, E. H. (2010). Organizational culture and leadership (Vol. 2). John Wiley & Sons.
    Schreyögg, G., & Kliesch‐Eberl, M. (2007). How dynamic can organizational capabilities be? Towards a dual‐process model of capability dynamization. Strategic management journal, 28(9), 913-933.
    Telkom (2019). Retrieved from
    Ulusoy, B. (2020). Understanding Digital Congruence in Industry 4.0. In Business Management and Communication Perspectives in Industry 4.0 (pp. 17-31). IGI Global.
    Vakola, M., Tsaousis, I., & Nikolaou, I. (2004). The role of emotional intelligence and personality variables on attitudes toward organisational change. Journal of managerial psychology, 19(2), 88–110.
    Value Today (2019). Retrieved from
    Van Deursen, A. J., Helsper, E. J., & Eynon, R. (2016). Development and validation of the Internet Skills Scale (ISS). Information, Communication & Society, 19(6), 804-823.
    Venkatesh, V., Morris, M. G., Davis, G. B., & Davis, F. D. (2003). User acceptance of information technology: Toward a unified view. MIS quarterly, 425-478.
    Weinert, F. E. (2001). Concept of competence: A conceptual clarification. In Rychen DS, Salganik LH (Eds), Defining and Selecting Key Competencies (pp. 45–65). Seattle, WA: Hogrefe & Huber.
    Westerman, G., Soule, D. L., & Eswaran, A. (2019). Building digital-ready culture in traditional organizations. MIT Sloan Management Review, 60(4), 59-68.