Governance, Strategy, and Value of IS
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Paper Number
2240
Paper Type
short
Description
Scholars recommend that firms craft dedicated digital transformation strategies to cope with the fundamental changes brought by digitalization. While most of the extant research focuses on the concept and contents of such strategies, only a few studies focus on the actual “strategizing” practices. This is surprising since strategy-making in a digital business environment exhibits a somewhat situational character and is primarily associated with intuition and experimenting instead of deliberate planning. Intuition and experimentation are traits constituting the practice of improvisation. Consequently, we can expect organizational improvisation activities to make up a substantial part of firms' digital transformation journeys. The following study investigates how and where in the strategy-making process these activities appear and how they influence it. To this end, we propose a model that highlights the intersection points of improvisation and planning, and we outline an approach to answer the research question at hand.
Recommended Citation
Stockhinger, Jan, "Studying Digital Transformation Strategy Through an Organizational Improvisation Lens" (2021). ICIS 2021 Proceedings. 10.
https://aisel.aisnet.org/icis2021/governance/governance/10
Studying Digital Transformation Strategy Through an Organizational Improvisation Lens
Scholars recommend that firms craft dedicated digital transformation strategies to cope with the fundamental changes brought by digitalization. While most of the extant research focuses on the concept and contents of such strategies, only a few studies focus on the actual “strategizing” practices. This is surprising since strategy-making in a digital business environment exhibits a somewhat situational character and is primarily associated with intuition and experimenting instead of deliberate planning. Intuition and experimentation are traits constituting the practice of improvisation. Consequently, we can expect organizational improvisation activities to make up a substantial part of firms' digital transformation journeys. The following study investigates how and where in the strategy-making process these activities appear and how they influence it. To this end, we propose a model that highlights the intersection points of improvisation and planning, and we outline an approach to answer the research question at hand.
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