The transformation of digital strategy and value creation in omnichannel organisations: the case of the gambling industry

Abstract

ABSTRACT 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.