Aligning with new digital strategy: A dynamic capabilities approach

Yeow, Adrian; Soh, Christina; Hansen, Rina

doi:10.1016/j.jsis.2017.09.001

Cited by 455 publications

(392 citation statements)

References 52 publications

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“…A fourth research stream concerns the governance of digital innovations. Past research in this area has investigated the design and setup of organizational governance structures (Alt 2018;Hess and Constantiou 2018;Nambisan et al 2017) or the development and implementation of IT and digital transformation strategies (Bharadwaj et al 2013;Chanias et al 2019;Matt et al 2015;Yeow et al 2017). Additionally, this stream also investigates how organizations can manage the diffusion trajectory and adoption of digital innovations (Pousttchi and Dehnert 2018;Repschlaeger et al 2013) or how organizations should effectively and efficiently govern digital innovation projects (Hess and Barthel 2017).…”

Section: Research Stream 4: Governance Of Digital Innovationsmentioning

confidence: 99%

“…However, it is crucial for organizations to align their digital transformation strategies with other organizational or functional strategies such as IT or general business strategies (Bharadwaj et al 2013;Hess et al 2016). Besides, the development and realization of digital transformation strategies depends strongly on the interplay of an organization's centralized (i.e., management driven top-down) and decentralized (i.e., emerging bottom-up) digital transformation activities (Chanias 2017;Chanias et al 2019;Yeow et al 2017).…”

Section: Digital Transformation Governance Processesmentioning

confidence: 99%

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Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

111

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In the digital era, organizations can use digital technologies to develop new digital products and services, business processes, or business models. These so-called digital innovations pose a serious challenge for both theory and practice. Accordingly, the last years have brought forward a multitude of research in this area. With this article we want to link existing research streams on digital innovations and, thus, pave the way for future research in this area. Therefore, we consolidate prevailing work on digital innovations into a technology-driven "linking" framework on digital innovations and their embedding in organizations. According to our framework, the realization and embedding of digital innovations into organizations manifests along three concentric rings: the technology-driven development and the different implementation categories of digital innovations at the core, the enablers of digital innovations in a second ring, and the governance of digital innovations in a third ring. Based on the proposed framework we point out promising areas for further research in this field.

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Section: Research Stream 4: Governance Of Digital Innovationsmentioning

confidence: 99%

Section: Digital Transformation Governance Processesmentioning

confidence: 99%

Digital innovations

Wiesböck¹,

Heß²

2019

Electron Markets

111

View full text Add to dashboard Cite

show abstract

“…In the new turbulent environment, innovation is expected to lead to and sustain new competitive advantages (Dongback 2017;Nylén and Holmström 2015). Old strategic thinking becomes obsolete and disaligns the organization from fast-changing markets (Day and Schoemaker 2016;Yeow et al 2017). El Sawy et al (2010 refer to IT innovation as a necessary reaction to turbulent environments.…”

Section: Diagnosis: New Grounds For Competitive Advantagementioning

confidence: 99%

“…In this stream of literature, new media are portrayed as independent external forces that disintermediate the value chain (Kim et al 2004;Mol et al 2005), create new markets (Miah et al 2017;Rosenberger et al 2009;Singer 2006), make markets change quickly (Day and Schoemaker 2016;Yeow et al 2017) and introduce a new logic of competition and collaboration (Grover and Kohli 2013;Pagani 2013;Tsekouras et al 2013). In other words, new media are described as doing something to companies and companies must therefore adapt through, for instance, e-strategies (Buhalis 2004;Stace et al 2004).…”

Section: Assumptions About New Mediamentioning

confidence: 99%

New Media and Strategy Research: Towards a Relational Agency Approach

Gulbrandsen

Plesner

Raviola

2019

Int J Management Reviews

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A rapidly growing body of literature focuses on the relationship between new media and strategy, and offers recommendations regarding appropriate strategic actions in relation to new media. This paper systematically reviews 130 articles with a focus on the diagnoses they provide and the directions they offer strategists regarding the role of new media in strategy. The analysis identifies four main ways of conceptualizing new media in the literature: as forces in an increasingly turbulent strategic environment; as changing the role of strategists; as tools for strategically engaging stakeholders; and as both increasing and decreasing the control necessary for strategy making. These conceptualizations are based on often‐implicit assumptions about ‘agency’ in strategy: new media are seen either as forces influencing strategy or as tools in the hands of humans, who are portrayed as the agents of strategy. In both cases, new media are black‐boxed, such that their specific properties and ways of becoming embedded in particular contexts are rarely examined. After discussing these assumptions and a limited number of studies that challenge them, the paper develops an approach to strategy and new media based on a relational understanding of agency, an attention to technological affordances and a methodological sensitivity to tracing strategy‐making assemblages of human and non‐human elements. We argue that future research based on this approach will advance our knowledge of strategy making in ways that do not take new media for granted and ways that are attentive to different kinds of agency.

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“…Among the body of organizational capabilities, dynamic capabilities offer a useful lens to help us understand how an organization can transform its strategy, its existing resource base, as well as the whole ecosystem in which it evolves [18]. Dynamic capabilities are enabled through a set of organizational actions that are working together to facilitate changes and adaptation [19].…”

Section: Introductionmentioning

confidence: 99%

Open Innovation in the Public Sector: A Dynamic Capabilities Perspective and the Role of Information Technology

Coulon

Templier

Bourdeau

et al. 2020

Proceedings of the Annual Hawaii International Conference on System Sciences

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Public sector organizations (PSOs) are facing important structural, financial, environmental, and technological pressures. To adapt and respond to this complex and changing environment, PSOs need to deploy new innovative and collaborative approaches to capture and capitalize on specialized knowledge coming from a wider number of contributors. Open innovation (OI) is one such promising approach. Drawing on a dynamic capabilities perspective and based on an analysis of 100 case study reports of OI initiatives, we identified 16 key organizational actions deployed by PSOs to implement OI initiatives. Data analysis showed that PSOs' dynamic capabilities of sensing, seizing and transforming are enacted and collectively used to engage in OI initiatives through these 16 organizational actions. In virtually all of these organizational actions, information technology (IT) plays a key role either as a central support tool or as an outcome.

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Aligning with new digital strategy: A dynamic capabilities approach

Cited by 455 publications

References 52 publications

Digital innovations

Digital innovations

New Media and Strategy Research: Towards a Relational Agency Approach

Open Innovation in the Public Sector: A Dynamic Capabilities Perspective and the Role of Information Technology

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