Abstract
Interactive digital technologies result in significant managerial
challenges for the largest global advertising agency networks. This paper,
based on original data from in-depth case research in three of the largest global
advertising networks, investigates how advertising agency networks manage
the change from mass communication to digital interactivity by applying
theory of dynamic capabilities to assess challenges and solutions. Relatedly,
the paper analyses the change agent role ascribed to the Chief Digital Officers
mandated to solve the digital interactivity challenges. The findings uncover the
cognitive, structural, operational and process changes needed to develop digital
interactivity, thereby highlighting important managerial implications.
challenges for the largest global advertising agency networks. This paper,
based on original data from in-depth case research in three of the largest global
advertising networks, investigates how advertising agency networks manage
the change from mass communication to digital interactivity by applying
theory of dynamic capabilities to assess challenges and solutions. Relatedly,
the paper analyses the change agent role ascribed to the Chief Digital Officers
mandated to solve the digital interactivity challenges. The findings uncover the
cognitive, structural, operational and process changes needed to develop digital
interactivity, thereby highlighting important managerial implications.
| Original language | English |
|---|---|
| Journal | International Journal of Foresight and Innovation Policy |
| Volume | 13 |
| Issue number | 1/2 |
| Pages (from-to) | 88-113 |
| Number of pages | 26 |
| ISSN | 1740-2816 |
| DOIs | |
| Publication status | Published - 2018 |
Keywords
- Advertising
- Change agent
- Digital interactivity
- Digital technology
- Dynamic capabilities
- Organisational change