Page - 192 - in Digital Entrepreneurship - Impact on Business and Society

managers is also important for driving innovation in an organization. Middle managers must allocate resources for innovative projects in organizations, and they play innovative roles in these organizations (Engle et al. 2017). Digital technologies are forcing existing organizations to change their organi- zational cultures and develop a nimbler entrepreneurship-focused organization (Porter and Heppelmann 2015). Bilgeri et al. (2017) have identified three organi- zational and cultural issues for corporate digital entrepreneurship in large organi- zations: the role of new corporate entities, the role of traditional information technology (IT) functions, and business unit (BU) collaborations.More andmore large organizations are creating aChief Digital Officer (CDO) role as a key exec- utive leadership role to drive corporate digital entrepreneurship. The role of IT is changingand the roleofChief InformationOfficer (CIO) is tohelp theCDOinnew innovative projects. The business units incorporate customer successmanagement mandates in their corporate objectives as companies and customers are collabo- rating for new business ventures.Most of themajor organizations have CDOs as executivemanagement roles. For example, Samsung,Nike,GE,Hitachi, etc., have CDOroles in their executiveorganizations.ACDOina largeorganizationworksas adigital entrepreneur and is supportedbyaproperorganizationstructureanddigital culture to accelerate new digital business opportunities. Basedon thesediscussions, the frameworkproposes thatdigital technologies are influencing cultural transformation in the organizations and facilitating corporate digital entrepreneurship. 3.4 Factors Affecting CorporateDigital Entrepreneurship The framework suggests that environmental turbulence (technology turbulence and market turbulence) influences the relationship between digital technologies and corporate digital entrepreneurship because environmental turbulence creates new digital business opportunities. Some scholars (Wilden andGudergan2015) suggest that technological capabilities such as implementing digital technologies enhance performance in stable competitive environments andmarketing capabilities such as developing new business plans, go-to-market strategies, and enhance performance in highly competitive environments. Huang et al. (2012) find that technology tur- bulence positively affects the relationship between external technology acquisition and firm performance and not external technology exploitation and firm perfor- mance. So, digital disruptions and rapid technological changes affect corporate digital entrepreneurship as it helps organizations to develop new products and services. Environmental turbulence also influences cultural transformation. A top management team can be considered as the information processing center of an organization (Thompson 1967). Haleblian and Finkelstein (1993) suggest that the degree of environmental turbulence or stability greatly influences the information processing requirements of a top team (managers). So, environmental turbulence influences the use of managerial capabilities of top managers in a turbulent Corporate Digital Entrepreneurship: Leveraging Industrial… 197