Digital Agility and Digital Transformation Leadership

Key finding of the study

The study revealed that digital transformational leadership impacts digital agility with intervening roles of internal branding and digital self-efficacy.

Authors

Narayanage Jayantha Dewasiri, University of Sabaragamuwa, Sri Lanka

Anugamini Priya Srivastava, Symbiosis Institute of Business Management Pune, Symbiosis International University (Deemed), Pune, India

Mohit Yadav, Jindal Global University, India

Rohit Yadav, SGT University, India

Bindu Singh, Indian Institute of Information Technology, Lucknow, India

Summary

This study aims to explore and examine an integrated model predicting digital agility in higher education institutions. In the exploratory phase, semi-structured interviews were conducted with the heads of the institutions to understand their challenges in ensuring digital agility at work in higher education institutions. In the second phase, the integrated model derived from codes taken from interview responses was developed. The first study round identified factors affecting digital agility from word cloud and thematic analysis using grounded theory. Based on the common codes, themes were developed, and an integrated model comprising digital transformational leadership, internal branding, and digital self-efficacy was developed. Then, established measures were taken to test the model, while a novel scale was designed to measure digital agility. Hierarchical regression analysis indicated that digital transformational leadership impacts digital agility with intervening roles of internal branding and digital self-efficacy.

Published in

Journal of Global Information Management (Q2 Journal in Web of Science)

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