Author ORCID Identifier
Date of Award
Spring 5-5-2019
Degree Type
Dissertation
Degree Name
Executive Doctorate in Business (EDB)
Department
Business
First Advisor
Dr. Balasubramaniam Ramesh
Second Advisor
Dr. Lars Mathiassen
Third Advisor
Dr. Richard Baskerville
Abstract
Organizational learning and management are at a transition point because of the shift in disruptive digital innovations (DDI). Organizing axioms are challenged or fundamentally changed by the nature of innovation (Nambisan, Lyytinen, Majchrzak, & Song, 2017). There is widespread recognition that investing in organizational learning drives change and innovation (Linares, 2017). The early research examined DDI and the factors that enable or inhibit it. However, there is a limited amount of research on the relationship between DDI and organizational learning. More specifically, research that is conducted to understand the theoretical relationship between organizational learning and DDI is needed. The phenomenon has been studied in the rich context of information technology (IT) and supply chain management (SCM). In this research, a single case study approach is used to examine single- and double-loop learning. IT organizations use DDI to remain practical in a dynamic environment. In the present study, the DDI framework is used to illustrate how organizational learning is facilitated. Recommendations are offered on how IT organizations could enhance organizational learning to improve project implementation and delivery related to disruptive digital innovation.
DOI
https://doi.org/10.57709/15030844
Recommended Citation
Johnson, Veneetia, "Organizational Learning Through Disruptive Digital Innovation. A Blockchain Implementation." Dissertation, Georgia State University, 2019.
doi: https://doi.org/10.57709/15030844
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