Digital Business Strategy Implementation: Investigating the Use of Managerial Actions by the Leadership Team

Incumbent business models are being challenged by technological developments, resulting in tension in these organizations. Thus, Leadership Teams (LT) need to execute Managerial Actions (MAs) which assist in Digital Business Strategy Implementation (DBSI). To explore these MAs in the context of the DBSI, we conducted seven in-depth case studies of Dutch incumbent firms across a diverse range of industries that were undertaking a DBSI. Five propositions were tested to identify the challenges that the LT encounters when using MAs in a DBSI, and their differences compared to a standard strategy implementation. All five propositions are supported, allowing us to form specific and practical recommendations for enabling the DBSI in various business contexts

Digital Transformation Normalization: Using Managerial Actions to Effectively Execute Digital Business Strategy

Technological developments are challenging incumbent organizations’ business models, increasing the need for the Top Management Teams (TMT) to initiate a Digital Transformation (DT). This requires a Digital Business Strategy (DBS), which is executed using Managerial Actions (MAs). However, DT success is low, and MAs do not address the complexity and digital leadership skills required to execute the DBS and embed DT into the organization (DT Normalization). To explore these MAs in the context of DBS execution and DT Normalization, we conducted seven in-depth case studies of Dutch incumbent firms in the process of implementing a DBS across a range of industries. Our findings identified eight granular Digital Managerial Dimensions (DMDs), and we have related them to the previously identified MAs. We also related the DMDs to DT Normalization, providing pathways from DBS execution to DT Normalization. Our research contributes to the TMT’s role in guiding the organization through DBS implementation