Abstract
Companies don’t transform, people transform companies. However, there is still a pressing need to understand ‘what’ action a Digital Transformation (DT) leader needs to take and ‘how’ they should enable that action, in order to achieve the best possible outcome in a DT initiative. Therefore, this paper explores the underlying practices associated with DT leadership in the context of pre-digital organisations. We use an open, axial and selective coding methodology as we set about understanding these underlying practices in a unique way, using a grounded approach, analysing sixteen key informant’s accounts of the ‘what’ and ‘how’ of DT leadership. In total we identify six underlying practices (collaborative change, digital influence, collaborative tooling, employee spirit, prioritised platformitisation, democratising data) that impact on the outcome of a DT initiative within a pre-digital organisation. We believe that our approach strengthens the relevance of our research outputs for practitioners, where the practitioner voices and their lexicon are central to the theorising and the outputs produced.
Recommended Citation
McCarthy, Patrick; Sammon, David; and Alhassan, Ibrahim, "The Underlying Practices of Digital Transformation Leadership: Theorising the Practitioner Voice" (2024). UK Academy for Information Systems Conference Proceedings 2024. 12.
https://aisel.aisnet.org/ukais2024/12