Processes used by boards of directors in pursuit of organisational ambidexterity in the context of digital transformation

Abstract

This thesis presents processes used by boards as they explore and exploit in a digital environment. Extant literature posits that organisations that fail to adopt digital transformation may lose competitive advantage and can become unsustainable and risk extinction. Research showed that ambidextrous organisations are associated with longevity, competitive advantage, and superior performance. The problem is that the ambidexterity literature mainly focuses on two levels of analysis, the individual and organisational. However, most work tasks in organisations are implemented by groups and not only individuals. In fact, leaders play a critical role in achieving ambidexterity. However, extant research has focused on senior management, and omitting boards. There is a notable paucity of research on how boards achieve ambidexterity. Research on boards was concerned about the structure and diversity. Recently, minimal attention has been paid to the role of the board in the digital economy. This is an important omission as boards direct organisations, monitoring disruptive technologies for longevity. This thesis answers the question, “How do boards of directors explore and exploit in the context of digital transformation?” The research used abductive multiple cases of organisations purposefully sampled in an emerging economy, with triangulation of data sources from six boards. It extends the typology of organisational ambidexterity. It also makes a novel contribution to board process research by adding processes used by boards as they explore and exploit. Boards invoke dynamic decision-making, and changing processes with organisational learning. The research extends an existing typology of organisational ambidexterity, based on the scenarios observed in the context of digital transformation. Further, this research introduces a digital adoption framework that organisations can use as they adopt digital transformation. The thesis is also a response to a call for qualitative research on understanding board processes. Consequently, this research raises a question that requires future research, ”What is the strategic role of the board of directors where the founder is leading the organisation”?