Transformação digital e ambidestria: evidências em uma empresa varejista regional

• Ano de defesa: 2023
• Autor(a) principal: Azevedo, Isaac Almeida Moraes Oliveira de
• Tipo de documento: Dissertação
• Tipo de acesso: Acesso aberto
• Idioma: por
• Instituição de defesa: Universidade Federal da Paraíba; Brasil; Administração; Programa de Pós-Graduação em Administração; UFPB
• Palavras-chave em Português: Inovação - Mercado digital; Ambidestria organizacional; Exploration e exploitation; Transformação digital - Pandemia da Covid-19; Consumidores digitais; Estudo de caso; Análise de conteúdo; Varejo; Digital transformation; Organizational ambidexterity; Exploration and exploitation; Case study; Contente analysis; Retailer company; CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO
• Link de acesso: https://repositorio.ufpb.br/jspui/handle/123456789/30279

The introduction of digital technologies substantially changes the parameters of competition in corporate market and requires, from incumbent companies, new strategies to creating, capturing and appropriating value, while balancing their efforts between maintaining current businesses and nurturing new businesses. However, how do incumbent firms deal with the tension between exploration and exploitation while embarks in a digital transformation effort? The present study, therefore, aims to characterize the actions by which an incumbent firm has managed the tension between exploration and exploitation in the midst of the digital transformation process in a retailer company. Seeking for it, a single case study strategy was adopted. Data collection was taken mainly through interviews with managers, it was complemented with documental analysis, while content analysis techniques were adopted to better understand the research findings. It is evident that the firm underwent a process of digital transformation that was crucial for its survival during the Covid-19 Pandemic, being driven by market pressure and competitors to introduce itself to the digital environment. New businesses (e-commerce and marketplace) have emerged to meet the demand of digital consumers and expand their market penetration. Changes in strategy, structure, power distribution and control systems occurred moderately, with few cultural changes, characterizing the digital business as a complement to the physical one. It's possible to conclude that the actions to maintain the incumbent businesses and the exploration of new businesses occurred simultaneously, approaches associated to domain-based ambidexterity and sequential ambidexterity were managed. It is concluded that the firm underwent a digital transformation process and used an ambidextrous approach for it. This study contributes to the literature and to the practice, evidentiating the empirical paths taken by an incumbent firm to balance efforts between digital physical businesses, exposing that the paths taken by a firm of its size are adapted to its strategic guideline and its willingness to compete strongly in the digital market or not, revealing the contingency of this process.