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

•Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a digital transformation strategy is a highly dynamic process.•We propose a process model for pre-digital organizations in traditional industries. T...

Full description

Saved in:
Bibliographic Details
Published in:The journal of strategic information systems Vol. 28; no. 1; pp. 17 - 33
Main Authors: Chanias, Simon, Myers, Michael D., Hess, Thomas
Format: Journal Article
Language:English
Published: Kidlington Elsevier B.V 01.03.2019
Elsevier Science SA
Subjects:
Case studies
Conventions
Decision making
Digital transformation strategy
Financial services
Information systems
Information technology
Interpretive case study
IS strategizing
Learning
Organizations
Strategies
Studies
Transformation
Interpretive case study
Digital transformation strategy
IS strategizing
Financial services
ISSN:0963-8687, 1873-1198
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:•Digital strategy making is different from upfront strategic planning.•A digital transformation strategy is continuously in the making.•The crafting of a digital transformation strategy is a highly dynamic process.•We propose a process model for pre-digital organizations in traditional industries. 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.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 14
ISSN:0963-8687
1873-1198
DOI:10.1016/j.jsis.2018.11.003