Articles related to Digital leadership
How do chief digital officers pursue digital transformation activities? The role of organization design parameters
Anna Singh. Patricia Klarner. Thomas Hess. (2020), Long Range Planning , 53 (3)
This study investigates how Chief Digital Officers (CFOs) can pursue digital transformation (DT) activities in their organizations. It emphasizes the locus of responsibility for activities relating to DT and their organizational structuring, and the horizontal coordination mechanisms used by CDOs.
Digital transformation Digital leadership
Chief digital officers: An exploratory analysis of their emergence, nature, and determinants
Sven Kunisch. Markus Menz. Robert Langan. (2020), Long Range Planning
This article investigates the emergence of the chief digital officer (CDO) position, potential variations of this role, and the conditions under which firms choose to have this position.
Digital transformation Digital leadership
Chief digital officers: An analysis of the presence of a centralized digital transformation role
Sebastian Firk. André Hanelt. Jana Oehmichen. Michael Wolff. (2021), Journal of Management Studies
This study investigates how the decision to centralize digital transformation responsibilities (by appointing a chief digital officer - CDO) is related to transformation urgency and coordination needs of organizations.
Digital transformation Digital leadership
e-Leadership through strategic alignment: An empirical study of small- and medium-sized enterprises in the digital age
Weizi Li. Kecheng Liu. Maksim Belitski. Abby Ghobadian. Nicholas O'Regan. (2016), Journal of Information Technology , 31 (2) , 185-206.
This article examines how e-leadership capabilities in small- and medium-sized enterprises (SMEs) drive successful alignment between business strategy and digital technology.
Organizational agility Business – IT alignment Digital leadership
Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal
Karl S.R. Warner. Maximilian Wäger. (2019), Long Range Planning , 52 (3) , 326-349.
This article explores how incumbent firms in traditional industries build dynamic capabilities for digital transformation. The study emphasizes the senior leader’s point of view on the practice of strategic activities for digital transformation.
Digital transformation Digital leadership IT competence
Digital innovation and institutional entrepreneurship: Chief Digital Officer perspectives of their emerging role
Sanja Tumbas. Nicholas Berente. Jan vom Brocke. (2018), Journal of Information Technology , 33 (3) , 188-202.
This article explores how Chief Digital Officers (CDOs) in different organizations make sense of, legitimize, and enact this emerging role. The authors discuss how CDOs drive digital innovation efforts and how they reconcile their role with existing institutional arrangements.
IT and innovation Digital leadership
Digital transformation strategy making in pre-digital organizations: The case of a financial services provider
Simon Chanias. Michael D. Myers. Thomas Hess. (2019), Journal of Strategic Information Systems , 28 (1) , 17-33.
This article reports on a study of the processes of dynamic and emergent strategy making related to formulating and implementing a digital transformation strategy in a pre-digital financial services organization
Information systems strategy Digital transformation Digital leadership
Paradoxes and the nature of ambidexterity in IT transformation programs
Robert Wayne Gregory. Mark Keil. Jan Muntermann. Magnus Mähring. (2015), Information Systems Research , 26 (1) , 57-80.
This article discusses tensions related to goals and priorities that managers need to resolve in IT transformation programs. These tensions are related to the need for managers to mutually accommodate business and IT interests, and balance short-term operational IT contributions and long-term efforts to revamp the IT-platform.
Digital transformation Digital leadership
How information technology governance mechanisms and strategic alignment influence organizational performance: Insights from a matched survey of business and IT managers
Shelly Ping-Ju Wu. Detmar W. Straub. Ting-Peng Liang. (2015), Management Information Systems Quarterly , 39 (2) , 497-518.
This study investigates how organizational value is created through IT governance mechanisms and business-IT strategic alignment. It shows that IT governance can facilitate alignment between IT strategy and business strategy, and thereby lead to performance improvements.
Information systems strategy Business – IT alignment Digital leadership
