Digital Transformation Leadership Characteristics: A Literature Analysis

McCarthy, Patrick; Sammon, David; Alhassan, Ibrahim

doi:10.1080/12460125.2021.1908934

Cited by 59 publications

(27 citation statements)

References 46 publications

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“…Second, although leadership is one of the most researched areas in organizational science, digitalization is a rather young and unexplored phenomenon. Scholars such as Zhu (2015) , Waal et al (2016) , and McCarthy et al (2021) have developed richer accounts of the characteristics or capabilities of digital leadership, but the impact outcomes of digital leadership are limited to dynamic capability ( Mihardjo et al, 2019a ), strategic alliances, market orientation ( Mihardjo et al, 2019b ), innovation management ( Wasono and Furinto, 2018 ). What else digital leadership can deliver has not been fully discussed ( Hesse, 2018 ).…”

Section: Discussionmentioning

confidence: 99%

“…Digital leadership is an emerging and promising research area. In the existing literature, digital leadership focuses on characteristics and competencies ( McCarthy et al, 2021 ), while influencing factors, formation processes, impact outcomes, and mechanisms of action have not been fully discussed, resulting in existing studies failing to answer questions such as how to establish digital leadership and how digital leadership works. Future research should discuss the influencing factors and formation process of digital leadership in terms of organizational factors (e.g., corporate characteristics, TMT team characteristics), environmental factors (e.g., competitive pressure, market demand), and technological factors (e.g., digital infrastructure, digital capabilities).…”

Section: Discussionmentioning

confidence: 99%

“…In addition, Bennis (2013) stated that digital leaders must have adaptive capacity, coupled with resilience and openness to the new. McCarthy et al (2021) focused on leadership in digital transformation; they used the term “digital transformation leadership” to identify eight digital transformation leadership characteristics: digital strategist, digital culturalist, digital architect, customer centrist, organizational agility, data advocate, business process optimizer, and digital workplace landscaper.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

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

2022

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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.

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Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesesmentioning

confidence: 99%

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

2022

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“…On a definitional level, its design varies from one organization to another. Indeed, for some authors (McCarthy, Sammon, & Alhassan, 2021;Purbasari, 2021;Satalkina & Steiner, 2020adigital transformation is a philosophy that includes mindset, changing behavior and attitudes towards customer relations. For others (Chaniasa et al, 2018;Herman, 2022;Youssef & Hicham, 2022)is the strategy of adopting and applying new digital technologies in all functions of the organization to increase the value delivered to the customer.…”

Section: Digital Transformation: Notional Lighting and Strategic Wavingmentioning

confidence: 99%

“…We followed the recommendations of several authors (Russell & Stone, 2002;Sendjaya, Sarros, & Santora, 2008) using a 5-point frequency scale ("from "never'" to "very regularly'). We also retain the frequency of daily use of digital technologies, platforms, and media (Loonam et al, 2020b;McCarthy et al, 2021;Satalkina & Steiner, 2020b).…”

Section: Data Production and Analysismentioning

confidence: 99%

Influence of Digital Transformation on Relational Capital and Digital Entrepreneurial Resilience

Mignenan¹

2022

IBR

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Research on digital transformation, conducted so far, has revealed its explanatory power on the performance of companies. However, its effectiveness for relational capital and the resilience of digital entrepreneurship remains little explored. Even studies on the model, involving digital transformation and digital entrepreneurial performance, are few. To shed light on this grey area, interviews, and surveys of players in the digital economy were conducted. The mixed methodology was applied. Data generation was conducted through 15 semi-structured interviews and 160 surveys per survey. The digital transformation project decomposition approach was used. The results showed that the appropriation of new digital technologies, the creation of web media and the use of digital platforms improve the dynamics of relational capital, which increases the resilience of digital entrepreneurship. But, above all, it is the relational capital, made up of business networks, customer relations, database management mechanisms that promote the growth of new companies. The results of this article are useful for researchers who will find a renewed definition of digital transformation with proven new elements that prove relevant. While entrepreneurs and consultants will find new ways to effectively improve and enhance relationship capital and digital entrepreneurship. The study is part of the theory of dynamic capabilities and suggests that there is a differentiated relational contingency at each of the phases of the construction of digital transformation projects. It proposes a relevant action plan for researchers and entrepreneurs.

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The Impact of Digital Transformation Leadership Competencies on Firm Performance Through the Lens of Organizational Creativity and Digital Strategy

Aljuhmani,

Awwad,

Albuhisi

et al. 2024

Studies in Systems, Decision and Control

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Digital Transformation Leadership Characteristics: A Literature Analysis

Cited by 59 publications

References 46 publications

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

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

Influence of Digital Transformation on Relational Capital and Digital Entrepreneurial Resilience

The Impact of Digital Transformation Leadership Competencies on Firm Performance Through the Lens of Organizational Creativity and Digital Strategy

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