This research paper explores the persistent “Digital Paradox”—the phenomenon wherein significant investments in digital technologies fail to yield commensurate strategic value for organisations. Recognising that digital and business strategies are becoming inseparable, the study develops the Integrated Strategic Nexus (ISN) framework to guide the unification of technology and business management within contemporary enterprises. Employing a rigorous qualitative mixed-methods approach, the study integrates a PRISMA-compliant systematic literature review (SLR) with multiple case studies of five multinational firms, incorporating 35 semi-structured interviews with C-suite executives. Thematic analysis using NVivo 14 software underpins the findings. Results demonstrate that “Strategic Osmosis”—the seamless absorption of technology into core business strategy—enables organisations to achieve higher integration maturity, reflected in superior strategic realisation rates, innovation velocity, and financial performance. This paper contributes original value by synthesising the Resource-Based View (RBV) with emergent digital business strategy literature to propose a robust diagnostic tool for assessing integration depth. Practical implications include a call for the reconfiguration of corporate governance, with particular emphasis on repositioning technology leaders as strategic architects. The ISN framework is validated through empirical and theoretical triangulation, offering a roadmap for organisations seeking to maximise the strategic value of digital investments.
This research paper explores the persistent “Digital Paradox”—the phenomenon wherein significant investments in digital technologies fail to yield commensurate strategic value for organisations. Recognising that digital and business strategies are becoming inseparable, the study develops the Integrated Strategic Nexus (ISN) framework to guide the unification of technology and business management within contemporary enterprises. Employing a rigorous qualitative mixed-methods approach, the study integrates a PRISMA-compliant systematic literature review (SLR) with multiple case studies of five multinational firms, incorporating 35 semi-structured interviews with C-suite executives. Thematic analysis using NVivo 14 software underpins the findings. Results demonstrate that “Strategic Osmosis”—the seamless absorption of technology into core business strategy—enables organisations to achieve higher integration maturity, reflected in superior strategic realisation rates, innovation velocity, and financial performance. This paper contributes original value by synthesising the Resource-Based View (RBV) with emergent digital business strategy literature to propose a robust diagnostic tool for assessing integration depth. Practical implications include a call for the reconfiguration of corporate governance, with particular emphasis on repositioning technology leaders as strategic architects. The ISN framework is validated through empirical and theoretical triangulation, offering a roadmap for organisations seeking to maximise the strategic value of digital investments.