Research on the Mechanism of Digital Leadership Affecting Organizational Resilience: Based on Organizational Improvisation

Yajun Zhang; Tao Tang; Xinyue Zhang

doi:10.54097/1ajj6g72

Authors

Yajun Zhang
Tao Tang
Xinyue Zhang

DOI:

https://doi.org/10.54097/1ajj6g72

Keywords:

Digital Leadership, Organizational Resilience, Organizational Improvisation

Abstract

Changes in the market environment have placed demands on the organizational resilience of modern enterprises, and the impact of digital leadership on the organizational resilience of enterprises is becoming increasingly evident. This paper aims to reveal how digital leadership enhances organizational resilience through organizational improvisation, focusing on the mechanism of its impact in the enterprise. The study adopts the literature analysis method to construct a theoretical framework between digital leadership and organizational resilience by combing the existing relevant research results, and further explores the mechanism of organizational improvisation as a mediating variable. It is found that digital leadership can improve the improvisation ability of organizations in the aspects of digital thinking transformation, digital resource construction, digital ethical empathy and digital cognitive practice, and the enhancement of improvisation ability can further enhance the resilience of organizations and enable enterprises to better cope with the uncertainty of external environment. The research provides theoretical support and practical guidance for enterprises to improve organizational resilience under the background of digital transformation.

Downloads

Download data is not yet available.

References

[1] Jiang Ruan, Ling Yupeng, Zhang Jichang, et al. How Does Digital Transformation Affect Business Resilience? --Based on a dual innovation perspective. Technology Economics, 2022, 41 (01): 1-11.

[2] El Sawy O A, Kræmmergaard P, Amsinck H, et al. How LEGO built the foundations and enterprise capabilities for digital leadership. Strategic information management. Routledge, 2020: 174-201.

[3] Kane G C, Phillips A N, Copulsky J, et al. How digital leadership is (n't) different. MIT Sloan management review, 2019, 60(3): 34-39.

[4] Philippart M H. Success Factors to Deliver Organizational Digital Transformation: A Framework for Transformation Leadership. Journal of Global Information Management,2021, 30, (8):1-17.

[5] Zhu J, Zhang B, Xie M, et al. Digital leadership and employee creativity: The role of employee job crafting and person-organization fit. Frontiers in Psychology, 2022, 13: 827057.

[6] Huang Y, Zhao Y, Li M. Organizational resilience: A capability-based conceptualization. Journal of Management, 2018,44(6): 2350-2374.

[7] Williams T A, Shepherd D A. Building resilience or providing sustenance: Different paths of emergent ventures in the aftermath of the Haiti earthquake. Academy of Management Journal, 2016,59(6): 2065-2088.

[8] Moorman C, Miner A S. The Convergence of Planning and Execution: Improvisation in New Product Development. The Journal of Marketing,1998,12(8):1-20.

[9] Moorman C, Miner A S. Organizational Improvisation and Organizational Memory. Academy of Management Review, 1998, 26(8):698-723.

[10] Berliner P F. Thinking in Jazz: The Infinite Art of Improvisation. Chicago: University of Chicago Press,1994.

[11] Cunha M P, Cunha V J, Kamoche K. Organizational Improvisation: What, When, How and Why. International Journal of Management Reviews,1999,1(3):299-341.

[12] Neely Jr B H, Lovelace J B, Cowen A P, et al. Metacritiques of upper echelons theory: Verdicts and recommendations for future research. Journal of Management, 2020, 46(6): 1029-1062.

[13] AlNuaimi B K, Singh S K, Ren S, et al. Mastering digital transformation: The nexus between leadership, agility, and digital strategy. Journal of Business Research, 2022, 145: 636-648.

[14] Roberts N, Grover V. Leveraging information technology infrastructure to facilitate a firm's customer agility and competitive activity: An empirical investigation. Journal of management information systems, 2012, 28(4): 231-270.

[15] Mazzei M J, Noble D. Big data dreams: A framework for corporate strategy. Business Horizons, 2017, 60(3): 405-414.

[16] Brown S L, Eisenhardt K M. Product Development: Past Research, Present Findings, and Future Directions. Academy of Management Review,1995,6(2):343-378.

[17] Cunha M P, Cunha J V, Kamoche K. Organizational improvisation: what, when, how, and why. International journal of management reviews, 1999, 1(3): 299-341.

[18] Magni M, Proserpio L, Hoegl M, et al. The role of team behavioral integration and cohesion in shaping individual improvisation. Research policy, 2009, 38(6): 1044-1053.

[19] Jiao Hao, Yang Jifeng, Ying Ying. A review of dynamic capabilities research and suggestions for conducting contextualized research in China. Management World, 2021, 37(5):191-210,14.

[20] Nadkarni S, Prügl R. Digital transformation: a review, synthesis and opportunities for future research. Management Review Quarterly, 2021, 71: 233-341.

[21] Huang Yong, Peng Jisheng Organizational improvisation: status and prospects. Journal of Management,2012,9(07):1084-1091.

[22] Lynn G, Reilly R R. Effect of improvisation on product cycle time and product success: A study of new product development (NPD) teams in the United States. International Journal of Management, 2008, 25(1): 175.

[23] Usai A, Fiano F, Petruzzelli A M, et al. Unveiling the impact of the adoption of digital technologies on firms’ innovation performance. Journal of Business Research, 2021, 133: 327-336.