This study shows that digital capability plays a significant role in supporting top management to apply ambidextrous leadership during turbulent times.
Authors
Nirma Sadamali Jayawardena, Assistant Professor, Jindal Global Business School, O.P. Jindal Global University, Sonipat, Haryana, India.
Kavita Chavali, Dhofar University, Oman.
Narayanage Jayantha Dewasiri, Sabaragamuwa University, Sri Lanka.
Charitha Harshani Perera, Northumbria University, United Kingdom.
Isuru Koswatte, University of the West of Scotland, United Kingdom.
Vijay Pereira, NEOMA Business School, France.
Manish Gupta, School of Management, Mahindra University, India.
Abbas Mardani, Worcester Polytechnic Institute, United States.
Summary
The purpose of this qualitative study is to explore the ongoing post-pandemic challenges in developing and managing digital agility among Sri Lankan family business owners.
This study used a mono-method qualitative approach to identify the management strategies using the self-determination theory and social exchange theory to cope with digital agility among Sri Lankan family business owners.
Authors interviewed 25 family business owners in Sri Lanka and assessed the findings using the NVivo software. A total of five thematic findings have been identified as challenges in developing and managing digital agility among Sri Lankan Family Business owners.
According to this study, digital capability plays a significant role in supporting top management to apply ambidextrous leadership during turbulent times. Findings contributes to the family business owners in Sri Lanka to identify proper strategies in overcoming the challenges associated with developing and managing digital agility of family business firms.
Published in: Journal of Global Information Management (JGIM)
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