Leadership in the Digital Realm: What Are the Main Challenges?

The current book chapter examines how digital leaders cultivate opportunities and address risks in a fast-moving, digital market environment. The focal point is to understand if digital leaders are able to keep control over all mechanisms triggered by the turbulent business environment. The chapter's challenge is to verify how digital leadership works in the specific context of aerospace industry through the case of the Boeing Company.

[1]  Wendy K. Smith,et al.  Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams , 2005 .

[2]  Alvaro López-Cabrales,et al.  The contribution of core employees to organizational capabilities and efficiency , 2006 .

[3]  M. Tushman,et al.  Dynamic Capabilities at IBM: Driving Strategy into Action , 2007 .

[4]  D. Teece Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance , 2007 .

[5]  R. Rosenbloom Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era , 2000 .

[6]  Erik Brynjolfsson,et al.  The second machine age: work, progress, and prosperity in a time of brilliant technologies, 1st Edition , 2014 .

[7]  Catherine L. Wang,et al.  Organizational diversity and shared vision , 2009 .

[8]  Monique Aubry,et al.  Ambidexterity as a Competence of Project Leaders: A Case Study from Two Polar Expeditions , 2010 .

[9]  J. Barney Firm Resources and Sustained Competitive Advantage , 1991 .

[10]  Christopher L. Tucci,et al.  Incumbent Entry into New Market Niches: The Role of Experience and Managerial Choice in the Creation of Dynamic Capabilities , 2002, Manag. Sci..

[11]  S. Winter Understanding dynamic capabilities , 2003 .

[12]  David P. Lepak,et al.  The Human Resource Architecture: Toward a Theory of Human Capital Allocation and Development , 1999 .

[13]  M. Tushman,et al.  Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change , 1996 .

[14]  R. Rumelt,et al.  Diversification strategy and profitability , 1982 .

[15]  J. Barney,et al.  On becoming a strategic partner: The role of human resources in gaining competitive advantage , 1998 .

[16]  Jeanne W. Ross,et al.  Transforming the LEGO Group for the Digital Economy , 2016, ICIS.

[17]  B. Wernerfelt,et al.  The resource‐based view of the firm: Ten years after , 1995 .

[18]  M. Tushman,et al.  The ambidextrous organization. , 2004, Harvard business review.

[19]  Parshotam Dass,et al.  Strategies for managing human resource diversity: From resistance to learning , 1999 .

[20]  J. March Exploration and exploitation in organizational learning , 1991, STUDI ORGANIZZATIVI.

[21]  I. Nonaka,et al.  The Concept of “Ba”: Building a Foundation for Knowledge Creation , 1998 .

[22]  C. Gibson,et al.  THE ANTECEDENTS , CONSEQUENCES , AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY , 2004 .

[23]  Giovanni Gavetti,et al.  Capabilities, cognition, and inertia: evidence from digital imaging , 2000 .

[24]  Helio Fred Garcia Effective leadership response to crisis , 2006 .

[25]  Véronique Ambrosini,et al.  What are Dynamic Capabilities and are They a Useful Construct in Strategic Management? , 2009 .

[26]  R. Müller,et al.  Practices, Roles, and Responsibilities of Middle Managers in Program and Portfolio Management , 2006 .

[27]  Jürgen Kai-Uwe Brock,et al.  Demystifying AI: What Digital Transformation Leaders Can Teach You about Realistic Artificial Intelligence , 2019, California Management Review.

[28]  Peter J. Lane,et al.  Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal , 2000 .

[29]  Henk W. Volberda,et al.  Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms , 2009, Organ. Sci..

[30]  Augustine A. Lado,et al.  Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective , 1994 .

[31]  D. Teece,et al.  DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT , 1997 .

[32]  Constance E. Helfat,et al.  Corporate effects and dynamic managerial capabilities , 2003 .

[33]  Simon C. H. Chan,et al.  The Threshold Effect of Participative Leadership and the Role of Leader Information Sharing , 2014 .

[34]  Malte Brettel,et al.  CEO experience as micro‐level origin of dynamic capabilities , 2012 .

[35]  D. Teece Dynamic Capabilities and Strategic Management: Organizing for Innovation and Growth , 2009 .

[36]  Y. Gong,et al.  Does participative leadership enhance work performance by inducing empowerment or trust? The differential effects on managerial and non‐managerial subordinates , 2010 .

[37]  G. Westerman,et al.  Revamping your business through digital transformation , 2015 .

[38]  S. Zahra,et al.  Entrepreneurship and Dynamic Capabilities: A Review, Model and Research Agenda , 2006 .

[39]  H. Pfaff,et al.  Digital Leadership Skills and Associations with Psychological Well-Being , 2019, International journal of environmental research and public health.

[40]  David J. Collis,et al.  Research Note: How Valuable are Organizational Capabilities? , 1994 .

[41]  L. Crevani,et al.  Mapping the Leadership-as-Practice Terrain : Comparative Elements , 2014 .

[42]  Daqiang Zhang,et al.  Towards smart factory for industry 4.0: a self-organized multi-agent system with big data based feedback and coordination , 2016, Comput. Networks.

[43]  Suresh Kotha,et al.  Continuous “Morphing”: Competing Through Dynamic Capabilities, Form, and Function , 2001 .

[44]  John Hulland,et al.  Innovation and efficiency: It is possible to have it all , 2009 .

[45]  Qiang Liu,et al.  Digital twin-driven rapid individualised designing of automated flow-shop manufacturing system , 2019, Int. J. Prod. Res..

[46]  Omar El Sawy,et al.  How LEGO Built the Foundations and Enterprise Capabilities for Digital Leadership , 2016, MIS Q. Executive.

[47]  Mie Augier,et al.  Dynamic Capabilities and the Role of Managers in Business Strategy and Economic Performance , 2009, Organ. Sci..