Digitalization and the digital transformation of firms demand motivated and knowledgeable employees that feel empowered to cope with changes. However, such changes, adaptations and developments of new digital solutions can hardly be implemented without the involvement of top management teams. Our qualitative study identifies six digital empowerment strategies: digital upskilling, building a digital culture by involvement, self-identification with digital agenda and values, encouragement by autonomy and shared responsibility, digital leadership, and perceived personal impact as change booster. The review and assessment of the effectiveness of these strategies point towards supporting and inhibiting influences related to functional heterogeneity in top management teams. Practical implications on leadership expertise for digital empowerment strategies distinguish between SMEs and large firm.
