Author ORCID Identifier

0000-0002-5387-6116

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.

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