Digital strategizing: An assessing review, definition, and research agenda

Morton, Josh; Amrollahi, Alireza; Wilson, Alex

doi:10.1016/j.jsis.2022.101720

Cited by 24 publications

(22 citation statements)

References 104 publications

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“…42 This includes guidance on the different tools and techniques managers can use to leverage multiple voices in their environment (e.g., face-to-face and online channels). 43 In conclusion, this research offers managers three clear ways in which they can leverage polyphony. Strategy making today is a process that often draws on multiple voices, and this can be beneficial for deep reflection in the pursuit of agility.…”

Section: Contributions To Existing Literature and Conclusionmentioning

confidence: 95%

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

Morton

2023

California Management Review

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Although agility is often associated with rapid speed and flexibility, having processes for “deep reflection” is also crucial. This includes the need for collective dialogs across and outside organizations to build greater awareness of, and attention to, strategic issues. How do managers involve a wider range of stakeholder voices in strategy as they pursue agility? This article identifies three practices that synergistically contribute to agility and conceptualizes them in a framework for managers called the “Strategy Making as Polyphony Wheel.” The work outlines several implications for managerial practice and research.

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Section: Contributions To Existing Literature and Conclusionmentioning

confidence: 95%

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

Morton

2023

California Management Review

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“…Digital strategizing is considered as the third (highest) level of digital maturity following IT strategizing (the lowest level of maturity), and Aligned strategizing (medium level of maturity) (Chanias et al, 2019) A domain focused on the interplay between digital technologies and people at different levels of organisations in processes that form, transmit, implement, host, and support strategy (Morton et al, 2022) Digital strategizing necessarily covers a range of areas including the use of IS for strategy and strategizing, the mobilisation of strategic IS, and the formulation and implementation of specific (digital) strategies (Morton et al, 2022) Figure 1 Industry 5.0. Key Definitions…”

Section: Industry 50mentioning

confidence: 99%

“…At the same time, specific digital tools and technologies of strategizing -digital twins and artificial intelligence -are considered in the works of (Surovitskaya, 2021;Simchenko et al, 2021). Scientists who are directly engaged in digital strategizing research are represented primarily by (Morton et al, 2022;Glukhov et al, 2022;Babkin et al, 2022a;Kalinin, 2021;Morton et al, 2020;Ruel et al, 2020;Chanias et al, 2019). Figure 2 presents key definitions of digital strategizing.…”

Section: Digital Strategizingmentioning

confidence: 99%

A Framework for Digital Development of Industrial Systems in the Strategic Drift to Industry 5.0

Бабкин¹,

Shkarupeta²,

Kabasheva³

et al. 2022

IJTech

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Industry 5.0 is an integral driving force for industrial development to overcome a resurgent strategic drift. This solution is a perfect tool to ensure a sustainable, human-centered, and resilient industry and encourage man-machine collaboration within intelligent cyber-social systems. A complete shift to Industry 5.0 is only feasible when industrial systems apply digital strategizing to enhance digital development. That would invite technologies and humans to facilitate all operational and customer dealings, significantly increasing the rate of innovation. This research aims to articulate a multi-perspective conceptual framework based on the premises of digital development of industrial systems in the strategic drift to Industry 5.0. The methodology implied in this research rests on an interview with industry experts, a case study of digitalization leaders in 2021, extensive and systematic literature review and scientometric analytical tools, content analysis and foresight. In this paper, the authors reframe the concept of digital strategy and consider it as a notion independent of digitalization strategy and digital transformation strategy that is traditionally based on the formation of digital thinking, implementation of digital behavior patterns, the transformation of mindset, and strategic wisdom. As a result, a brand-new perspective on Industry 5.0 is suggested -Nooindustry 5.0. This digital development framework provides grounds for a digital business strategy to advance and shapes a platform-operating model to nurture the digital maturity of industrial systems. This research identifies key strategies for the transformation of an industrial system into a bionic one to sail through the current strategic drift. Further scientific work has to be carried out in order to assess the impact and effects of digital development of industrial systems while shifting to Industry 5.0.

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“…It has been widely acknowledged that digital technologies no longer merely play a subservient or secondary role in business strategy, but become part of the strategy (Chen et al ., 2010). Existing digital strategizing literature has strived to study the connection between digital technology and strategizing (Morton et al ., 2022). As a result of this emerging stream of literature on digital strategizing, the emphasis of DT shifts from exploitation, which aims at improving efficiency via information technologies, to a pursuit of both exploitation and exploration, which is featured by innovation and opening new business opportunities (Teubner and Stockhinger, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Third, focusing on disparate components of DT that can achieve different performance goals of the firms, our results contribute to the stream of digital strategizing. The emerging digital strategizing research has connected the field of information technology and strategy but has not yet examined the specific role of digital technology in the strategic management of organizations (Morton et al ., 2022). According to our study, DT exploitation is efficiency-oriented, DT exploration is growth-oriented and DT ambidexterity outperforms DT exploitation and DT exploration, indicating that it has a comprehensive effect on business performance.…”

Section: Introductionmentioning

confidence: 99%

Digital transformation ambidexterity and business performance

Liu

2023

JEIM

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PurposeWhat distinguishes digital transformation from other traditional IT transformations is its involvement of the entire organization, rather than merely the IT department. Thus, instead of taking a perspective that is confined to the IT department, this paper studies the ambidextrous nature of digital transformation (DT) from the standpoint of the whole firm. The authors define DT ambidexterity as the capability to utilize digital technology to simultaneously improve the efficiency of existing businesses (DT exploitation) and to promote business growth (DT exploration).Design/methodology/approachUsing annual reports of Chinese firms as a mining material, this paper deploys text mining and word frequency analysis to develop a data set of digital transformation to construct DT exploitation, DT exploration and DT ambidexterity, so that the authors can examine and compare their impact on business performance.FindingsThis study's statistics show that observations in this research sample mainly manifest DT ambidexterity and DT exploitation, while DT exploration makes up the smallest proportion. The authors find that DT exploitation, DT exploration, and DT ambidexterity have positive, yet heterogeneous effects on business performance.Research limitations/implicationsThis study expands the existing literature of IT-related ambidexterity by examining the ambidextrous nature of DT from the angle of company-wide strategy instead of the perspective from IT-department and expands the extant literature of digital transformation by examining the heterogeneous effects of its different components on business performance. The authors also add to the digital strategizing literature by showing that different business strategy goals can be attained through different stages of DT.Originality/valueThis study expands the existing literature of IT-related ambidexterity by examining the ambidexterity nature of DT from the angle of company-wide strategy instead of the perspective from IT department and expands the extant literature of digital transformation by examining the heterogeneous effects of its different components on business performance. The authors also add to the digital strategizing literature by showing that different business strategy goals can be attained through different stages of DT.

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Digital strategizing: An assessing review, definition, and research agenda

Cited by 24 publications

References 104 publications

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

Strategy Making as Polyphony: How Managers Leverage Multiple Voices in Pursuing Agility

A Framework for Digital Development of Industrial Systems in the Strategic Drift to Industry 5.0

Digital transformation ambidexterity and business performance

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