Journal
BUSINESS HORIZONS
Volume 62, Issue 6, Pages 761-772Publisher
ELSEVIER
DOI: 10.1016/j.bushor.2019.08.002
Keywords
Digital transformation; Higher education; Organizational ambidexterity; Managing change; Exploration and exploitation; Strategic management
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Digital transformation recently converged on organizations as a new paradigm a must-have exemplar to enable competitive advantage. While the effects of digital transformation and their analytics, along with platform technologies, are becoming pronounced in companies, there is still a need to examine their implications on higher education. In light of the dynamics of digital transformation, how can higher education better manage the shift toward newer competencies and the need for innovation presented by the emergence of digital technologies? In this article, I examine the issues around the need for this balance often defined in strategy as ambidexterity, or the need to address both competency with innovation by outlining the historical trajectories that led to this problem in higher education, identifying three common pitfalls that higher education programs and administrators face, and tying these issues to higher education's absorptive capacity. To resolve these pitfalls, this article builds upon absorptive capacity frameworks for education practitioners and strategies as a prospective change management tool. (C) 2019 Kelley School of Business, Indiana University. Published by Elsevier Inc. All rights reserved.
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