Nowadays, digitalisation affects and transforms a significant part of production and consumption processes in all economic sectors. This scenario generates an increasing concern among CEOs to understand the present and future impact of the digital revolution on their companies and industries. In response to this, an emergent line of research is studying how organisations adapt their capabilities, processes and routines as an answer to this transformation. Based on the approach of strategy micro-foundations, this research analyses how open innovation strategies emerge from the individual level. Specifically, the proposed model examines: (1) the influence of the characteristics of the CEO and its management team on the creation of these strategies; (2) the impact of team traits and diversity on the attitude of employees towards external knowledge; (3) how that combination of open innovation, absorptive capacity and innovation of the business model drive digital transformation; and (4) the effect of this transformation in organisational performance. Consequently, this research contributes to this research area because it offers an integral framework which connects human and strategic factors to essential organisational dynamics to navigate successfully through digital disruption.