Digital exploration alliances

Author

Anurag VIJ, Singapore Management University

Publication Type

PhD Dissertation

Version

publishedVersion

Publication Date

3-2021

Abstract

Digital disruption has impacted every industry and the spending on digital transformation technologies and services worldwide is estimated to reach USD 2.3 trillion by 2023 (Statista, 2021). Reflecting the increasing importance of digital transformation, many firms are entering into strategic alliances that feature traditional industry leaders and digital technology leaders. Little research, however, examines these digital exploration alliances in a systematic way. Accordingly, this dissertation synthesizes extant literature with a theories-in-use approach to conduct depth interviews with 26 managers, with a collective 797 years of experience, to offer a parsimonious definition of digital exploration alliances (DEA) and outlines the similarities and differences with related concepts. In addition, this dissertation articulates DEA performance criteria and develops seven propositions that bring to fore critical ex-ante factors that are likely to determine DEA performance. The dissertation concludes by discussing implications for both theory and practice, and developing directions for future research in this nascent domain.

Keywords

Digital Transformation, Digital Alliances, Alliances, Co-exploration alliances, Co-creation alliances

Degree Awarded

Doctorate in Business Administration (Innovation)

Discipline

Business Administration, Management, and Operations | Technology and Innovation

Supervisor(s)

TULI, Kapil Rajendra Kumar

First Page

1

Last Page

54

Publisher

Singapore Management University

City or Country

Singapore

Citation

VIJ, Anurag. Digital exploration alliances. (2021). 1-54.
Available at: https://ink.library.smu.edu.sg/etd_coll/335

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.