Impact of Digital Transformation on Executive Secretaries’ Roles and Performance Outcomes

Thesis Abstract

The rapid digitalization of organizational processes has transformed the workflows and competencies expected of executive secretaries, yet empirical clarity on how digital transformation (DT) reshapes their roles and performance outcomes remains limited. This study addresses the problem that, despite widespread adoption of enterprise collaboration tools, AI-assisted scheduling, and documentAutomation, there is insufficient evidence on how these technologies influence task scope, decision-making autonomy, and perceived performance. The aim is to examine the relationship between DT implementations and executive secretaries’ role evolution and performance outcomes within mid-to-large sized corporations. Specific objectives are to (i) identify the digital capabilities most utilized by executive secretaries, (ii) assess changes in role clarity, task complexity, and autonomy attributable to DT, (iii) evaluate the impact of DT on objective performance indicators (task completion time, error rates, and stakeholder satisfaction), and (iv) determine moderating effects of organizational support and individual technostress. The study is guided by the structuration theory to understand reciprocal shaping of technology use and organizational practice, and by the dynamic capability view to frame DT as a source of competitive advantage through enhanced administrative performance. A mixed-methods design will be employed, combining a cross-sectional survey (n=420 executive secretaries across 12 industries) with in-depth semi-structured interviews (n=40) to triangulate quantitative and qualitative insights. Quantitative data will be collected via a structured questionnaire measuring DT maturity, perceived role clarity, autonomy, and objective performance metrics sourced from human resource and operations records (average daily tasks completed, task turnaround time, and error frequency). Reliability will be ensured through Cronbach’s alpha and composite reliability checks, while validity will be established via confirmatory factor analysis. Hypotheses will be tested using multiple regression analyses to determine the effects of digital capability indices on role-related outcomes (H1 DT maturity positively influences role clarity; H2 DT maturity positively influences task autonomy; H3 DT maturity positively influences performance metrics). Moderating effects of perceived organizational support (POS) and technostress will be tested using interaction terms and PROCESS macro techniques for conditional effects (H4, H5). Qualitative data will be analyzed using thematic analysis to extract recurring patterns in how executives perceive changes in delegation, decision rights, and collaboration with digital tools. The integration of results will occur through a convergent design, with quantitative findings interpreted alongside qualitative themes to provide nuanced explanations for observed relationships. Ethical considerations will include informed consent, anonymity, data protection in compliance with GDPR standards, and organizational clearance for access to performance records. Expected findings anticipate that higher DT maturity correlates with expanded role responsibilities and greater autonomy, accompanied by improved objective performance (reduced task turnaround times and lower error rates) and higher stakeholder satisfaction. However, these benefits are likely contingent on supportive organizational climate and manageable technostress, indicating that employee training, change management, and user-centric interface design mediate outcomes. The study contributes to knowledge by empirically detailing how DT reshapes administrative labor, clarifying the link between digital capabilities and measurable performance improvements, and identifying critical moderating conditions for successful DT implementation in secretarial functions. Practical implications include evidence-based guidance for organizations to structure digital investment in administrative support, design targeted upskilling programs, and cultivate supportive environments that minimize technostress. The conclusion will emphasize that digital transformation, when complemented by robust organizational support, enhances executive secretaries’ roles and performance, whereas neglecting social-technical factors may attenuate potential gains. Recommendations for future research include longitudinal studies to assess DT impact over time and sector-specific analyses to explore differential effects across organizational contexts.