Digital leadership and exploratory innovation: From the dual perspectives of strategic orientation and organizational culture

Abstract

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.

Unlocking the potential: the impact of digital leadership on firms' performance through digital transformation

“…The questionnaire development involved distinct aspects of digital leadership and organizational performance. Each variable (digital leadership capabilities (Yang et al ., 2023; Wang et al ., 2022; Ahn et al ., 2014), experience (Lundin et al ., 2021; Lundin et al ., 2016), predictability (Temelkova, 2019; Awan et al ., 2021), vision (Ruvio et al ., 2010; Luthans, 2002), financial Performance (Shi and Yu, 2013), GOC (Martínez-Caro et al ., 2020; Hadi and Baskaran, 2021) and digital transformation (Teng et al ., 2022; Kontić and Vidicki, 2018) comprises 6–7 items sourced from various studies, offering a comprehensive assessment of essential facets in the domain.…”

Stimulating knowledge sharing behaviors for frugal innovation: the roles of inclusive leadership and competitive intensity

“…So many prior studies have explored and indicated the positive influence of leadership styles on different forms of innovation (e.g. Le and Lei, 2019; Wang et al , 2022; Nabi et al , 2022). Surprisingly, very few studies have looked into the mechanisms of how and possible positive effects of specific leadership styles such as IL on frugal innovation (Lei et al , 2021; Iqbal and Piwowar-Sulej, 2023).…”

The Improving Role of Digital Leadership in the Impact of Social Loafing on Job Performance

“…Studies (Erhan et al, 2022;Mihardjo et al, 2019a) express that digital leadership is based on upper echelon theory (Hambrick & Mason, 1984). According to the upper-echelon theory, the past experiences and present abilities of the leader have a heavy impact on the business and employees (Wang et al, 2022). It is thought that this effect will influence the organization and individuals in terms of digital transformation and that the business will act in accordance with the vision determined (Wasono & Furinto, 2018).…”

“…In studies carried upon digital leadership, it is observed that conceptual studies are predominant. Meanwhile, innovation, strategy, digital transformation, and sustainability come to the fore in studies (Benitez et al, 2022;Büyükbeşe et al, 2022;El Sawy et al, 2016;Erhan et al, 2022;Wang et al, 2022). Despite the fact that there are a great many studies in the literature on the contribution of digital leadership to the productivity and performance of enterprises, it is realized that there is no clear explanation as to how this will happen and which factors it will activate (Wasono & Furinto, 2018).…”