Reconciling Deliberateness and Emergence in Digital Transformation Strategy Formation — An Organizational Improvisation Perspective
Research output: Contributions to collected editions/works › Article in conference proceedings › Research › peer-review
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ICIS 2022 Proceedings: Digitization for the next generation. AIS eLibrary, 2022. 2124.
Research output: Contributions to collected editions/works › Article in conference proceedings › Research › peer-review
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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 -