How to Build a Thriving Career as a Content Marketing Manager in the USA

digital transformation entails as well as the role of firms therein. Because the digital transformation is a novel phenomenon, it is not possible to rely on an established set of common knowledge and a long history of tested approaches (Earley, 2014). Consequently, top managers first need to make sense of the phenomenon themselves in order to develop 

targeted actions and responses that prepare their firm for the challenges posed in this dynamic environment (Gioia & Chittipeddi, 1991; Weick, Sutcliffe, & Obstfeld, 2005). Our analysis shows that top managers inform and educate themselves regarding the digital transformation by building on the following practices: ‘building on experiences, knowledge, 

and attitudes’; ‘assessing the firm's “digital status quo”’; and ‘obtaining external inspiration and knowledge.’ As regards the building on experiences, knowledge, and attitudes, top managers expand on various personal and external factors that help them to obtain a deeper understanding of the digital transformation and its impact on the firm. Our data show that top managers' existing knowledge base and experiences from prior roles, firms, or industries  

Them to make sense of the digital 

transformation and derive targeted conclusions. This finding aligns with upper echelons theory, which suggests that prior personal and professional experiences, as well as knowledge fundamentally shape top managers' perceptions and subsequent strategic choices (Hambrick, 2007; Hambrick & Mason, 1984). Our respondents regarded a professional 

background in the digitalization field or prior experiences with change processes as particularly helpful, as these backgrounds provide top managers with the necessary intellectual foundation and capabilities to accurately assess the situation, to decide on appropriate measures, and ‘to communicate these (to the workforce) (…) with a high level of 

authenticity’ (AVIA-1). While existing knowledge serves as a steady basis for top managers to build on, many respondents also emphasized the role of top managers' drive and attitude as a critical driver of firms' digitalization efforts. Top managers' affinity for the topic and curiosity push him/her to grow the existing knowledge base and to seek new insights about recent technologies and opportunities. A desire to learn about these new topics reinforces this 

As described by this interviewee

One can sense my boss's pure lifeblood and absolute passion for the topic of digitalization. And also the topic of lifelong learning, to permanently deal with this topic and to permanently call for the topic to be moved forward, to push it, and to not lag behind. (AUTO-2) In order to obtain a more fine-grained understanding of digitalization, top managers also look inside their firm and critically assess the firm's ‘digital status-quo’. This internal reflection is an essential 

activity, as the shift toward digital often requires fundamental changes to an incumbent's established business model and thus a deviation from the status-quo (Teece, 2010; Verhoef et al., 2019). In our data, we observe that top managers actively seek insights not only from digitalization experts within their firm but also from individuals familiar with and deeply 

involved in the processes and business areas affected by the digital transformation. As part of this overall assmanagers also rely on benchmarks internal (e.g., inter-departmental comparisons) and external to their firm. External points of reference include digital pioneers (e.g., digital start-ups and other leading, more established firms) and regular partner firms. 

Related research suggests that competitive

benchmarking is essential to achieve superior performance (Shetty, 1993). Finally, our evidence shows that top managers strive to ‘obtain external inspiration and knowledge.’ Related research has indicated that external advice seekinSetting the formal context for digitalization relates to the formal organizational structures, processes, and resources put in place to enable the digital transformation to unfold. According to prior research, flexible 

organizational structures encompassing independent business units separated from the headquarters, agile organizational forms, and digital functional areas are particularly favored for firms' digital transformation (Sklyar, Kowalkowski, Tronvoll, & Sörhammar, 2019; Verhoef et al., 2019). Our data suggests that top managers set the formal context for digitalization by 

‘making digitalization a strategic priority,’ ‘redefining roles and responsibilities,’ and ‘providing resources.’ Throughout our interview process, respondents emphasized that digital transformation is essential to remain competitive. By making digitalization a strategic priority, which was the case for the vast majority of our interviewed firms, the TMT lays an essential 

Conclusion

foundation for the future and specifically for all subsequent digitalization efforts. A necessary action here is the integration of digitalization aspects in the firms' general strategies. Hess et al. (2016) highlight the value creation benefits of a separate digital transformation strategy,g enhances exploratory innovation in firms, as it helps TMTs to expand organizational boundaries, to acquire new knowledge and to shape their recognition of opportunities in the 

external environment (Alexiev, Jansen, Van Den Bosch, & Volberda, 2010; Kaplan, 2003). According to various sample respondents, consultancies and specialized coaches formally train top managers regarding digitalization topics and provide them with insights about the current digital landscape. Sometimes, top managers also listen to lectures at leading 

universities or visit trade fairs. Furthermore, top managers learn about other firms' digitalization approaches through internal firm events with digitally progressive firms. Another significant source of inspiration is the personal exchange with various kinds of people, such as other firms' executives with similar roles, digitalization experts from large tech companies

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