Digital transformation strategy (DTS) involves redesigning various organisational operations to encompass digital technologies and achieve business objectives. In this study, we explored digital strategy and value creation shifts in omnichannel organisations that aimed to deliver seamless online and on-premises (dual-mode) customer experiences. Using comprehensive data on the gambling industry, we focused on the long-term effects of dynamic relationships among multiple DTS events over time. Building on digital strategy and value-creation theory, we observed and analysed organisational changes linked to technological shifts in omnichannel organisations during turbulent times and disruptions. Herein, we discuss the balance between online and on-premises service channels in terms of a DTS pathway, viewing it as a dual-mode value-creation process. By exploring this dual-mode value-creation process, we contribute to DTS theory and omnichannel operations. Furthermore, we enhance theory by unveiling the impact of shifting digital strategy perspectives on the transformation of omnichannel organisations in dynamic and disruptive business environments. We also present strategic propositions for planning and realising DTS requirements for omnichannel service providers in a broad context.

Given their limited portfolio of resources, small and medium-sized enterprises (SMEs) have to manage information technology (IT) exploitation and exploration at the same time to support a major shift in their product focus while maintaining their current array of products. We theorise that SMEs rely on managerial activities to enable IT ambidexterity to enhance the performance of their new product development (NPD). To this end, we hypothesise and test the relationships between managerial activities, IT ambidexterity, and NPD performance. Using multiple respondent data from 292 high-tech SMEs, we find that managerial activities enable IT ambidexterity, and this relationship is moderated by structural configurations. Considering the NPD management challenges ushered in by the digital era, our findings identify IT ambidexterity as a key mechanism to enhance NPD performance in SMEs. Our results contribute novel insights into the effective role of managerial activities in SMEs and help to explain the role of IT ambidexterity in the NPD literature, thereby facilitating continued theory development in this field of research.