Digital innovation and transformation capabilities in a large company

Abstract

AbstractIn a dynamic and quickly changing world, digital innovation and transformation can help enhancing organizational efficiency and have competitive advantage. In addition, the digital innovation and transformation can facilitate the development of a growth‐oriented culture of workforce. Therefore, this study aims at developing the digital innovation and transformation capabilities at large organization. The study uses a four‐layered process for driving the digital innovation and transformation in the case organization. The study positions the digital innovation and transformation mechanism through the lens of the dynamic capability view and institutional theories. The findings indicate the emergence of digital champions as change agents, a digital council as a monitoring channel, a digital core team as technological enablers and reverse mentoring as an innovative cultural dimension of change facilitating dynamic capabilities of the organization. In terms of institutional pressures, coercive and mimetic pressures emerged as major contributors to the advancement of the digital skill set and digital mindset of the experienced workforce especially, supported by Hofstede's cultural dimensions. Study further delineates the insights for practice, theory and policy. To this end, the study showcases the future scope of work at the case company, since it is an ongoing project on digital innovation and transformation to make organization and related infrastructure resilient, digital and innovative.