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Paper Number
ICIS2025-1350
Paper Type
Short
Abstract
When companies offer digital solutions that adhere to logics contradicting the ones established in the respective markets, careful strategizing is critical. That is because companies need to balance promoting the unique value creating instances engendered by the logics, while simultaneously addressing concerns of resistance and market fit. This balance becomes even more challenging considering the shifting nature of IT logics, and the inherent dynamism that characterizes strategizing. Yet, our knowledge on how the contradictions of logics afforded by IT innovations relate to strategizing and how their shifts lead to changes in organizations’ strategies remains limited. To address this, we conduct a longitudinal case study of a company offering business process management tools whose logics challenge the established industry logics. Our preliminary findings present the shifts of logics in three phases and explain the changes in strategies brought by each shift. The findings contribute to IS strategy research and practice.
Recommended Citation
Keramidis, Panagiotis and Shollo, Arisa, "Shifting Logic Fights: Implications for Digital Strategy" (2025). ICIS 2025 Proceedings. 3.
https://aisel.aisnet.org/icis2025/digitstrategy/digitstrategy/3
Shifting Logic Fights: Implications for Digital Strategy
When companies offer digital solutions that adhere to logics contradicting the ones established in the respective markets, careful strategizing is critical. That is because companies need to balance promoting the unique value creating instances engendered by the logics, while simultaneously addressing concerns of resistance and market fit. This balance becomes even more challenging considering the shifting nature of IT logics, and the inherent dynamism that characterizes strategizing. Yet, our knowledge on how the contradictions of logics afforded by IT innovations relate to strategizing and how their shifts lead to changes in organizations’ strategies remains limited. To address this, we conduct a longitudinal case study of a company offering business process management tools whose logics challenge the established industry logics. Our preliminary findings present the shifts of logics in three phases and explain the changes in strategies brought by each shift. The findings contribute to IS strategy research and practice.
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18-Strategy