The literature on leadership is increasingly supporting the power of digital leadership in promoting corporate innovation. In spite of this, digital leadership is a noticeable omission from the literature. As such, in this study, we developed a model based on a resource-based view and social information processing theory to examine the roles of digital entrepreneurial orientation and digital organizational culture in the relationship between digital leadership and exploratory innovation. We examined the moderating role of big data analytics capabilities according to a resource-based view and dynamic capability theory. Using a time-lagged survey data of 401 followers and 88 leaders, the results show that (a) digital leadership has a positive impact on exploratory innovation; (b) digital entrepreneurial orientation and digital organizational culture mediate the positive relationship between digital leadership and exploratory innovation; and (c) and mediating effect is positive moderated by big data analytics capabilities. Thus, in this study we are not only responding to the call to strengthen digitalization research in organizations but also further deepening our understanding of the path from digital leadership to exploratory innovation. These findings have theoretical implications for the literature on leadership and managerial implications for practitioners.

Given the increasing competition in standards, standard alliances have become a vital choice for enterprises to enhance their competitive advantage. In standard alliances, what decisions must top management teams make to help their enterprises improve their innovation performance? To answer this question, we draw on dynamic capability theory, social network theory, and high-level echelon theory to understand how alliance capabilities and standard alliance networks affect technology innovation performance. We collected questionnaire data from 465 manufacturing enterprises in China, and the empirical findings show that (1) enterprise alliance capabilities and standard alliance networks have a positive impact on technology innovation performance; (2) enterprise alliance capabilities and technology innovation performance are mediated by standard alliance networks; and (3) the political skills of top management teams strengthen this moderating model. The results of this study enrich the literature on standard alliances and provide a reference for enterprises in developing standard alliance strategies, cultivating alliance capabilities, and exercising the requisite political skills of top management teams.