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Reimagining Leadership and Organizational Culture in Digitally Native Firms: Distributed Leadership, Digital Trust, and Resilience Building in the E-Economy
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Author(s): J. Leema Christina (SRC, SASTRA University, India), R. Alamelu (SRC, SASTRA University, India), M. Sathya (SRC, SASTRA University, India)and R. Purushothaman (SRC, SASTRA University, India)
Copyright: 2026
Pages: 42
Source title:
Exploring Human Resource Innovations in E-Economy
Source Author(s)/Editor(s): Agnieszka Wojcik-Czerniawska (SGH Warsaw School of Economics, Poland)
DOI: 10.4018/979-8-3373-4307-5.ch010
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Abstract
This chapter develops the Digital Resilient Leadership Culture (DRLC) framework to analyse how digitally native firms structure leadership, trust, and organizational culture in remote-first, platform-governed environments. Drawing on four theoretical foundations—distributed leadership, digital trust, adaptive culture, and sociotechnical systems thinking, the chapter demonstrates how these firms co-produce resilience through infrastructural, ethical, and participatory mechanisms. Using a multi-method design combining conceptual synthesis, case analysis of six global firms, and document-based thematic coding, it reveals that resilience emerges not from isolated practices but from the interaction between system-embedded leadership, trust-by-design, and modular culture. This reconceptualization offers both scholarly and practical insights for designing human-centred, inclusive, and adaptable work environments in the e-economy.
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