Disruptive Leadership and Digital Transformation: Understanding How Technology Manufacturing Companies Implement Modern HR Practices and Exploring the Distinctive Results within the Organization

This doctoral thesis examines the interplay between disruptive leadership and digital transformation within human resource (HR) practices, specifically within the technology manufacturing sector in Southeast Asia. As digital innovations accelerate, organizations face increased pressure to adapt their traditional operational models to remain competitive. Disruptive leadership—a modern leadership style derived from disruptive innovation theories by Christensen—encourages adaptability, risk-taking, and creativity in challenging established norms. When coupled with digital transformation, which leverages digital tools and processes, disruptive leadership has the potential to transform HR from a traditionally administrative function into a strategic organizational asset.

Utilizing a qualitative case study approach, this research explores how five technology manufacturing companies in Southeast Asia have integrated disruptive leadership and digital transformation into their HR practices. Data were gathered through interviews with HR leaders, organizational documents, and digital archives, providing insights into the unique challenges and advantages these companies experience. Findings reveal that disruptive leadership fosters a culture of digital readiness and continuous learning, empowering HR to employ data-driven decision-making and enhance employee engagement through digital tools. The study also highlights challenges in adoption, particularly regarding resistance to change and the resource demands of digital transformation.

The implications of this research are multifaceted. Practically, it offers actionable insights for HR professionals and leaders looking to implement digital transformation within disruptive leadership frameworks. Theoretically, it contributes to the literature by demonstrating how disruptive leadership principles can amplify the effectiveness of digital transformation in HR. The thesis concludes by proposing a practical model for adopting these approaches in similar organizational contexts, alongside recommendations for further research on cross-cultural and interdepartmental applications.