B2b Inter-Organisational Digitalisation Strategies - Towards Interaction Based Approach

Ivang, Reimer; Rask, Morten

doi:10.2139/ssrn.1135587

Cited by 1 publication

(1 citation statement)

References 26 publications

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“…Given the pluralistic nature of organizations (Denis, Langley, & Rouleau, 2007;Smith, Lewis, Jarzabkowski, & Langley, 2017b), dual or even multiple strategies that have different legitimacy appeals to different stakeholders are likely to be increasingly pertinent, and to create extensive challenges for organizations (Comeau-Vallée, Denis, Normandin, & Therrien, 2017;Denis, Langley & Sergi, 2012). While our study examined a new SUST, there are likely to be many other contexts in which one or more new strategies need to be co-enacted with an existing strategy, such as digitalization strategies (e.g., Ivang, Rask, & Hinson, 2009), online strategies (e.g., Edelman, 2007), or regulatory strategies (e.g., Jarzabkowski et al, 2013;Marcus & Geffen, 1998), giving rise to legitimacy struggles during their implementation. Thus, studying how multiple, potentially competing strategies are constructed as (il)legitimate relative to each other during strategy implementation provides a fruitful avenue for future research.…”

Section: Discussionmentioning

confidence: 99%

Toward a Process Theory of Making Sustainability Strategies Legitimate in Action

Hengst

Jarzabkowski

Hoegl

et al. 2020

AMJ

130

125

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We draw on a three-year qualitative study of the processual dynamics of implementing a sustainability strategy alongside an existing mainstream competitive strategy. We show that despite the legitimacy of the sustainability strategy at the organizational level, actors experience tensions with its implementation at the action level vis-à-vis the mainstream strategy, thus creating the potential for decoupling. Our findings show that working through these tensions on specific tasks, enables actors to legitimate the sustainability strategy in action and to co-enact it with the mainstream strategy within those tasks. Cumulatively, multiple instances of such co-enactment at the action level reinforce the organizational-level legitimacy of the sustainability strategy and its integration with the mainstream strategy. We draw these findings together into a dynamic process model that contributes to the literature on integration of dual strategies at the action and organizational levels as a process of legitimacy making.

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