How Brand Managers Collaborate with Creative Teams

The main contribution of this study is an emerging theoretical framework for the role and facilitating actions of top managers in firms' digital transformation. Our analysis reveals that top managers rely on three distinct sets of action: understanding digitalization, setting the formal context for digitalization, and leading change. Overall, our findings emphasize the significant role that top managers assume in firms' digital transformation processes, in that 

their commitment and support at the top is needed to enable change processes and targeted actions throughout the entire organization. By delineating the specific role and actions of top managers in the context of firms' digital transformation processes, this study provides novel insights about the consequences of top managers for firms. More generally, it establishes an 

initial foundation for the further investigation of top managers in the digital age.established business models and of the way in which business is done, ever since the nature and scope of competition, as well as the behavior of customers, has fundamentally changed (Verhoef et  For instance, competition has become increasingly international, and relatively young digital 

Firms challenge the long-time successful

business models of incumbents. In 2004, the most valuable firms on the S&P 500 index were General Electric, Exxon Mobil, Microsoft, Citigroup, and Walmart (ETF Database, 2004)— only one of which represents a truly digital firm. Fifteen years latThe influential role of top managers in firms has been a key concern in strategic management research. In particular, research building on the upper echelons theory (Hambrick & Mason, 1984) has produced a 

large body of knowledge on the antecedents and firm-specific consequences of top managers. Relevant studies specifically focused on top managers' characteristics (e.g., demographic characteristics, personality traits, or values) to proxy for underlying cognitive bases (Carpenter, Geletkanycz, & Sanders, 2004; Hambrick, 2007). The strategic leadership 

literature presents another important theoretical perspective on top managers in firms. Studies within this field concentrate in particular on the different functions carried out by leaders that are intended to have strategic implications for firms (Finkelstein et al., 2009; Samimi, Cortes, Anderson, & Herrmann, 2020). The foundational assumption underlying both 

Research streams is that top executives

matter’ (Hambrick & Mason, 1984, p.194) for a wide range of firm-level outcomes. More specifically, scholars found that through their decisionmaking power and leadership they provide to the firm, top managers have a significant influence on firm strategies and performance (e.g., Certo, Dalton, Dalton, & Lester, 2006; Finkelstein et al., 2009; Finkelstein & Hambrick, 1996; Hambrick, 2007). The ability of, or more precisely, the extent to which top 

managers exert influence on firm-leveler, the index components have changed significantly, with five digital and information-rich firms, that is, Apple, Microsoft, Alphabet, Amazon, and Facebook, taking the lead (Siblis Research, 2019). Digital influences are also perceivable in terms of consumer behavior. In particular, consumers increasingly shift their purchases to 

online channels, as reflected in the growing volume of global e-commerce sales. While the proportion of e-commerce to total global retail sales marked 14.1% in 2019, it is projected to grow to 22% in 2023 (Statista, 2019). Among others, changes in consumer behaviors and experiences are facilitated by the rising number of digital touchpoints, such as the increasing reliance on social media, apps, new AI-supported technologies, and smart devices 

Popularly used to compare offline and online

offers (Gensler, Neslin, & Verhoef, 2017). In response to this significantly changing context, firms striving to maintain or enhance their competitive position need to make fundamental adjustments throughout the organization. Despite the tremendous impact of the digital transformation on firms and its broad coverage in the media, ‘the academic literature has so 

far paid surprisingly little attention to these [digital] developments’ (Verhoef et al., 2019, p.1) though. Reasons for this lack of research include, for instance, that the digital transformation is a relatively recent phenomenon, and the rapid technological advancement impedes the timely and broad investigation of contemporary phenomena (Schwarzmüller et al., 2018). 

Additionally, in line with the multidimensional nature of the digital transformation, the extant literature is highly fragmented, which limits our ability to understand the consequences of this complex development comprehensively and to detect larger change patterns (Hausberg, Liere-Netheler, Packmohr, Pakura, & Vogelsang, 2019; Schwarzmüller et al., 2018; Verhoef et al., 2019). On a broad level, prior literature suggests that the digital transformation progresses in phases. It begins with the simple conversion of information from an analog into a digital 

Conclusion

format (i.e., ‘digitization’) (Loebbecke & Picot, 2015), evolves into the use of digital technologies to change existing business processes (i.e., ‘digitalization’) (Li, Nucciarelli, Roden, & Graham, 2016), and finally mounts in the adoption of a new business logic for value creation (i.e., ‘digital transformation’) (Pagani & Pardo, 2017). Because the digital transformation affects firms in their entirety, changes and adjustments will be observable at different levels of the organization (Hausberg et al., 2019). Consistent with this notion, prior 

research on digitalization aspects was mostly carried out within specific business disciplines (Nambisan, Wright, & Feldman, 2019). In their systematic literature review and citation network analysis, Hausberg et al. (2019) suggest that theextant literature on digital transformation is dominated by three specific research streams: finance, marketing, and 

innovation management. The specific research foci range from the implications of big data and analytics for trading and market prediction (finance), to social media effects, digital advertising, and customer relationship management (marketing), to business model innovation as well as the adoption and diffusion of innovations (innovation management). 

Research on digital transformation notably lacks in the fields of accounting, sustainability, and human resource management (Hausberg et al., 2019). An aspect that has been widely neglected throughout the academic discourse is the role and actions of top managers in response to the digital transformation. Prior studies claim that top management support is vital for the digital transformation to unfold, as it is the executive team that shapes the

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