Digital Business Leadership

Kreutzer, Ralf T.; Neugebauer, Tim; Pattloch, Annette

doi:10.1007/978-3-658-11914-0

Cited by 86 publications

(10 citation statements)

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“…Drawing conclusions from these first findings for the management of VSCs or the development of respective support structures or consultancy services, we first point out that it is still unclear if, and to what extent, digitalization actually contributes to the organizational success of VSCs. In contrast to the situation in for-profit organizations, where the use of digital instruments has long been a key competitive factor in many industries (Kreutzer et al , 2017, p. 2 speak in this context of “digital Darwinism”), normative-colored conclusions, in the sense of “the more, the better,” should not be drawn for VSCs. The success of VSCs can, after all, not be measured as a function of growth or profitability.…”

Section: Discussionmentioning

confidence: 95%

Digitalization in organized sport – usage of digital instruments in voluntary sports clubs depending on club's goals and organizational capacity

Ehnold

Faß

Steinbach³

et al. 2020

SBM

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PurposeThe intention of this paper is to identify the scope and purpose of the use of digital tools in voluntary sports clubs (VSCs) and to identify club-specific factors that influence their usage behavior.Design/methodology/approachAn online survey was conducted among VSCs in Austria and in Germany (n = 787). To answer the key questions, patterns of digital use in VSCs were analyzed in relation to the overall organizational goals and organizational capacity. In addition to the description of the clubs' usage behavior patterns, a multiple linear regression model (blockwise) and quantile regression models were estimated.FindingsThe descriptive results show that digital instruments are most used in the areas of “internal/external communication” (93.7%) and “to report membership data to federations” (82.1%). The OLS and quantile regression models indicate that user behavior is primarily influenced by the following factors: the goals of “commitment/success in competitive sports” and “cooperation with other institutions”; the organizational factors “digital processes do not fit with our club culture”, “proportion of volunteers with administrative tasks”, “we do not yet have a clear digitalization strategy for our club” and “lack of financial resources for necessary IT investments”.Originality/valueDigital technologies appear to be promising for organizational development in VSCs. However, what the usage behavior of digital instruments in VSCs currently is, and by which factors this usage is influenced, has not been the focus of empirical analysis yet. The study provides initial insights into the understanding of digitalization in VSCs that can be used for consulting and ongoing research.

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Section: Discussionmentioning

confidence: 95%

Digitalization in organized sport – usage of digital instruments in voluntary sports clubs depending on club's goals and organizational capacity

Ehnold

Faß

Steinbach³

et al. 2020

SBM

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“…In a disruptive era, the role of digital leadership to innovation has been discussed intensely [12,43]. The previous study found that there is an impact of digital leadership on innovation including developing a business model; hence we develop the hypothesis as follows:…”

Section: Digital Leadershipmentioning

confidence: 99%

Digital Transformation: Digital Leadership Role in Developing Business Model Innovation Mediated by Co-Creation Strategy for Telecommunication Incumbent Firms

Mihardjo¹,

Sasmoko²

2020

Strategy and Behaviors in the Digital Economy

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Incumbents have a challenge to sustain their business due to new attractive business model offered by new entrants. Incumbent firms are required to transform their existing business to a new paradigm of business which is digital business through developing new capability in business model. In developing innovation in the business model, there is a challenge for incumbents due to existing legacy business and routine process. The fastest way in developing new capabilities through collaboration is called co-creation strategy. In driving co-creation strong culture and visioning of digital leader is required. The study of the digital leadership role in developing business model innovation and co-creation strategy was limited; hence this study has an objective to assess the role of digital leadership, whether it will direct or indirect through co-creation strategy in developing business model innovation. The study was conducted on 88 senior leader respondents. The statistical data analysis used SmartPLS application. The result explained that digital leadership impacts indirectly through co-creation strategy on developing business model innovation. Co-creation strategy plays a mediating role in the relationship between business model innovation and digital leadership.

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“…In a digital transformation process, the organisation's purposes should be questioned and realigned according to the digital transformation aims (Kreutzer et al , 2017). Therefore, the rethinking of strategic processes in times of digitisation is crucial.…”

Section: The Transformative Leadership Compassmentioning

confidence: 99%

The transformative leadership compass: six competencies for digital transformation entrepreneurship

Schiuma

Schettini

Santarsiero

et al. 2021

IJEBR

126

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PurposeIn the digital age, companies require leaders to foster digital transformation entrepreneurship, i.e. the organisational attitude and orientation of the creation of a new business or the development of an existing business by having at the core or embracing digital transformation as the continuous development and application of digital knowledge for companies' value creation. This paper identifies six critical competencies distinguishing the transformative leadership profile supporting enterprises' digital transformation development.Design/methodology/approachThe paper, through a critical literature review focussing on three research streams, i.e. wise, transformative and digital leadership, addresses the following research question: What competencies characterise a digital transformative leader promoting and encouraging digital transformation entrepreneurship? Methodologically, first, explorative analysis of the literature has been carried out exploring the role and relevance of leadership in driving companies' digital transformation. Second, focussing on the three leadership perspectives, wise, transformative and digital, the critical features distinguishing each view have been identified. A set of hypotheses has been formulated to develop a framework to profile a digital transformative leader. In the third stage, the framework of the digital transformative leadership compass has been developed.FindingsThe paper profiles the digital transformative leader, a critical figure in companies competing in the digital age to nurture digital transformation entrepreneurship. Six specific competencies are synthesised and proposed throughout the transformative leadership compass. It is presented as an interpretative framework helpful to understand what affects the organisational culture and behaviours driving digital transformation. The proposed model defines theoretical foundations to operationalise an assessment framework and developing empirical research about leadership characteristics hampering and enabling successful companies' digital transformation.Originality/valueThe study proposes a novel framework based upon a critical analysis of the leadership literature. Combining insights gathered from the literature review on transformative, wise and digital leadership, the need for nurturing a transformative digital leadership allowing enterprises to stay competitive and able to change and adapt to the scenario's evolution emerged. Accordingly, the paper defines the digital transformative leader as a leadership profile sustaining organisational and digital transformation. The transformative leadership compass is proposed as a model to outline the critical competencies distinguishing a digital transformative leader capable of driving continuous company innovation and specifically digital transformation entrepreneurship.

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Digital Business Leadership

Cited by 86 publications

References 0 publications

Digitalization in organized sport – usage of digital instruments in voluntary sports clubs depending on club's goals and organizational capacity

Digitalization in organized sport – usage of digital instruments in voluntary sports clubs depending on club's goals and organizational capacity

Digital Transformation: Digital Leadership Role in Developing Business Model Innovation Mediated by Co-Creation Strategy for Telecommunication Incumbent Firms

The transformative leadership compass: six competencies for digital transformation entrepreneurship

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