Business Leaders’ Perception of Digital Transformation in Emerging Economies: On Leader and Technology Interplay

Hakan Kapucu

Abstract


The general public dissimilarly interprets the same phenomena in diverse cultures, and leaders’ standpoints also differ about these phenomena. Because of unequal advancement and cultural diversity, a specific welfare level or geography perceives digital transformation radically disparate from others. In advanced economies, leaders typically tend to begin to understand the vitality of digital assets. But the understanding may show differences in an emerging economy. Naturally, the factors such as the type of industry and globalization level of the companies can cause these differences. But a survey in a widespread sector can still help to project business leaders’ and managers’ perceptions of digital transformation in emerging economies, thus pinpointing some of their differences with advanced economies. Two questions come fore at this point: Do business leaders focus on or are aware of the products and ideas of current technologies, and do they appropriately construe these ideas and products? Interviewing leaders in an emerging economy like Turkey has revealed that they predominantly tend to identify digital transformation with social media. Although digital transformation is related to social media, it is not limited to it. There are state-of-the-art technologies. But in such geographies, leaders require time to possess digital and technological consciousness. On the other hand, in this new world order, leadership has reached a point that there is a need for ultimate leaders. The ones that originate from the very elements of this disruptive environment and the ones that rise with distinguishing skills and epoch-making perspectives. Furthermore, learning and performance are indispensable parameters for leaders in times of digital transformation. This article underlines the significant factors that impact these parameters.

Keywords


Leaders’ technology perception; technology leader interaction; Technoversal Leader; Self-Created-Problem-Solution Cycle; APARTS Behaviors; vicious cycle.

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International Journal of Advanced Corporate Learning (iJAC) – ISSN: 1867-5565
Creative Commons License
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