Improvising Digital Transformation: Strategy Unfolding in Acts of Organizational Improvisation
Research output: Contributions to collected editions/works › Article in conference proceedings › Research › peer-review
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Americas Conference on Information Systems - AMCIS 2019. ed. / Guillermo Rodriguez-Abitia; Carlos Ferran; Martin Santana; Ramiro Montealegre. AIS eLibrary, 2019. (Proceedings of the Americas Conference on Information Systems (AMCIS); Vol. 2019).
Research output: Contributions to collected editions/works › Article in conference proceedings › Research › peer-review
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Bibtex
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RIS
TY - CHAP
T1 - Improvising Digital Transformation
T2 - Americas Conference on Information Systems - AMCIS 2019
AU - Zimmer, Markus Philipp
N1 - Conference code: 25
PY - 2019/7
Y1 - 2019/7
N2 - Digitalization disrupts markets leaving organizations with unprecedented challenges in increasingly turbulent business environments. To cope, organizations engage in their digital transformations. Crafting digital transformation strategies, they seek to exploit digital technologies to leverage new business opportunities. In management circles, crafting such digital transformation strategies is portrayed as an act of advanced planning and subsequent execution. In practice, however, strategy making in an unprecedented situation coined by a turbulent business environment, rather resembles the situational, intuitive practice of improvisation. Building on an ethnographic study in a large German car manufacturer (Car Inc.) undergoing its digital transformation, we report how Car Inc.’s digital transformation strategy unfolds in acts of organizational improvisation. Car Inc.’s digital transformation strategy is not planned and executed top-down but unfolds bottom-up coordinated by a digital unit purposefully organizing a sequence of multiple acts of organizational improvisation guided by a multi-layered minimal structure.
AB - Digitalization disrupts markets leaving organizations with unprecedented challenges in increasingly turbulent business environments. To cope, organizations engage in their digital transformations. Crafting digital transformation strategies, they seek to exploit digital technologies to leverage new business opportunities. In management circles, crafting such digital transformation strategies is portrayed as an act of advanced planning and subsequent execution. In practice, however, strategy making in an unprecedented situation coined by a turbulent business environment, rather resembles the situational, intuitive practice of improvisation. Building on an ethnographic study in a large German car manufacturer (Car Inc.) undergoing its digital transformation, we report how Car Inc.’s digital transformation strategy unfolds in acts of organizational improvisation. Car Inc.’s digital transformation strategy is not planned and executed top-down but unfolds bottom-up coordinated by a digital unit purposefully organizing a sequence of multiple acts of organizational improvisation guided by a multi-layered minimal structure.
KW - Business informatics
KW - Digital Transformation
KW - Digital Transformation Strategy
KW - Improvisation
UR - https://www.mendeley.com/catalogue/50511488-3a1d-31b5-bae5-fb98ab2240b1/
M3 - Article in conference proceedings
T3 - Proceedings of the Americas Conference on Information Systems (AMCIS)
BT - Americas Conference on Information Systems - AMCIS 2019
A2 - Rodriguez-Abitia, Guillermo
A2 - Ferran, Carlos
A2 - Santana, Martin
A2 - Montealegre, Ramiro
PB - AIS eLibrary
Y2 - 15 August 2019 through 17 August 2019
ER -