Abstract
In recent times, firms have introduced a new role within top management called the chief digital
officer. The strategic rationale behind introducing a chief digital officer within top management
of a firm is not clear and is shrouded with confusion and ambiguity. The potential overlaps in
the fields of digital transformation and information technology management might be the root
cause of this confusion. The purpose of this research was to identify the strategic rationale
behind introducing a chief digital officer within the top management of a firm. This has been
achieved through conducting empirical research on the concept of digital transformation,
contingency and institutional factors influencing a firm to introduce a chief digital officer, as well
as the differences between a chief digital officer and a chief information officer within a firm.
This study was deeply embedded within the philosophical ideas of interpretivism, and
interpretations and understandings were created from the different narratives of top
management members around the introduction of chief digital officers within firms. Qualitative
research methods and a narrative research strategy were adopted. To explore the
phenomenon of the introduction of chief digital officers within firms, open-ended questions
were used in in-depth interviews. Data was analysed through a process of thematic content
analysis, which consists of data coding as well as theme and relationship identification.
Clear differences do exist between digital and information technology strategies within firms.
The primary difference between these strategies relates to how information technology is
incorporated within the strategy. The introduction of the chief digital officer role can be
attributed to both contingency and institutional factors within and around the firm. The
introduction of the chief digital officer becomes a viable option for firms when strong
environmental forces due to information technology require fundamental change of the firm,
but the change required is associated with high risk to the existing operations and information
technology infrastructure of the firm.
This study clarifies the concept of digital transformation and identifies both contingency and
institutional factors that influence a firm to introduce a chief digital officer. This study also
highlights key differences between the roles and responsibilities of the chief digital officer and
chief information officer, and makes recommendations on the empirical findings.
M.Com. (Information Technology Management)