Incumbent companies are launching digital transformation initiatives (DTIs) to cope with technological changes, challenging competitive environments, increasing customer demands, and other digitalization challenges. The DTI spectrum is broad and covers structural and contextual changes. Companies often launch multiple. concurrent DTIs, resulting in considerable organizational complexity. However, there has been very little research into the successful management of the interplay between DTIs. Drawing on five management aspects (strategic alignment, governance, methods/IT, people, and culture) and insights from three case companies, we elucidate DTIs’ interplay, illustrating that beneficial DTI interplay management leads to a complementary duality instead of a competing dualism in organizational ambidexterity. We explicate that multiple concurrent DTIs can foster structural and contextual ambidexterity, which leads to hybrid ambidexterity, concluding that contextual ambidexterity coheres and balances exploration and exploitation efforts. Thereby, we contribute to a better understanding of DTIs, their interplay management, and their roles to foster hybrid ambidexterity.

现有公司正在启动数字化转型计划 (DTI)，以应对技术变革、充满挑战的竞争环境、不断增长的客户需求以及其他数字化挑战。DTI 范围很广，涵盖了结构和背景变化。公司经常推出多个。并发 DTI，导致相当大的组织复杂性。然而，很少有关于成功管理 DTI 之间相互作用的研究。利用五个管理方面（战略一致性、治理、方法/IT、人员和文化）和三个案例公司的见解，我们阐明了 DTI 的相互作用，说明有益的 DTI 相互作用管理导致互补的二元性而不是竞争的二元性在组织的二元性。我们解释了多个并发的 DTI 可以促进结构和上下文的二元性，从而导致混合二元性，得出的结论是上下文的二元性凝聚并平衡了探索和开发工作。因此，我们有助于更好地理解 DTI、它们的相互作用管理以及它们在培养混合双元性方面的作用。