Digital transformation strategy making in pre-digital organizations: The case of a financial services provider

Chanias, Simon; Myers, Michael D. und Hess, Thomas (2019): Digital transformation strategy making in pre-digital organizations: The case of a financial services provider. In: Journal of Strategic Information Systems, Bd. 28, Nr. 1: S. 17-33

Abstract

The formulation and implementation of a digital transformation strategy (DTS) has become a key concern for many pre-digital organizations across traditional industries, but how such a strategy can be developed remains an open question. We used interpretive in-depth case study research to study how a European financial services provider has formulated and implemented a DTS. By focusing on the underlying processes and strategizing activities, we show that digital strategy making not only represents a break with the conventions of upfront strategic information systems (IS) planning, but reveals a new extreme of emergent strategy making. Specifically, we conclude that a DTS is continuously in the making, with no foreseeable end. By building on theory from IS strategizing and strategy-as-practice literature, we theorize an integrated process/activity model that characterizes DTS formulation and implementation in pre-digital organizations. Our model shows that the crafting of a DTS is a highly dynamic process involving iterating between learning and doing.

• Dokumententyp: Zeitschriftenartikel
• Fakultät: Betriebswirtschaft > Institut für Digitales Management und Neue Medien ; Mathematik, Informatik und Statistik > Informatik
• Themengebiete: 000 Informatik, Informationswissenschaft, allgemeine Werke > 004 Informatik ; 300 Sozialwissenschaften > 330 Wirtschaft
• ISSN: 0963-8687
• Bemerkung: Best Paper Award
• Sprache: Englisch