The diffusion and embeddedness of cyber technology and big data technology is recognized as an opportunity and infrastructure for firms to innovate and transform. But which digital strategies existed firms in manufacturing and other traditional industries can make is still a question under research. The paper pursues to answer this question from the perspectives of data ownership and key value propositions. From the dimension of data ownership and key value propositions, this research proposes a research framework to guide the analyses of digital transformation strategy. The four firms are used to identify five types of digital strategies, namely new product strategy, new value-added service strategy, customized strategy, product embedded in the platform, and platform service / product strategy based on the framework of digital transformation strategy decision. This research suggests that a firm can select the suitable strategy considering his key value proposition and ownership of data which the firm could use. The research contributes to the research and practices on the digitalization strategy and the digital transformation of firms, especially those in emerging economies.

We studied the formation of leaders' habitual behaviors and the impact of leaders' existing and potential capabilities on ambidextrous (i.e., exploitative and exploratory) innovation activities. Leadership habitual domain (LHD) theory was applied from an endogenous perspective to analyze the impact mechanism of LHD on ambidextrous innovation via the mediating role of dynamic capabilities. We used structural equation modeling to test data collected from 205 team leaders in East China. Results showed that LHD was positively associated with both exploitative and exploratory innovation, and that dynamic capabilities mediated these relationships. Thus, team leaders should renew, reconfigure, and expand their LHD by sensing and seizing opportunities when implementing ambidextrous innovation.