Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective

Publikation: Beiträge in SammelwerkenAufsätze in KonferenzbändenForschungbegutachtet

Standard

Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective. / Stockhinger, Jan ; Werner, Matthias.
ICIS 2022 Proceedings: Digitization for the next generation. AIS eLibrary, 2022. 2124.

Publikation: Beiträge in SammelwerkenAufsätze in KonferenzbändenForschungbegutachtet

Harvard

Stockhinger, J & Werner, M 2022, Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective. in ICIS 2022 Proceedings: Digitization for the next generation., 2124, AIS eLibrary, Conference - International Conference on Information Systems, Copenhagen, Dänemark, 09.12.22. <https://aisel.aisnet.org/icis2022/governance_is/governance_is/11/>

APA

Vancouver

Stockhinger J, Werner M. Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective. in ICIS 2022 Proceedings: Digitization for the next generation. AIS eLibrary. 2022. 2124

Bibtex

@inbook{5eedadc6100e4257974f68fde5fd6308,
title = "Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective",
abstract = "While current research on digital transformation strategy (DTS) promotes the usefulness of planning rationality, the role of serendipity and its impact on the DTS formation has been neglected so far. Given the environmental volatility and disruptions executives face today, we contend that reconfiguring through planning alone is impossible. Instead, as organizations encounter unexpected occurrences, they need to improvise with the means immediately at hand. In our study, we explore the intersection of DTS formation and improvisation. Drawing on Mintzberg and Waters{\textquoteright} (1985) strategy formation concept, we present a typology of three DTS formation approaches and analyze their viability for satisfying the demand for organizational improvisation in the DTS formation context. Our study contributes to the nascent discussion on strategic improvisation by shedding light on a crucial but latent layer of strategy-making that provides untapped insights for better understanding the mechanisms affecting DTS formation.",
keywords = "Business informatics",
author = "Jan Stockhinger and Matthias Werner",
note = "ICIS 2022 Proceedings, Track: Governance, Strategy and Value of IS, 11 ; Conference - International Conference on Information Systems : Digitization for the next generation, ICIS 2022 ; Conference date: 09-12-2022 Through 14-12-2022",
year = "2022",
language = "English",
booktitle = "ICIS 2022 Proceedings",
publisher = "AIS eLibrary",
address = "United States",
url = "https://icis2022.aisconferences.org/",

}

RIS

TY - CHAP

T1 - Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective

AU - Stockhinger, Jan

AU - Werner, Matthias

N1 - Conference code: 43

PY - 2022

Y1 - 2022

N2 - While current research on digital transformation strategy (DTS) promotes the usefulness of planning rationality, the role of serendipity and its impact on the DTS formation has been neglected so far. Given the environmental volatility and disruptions executives face today, we contend that reconfiguring through planning alone is impossible. Instead, as organizations encounter unexpected occurrences, they need to improvise with the means immediately at hand. In our study, we explore the intersection of DTS formation and improvisation. Drawing on Mintzberg and Waters’ (1985) strategy formation concept, we present a typology of three DTS formation approaches and analyze their viability for satisfying the demand for organizational improvisation in the DTS formation context. Our study contributes to the nascent discussion on strategic improvisation by shedding light on a crucial but latent layer of strategy-making that provides untapped insights for better understanding the mechanisms affecting DTS formation.

AB - While current research on digital transformation strategy (DTS) promotes the usefulness of planning rationality, the role of serendipity and its impact on the DTS formation has been neglected so far. Given the environmental volatility and disruptions executives face today, we contend that reconfiguring through planning alone is impossible. Instead, as organizations encounter unexpected occurrences, they need to improvise with the means immediately at hand. In our study, we explore the intersection of DTS formation and improvisation. Drawing on Mintzberg and Waters’ (1985) strategy formation concept, we present a typology of three DTS formation approaches and analyze their viability for satisfying the demand for organizational improvisation in the DTS formation context. Our study contributes to the nascent discussion on strategic improvisation by shedding light on a crucial but latent layer of strategy-making that provides untapped insights for better understanding the mechanisms affecting DTS formation.

KW - Business informatics

M3 - Article in conference proceedings

BT - ICIS 2022 Proceedings

PB - AIS eLibrary

T2 - Conference - International Conference on Information Systems

Y2 - 9 December 2022 through 14 December 2022

ER -

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