Digital Transformation of Executive Secretarial Roles in GlobalTech Solutions

Thesis Abstract

The rapid digitalisation of corporate operations has redefined the traditional expectations and competencies of executive secretarial roles, particularly within global technology firms where data-driven decision-making, virtual collaboration, and automation are pervasive. This study investigates how digital transformation (DT) reshapes the duties, skills, and status of executive secretaries at GlobalTech Solutions, identifies barriers to effective DT integration, and assesses the resultant impact on organisational efficiency and executive support quality. The aim is to generate a theory-informed map of DT-driven role evolution and to offer actionable guidance for aligning secretarial competencies with strategic objectives in fast-paced tech environments. Specific objectives are (1) to delineate the scope and nature of digital tools, platforms, and workflows currently deployed in executive support at GlobalTech Solutions; (2) to examine changes in role expectations, autonomy, and decision-making authority among executive secretaries in response to DT; (3) to evaluate the relationship between digital competencies and perceived job performance, job satisfaction, and perceived value within the executive team; (4) to identify organisational, technological, and individual barriers to DT adoption in secretarial work; and (5) to develop a practical framework for sustainable DT-infused secretarial practice. The study adopts a mixed-methods design, integrating a cross-sectional survey and in-depth interviews. The population comprises executive secretaries and senior administrative assistants employed at GlobalTech Solutions’ headquarters and regional offices across three continents. A stratified random sample of 180 secretaries will be surveyed to capture variations in digitisation maturity, role seniority, and regional context, complemented by 40 in-depth interviews with a purposive sub-sample of senior secretaries, administrative coordinators, and executive assistants who actively participate in digital initiatives. Data collection instruments include a structured questionnaire measuring digital competence, tool adoption, perceived impact on performance, and job satisfaction, alongside semi-structured interview guides to elicit nuanced experiences of role evolution, training adequacy, and leadership support. Validity and reliability will be ensured through pilot testing (n=25), confirmatory factor analysis for the survey constructs, and intercoder reliability checks for qualitative coding. Quantitative data will be analysed using multiple regression and hierarchical linear modelling to explore relationships between digital competencies, tool utilisation breadth, and outcomes such as perceived performance and job satisfaction, while controlling for demographic and organisational factors. Structural equation modelling (SEM) will test a hypothesised model in which digital transformation mediates the relationship between targeted training interventions and executive support quality. Qualitative data will undergo thematic analysis, supported by NVivo, to identify recurrent patterns regarding barriers, enablers, and best practices in DT-driven secretarial work. Triangulation will be employed to integrate quantitative and qualitative findings and to strengthen the robustness of conclusions. Expected findings include (i) a positive association between higher levels of digital competence and improved service quality, faster response times, and enhanced perceived strategic value of executive secretaries; (ii) evidence that automation and collaborative platforms reallocate routine tasks away from secretaries, enabling greater involvement in high-value activities such as calendar orchestration, information synthesis for executives, and project administration; (iii) identification of persistent gaps in digital literacy, change management support, and access to user-centric tools that hinder full DT realisation; and (iv) a validated framework outlining role profiles, required competencies, and a phased implementation plan for DT integration in executive secretarial practice. The study contributes to knowledge by empirically mapping how DT reframes professional identities and workflows in executive support within a multinational technology firm, extending theories of role theory, technology acceptance, and organisational learning to a new professional microcosm. It offers a pragmatic model—DT-Enabled Secretary Competence (DTESC)—that combines competence dimensions, tool ecosystems, and governance structures to guide strategic human–tech alignment. Recommendations include (a) targeted upskilling programs and micro-credentialing for digital tool proficiency; (b) redesign of secretarial roles to emphasize strategic support, data synthesis, and cross-functional collaboration; and (c) governance mechanisms for consistent technology adoption, change management, and data security. The study concludes that deliberate, evidence-based DT strategy for executive secretaries enhances organisational agility, executive decision-making support, and overall corporate performance in GlobalTech Solutions.