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Traditional cultural heritage (TCH) can be defined as diverse type of intangible and tangible heritage related to our ancestors in the ancient time such as cultures, beliefs, practices, ceremonies, indigenous knowledge etc. etc. Novel methods are being used to preserve the dying traditional knowledge in the field of medicine, agriculture, arts and sciences. Moreover, this can be treated as a part of the community and it belongs to the community. Furthermore, it is used in an informal way and practiced as a living heritage. Most of the time TCH has been transmitted orally from one person to another person or to a group of persons. This uniqueness helps to build cultural identity of TCH without undermining its cultural value. Thus, it is important to digitally preserve traditional cultural heritage with the help of novel technologies for the benefit of the present and future generations. With the emergence of new information technologies libraries, archives, museums and information centers have taken action to digitally preserve such priceless intangible and tangible heritage by way of collecting, organizing, managing and providing access to present and future generations as these heritages are at high risk. However, digital preservation is challenging task as it needs funds, trained staff, and the technology. Further, in this electronic era. there are various types of technologies that support for preservation of TCH.

Successful Digital Transformation (DT) essentially needs to address workforce transformation where organizations are expected to address fundamental elements of their employees (Eden et al., 2018). Resistance to transformation program, which may trigger within the company and from its own employees, if not addressed carefully (Gresov et al., 1993). Further lack of cognitive awareness may prevent large and incumbent organizations from fully engaging with its digitalization program given existing and legacy practices, organizational structures, architectures, procedures were deep rooted during pre-digital phase (Hanelt et al., 2021). As a result, many organizations are trying to reposition themselves with an organization-wide DT program involving a well-structured digital strategy, business model, organization structure and next generation IT infrastructure (Verhoef et al., 2021). However less than 30% have been successful with DT initiatives while estimated 70% failures were found mainly due to complex organizational change efforts where people are involved (McKinsey, 2018; Neves et al., 2018). Recent research revealed that leadership and employees are the key for the overall success of DT (Canterino et al., 2020; Weber et al., 2022). Innovative and disruptive changes associated with DT program make leadership and employees a demanding and complex task to accomplish (Cortellazzo et al., 2019). While adapting to a dynamic market environment, leaders and employees of organizations are expected to play different and competing roles to deal with behavioral complexity inherited in DT program (Lawrence et al., 2009). Even though digital technologies play a major role in its transformation program, the success or failure will heavily depend on employees’ competencies, skills, attitude, and mindset (Gilbert, 2006; Tripsas M & Gavetti G, 2000; Zimmer M P, 2020). Dynamic and competitive market environments will demand leaders and employees to develop and implement a well thought out, debated and structured digital strategy to enhance the organization performance (Matt et al., 2016). Leaders must simultaneously deal with employees who closely engage and work with digital technologies to understand its use cases for internal efficiency improvements and external market development (Cascio & Montealegre, 2016). Leaders should also identify and understand their subordinates who are employees responsible for the execution of many of these activities and their strengths and weaknesses to have a plan to get their maximum contribution for the successful implementation (McClanahan, 2020). There is evidence from existing research on both senior and middle managers and their need to have a strategic influence towards the business transformation, particularly in the digital era where organizations are actively engaging with many digital initiatives (Alexiev et al., 2010; Balogun & Johnson, 2005). Competent employees and managers can use their knowledge and experience in their organizational context and their colleagues, subordinates, and superiors to influence those around them to adopt organizational changes (Buchanan, 2008; Fairhurst, 2008; Pye & Pettigrew, 2005; Rouleau & Balogun, 2011).&nbsp

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Digital health is widely believed to have vast potential in improving patient care. MyHealthRecord (MyHR) is a digital health information system which enables Australian citizens to access their health information centrally, making it available anywhere, at anytime. The aim of this study is to explore the adoption of MyHR in general practices in Victoria and understand its impacts. A qualitative case study research method was used to underpin this investigation. Ten general practices were engaged where MyHR was implemented/used. Detailed interviews with MyHR implementers were held and GPs were engaged in short interviews. Twenty observations were made during GP/patient consultations for health summary uploads. Findings indicate that the practice incentive payment (PIP) funding policy change encouraged the use of MyHR, but the adoption was limited to satisfy funding criteria. Change management was often extemporised. Health summary upload was a quick and easy process but was influenced by clinical system data quality and GP familiarity with the system. Community awareness and GP interest in MyHR was lacking. The conclusion is that MyHR was not well integrated in general practices nor the community. As a result, an improved engagement approach between healthcare organisations, the MyHR system operator and Australians is required.