Organizational roles in the context of digital transformation: A micro-level perspective

Digital transformation (DT) at the micro level implies organizational changes in roles, individual skills, lead-ership styles, and managerial approaches. Therefore, it is essential to investigate the individual attitudes and behaviors that lead to DT in organizations. Thus, we investigated DT at the micro level to explain the individuals who manage DT. For this, we developed a multiple-case study of 38 Italian firms by analyzing data regarding seven large firms and 31 small and medium-sized enterprises (SMEs) to allow for cross-case analysis. Our findings suggest that approaches differ for managers in SMEs and large firms. In large firms, a digital transformation conductor (often called chief digital officer) oversees DT processes, whereas in SMEs, there is a digital transformation peer-tutor approach to DT. A bottom-up, informal, persuasive, and empathic approach char-acterizes the peer tutor. However, in large firms, a conductor approach is used to drive the necessary changes.

Automated summary

Digital transformation at the micro level involves changes in roles, skills, leadership styles, and managerial approaches within organizations. Therefore, understanding individual attitudes and behaviors that drive digital transformation is crucial. This study examines digital transformation at the micro level by conducting a multiple-case study of 38 Italian firms, including seven large firms and 31 small and medium-sized enterprises (SMEs), allowing for cross-case analysis. Findings suggest that approaches differ for managers in SMEs and large firms, with large firms employing a conductor approach and SMEs adopting a peer-tutor approach characterized by bottom-up, informal, persuasive, and empathic methods.