The digital work of strategists: Using open strategy for organizational transformation

Morton, Josh; Wilson, Alex; Cooke, Louise

doi:10.1016/j.jsis.2020.101613

Cited by 43 publications

(30 citation statements)

References 52 publications

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“…Conceptual tools such as strategy frameworks are sometimes included, especially as they take material form through their representations on flipcharts or PowerPoints (Burke & Wolf, 2020;Jarzabkowski & Kaplan, 2015;Vuorinen et al, 2018). Information technologies are increasingly prominent (Heavey et al, 2020;Morton et al, 2020). There is conceptual diversity, too.…”

Section: Central Themesmentioning

confidence: 99%

“…Deken et al., 2018; Jarzabkowski & Fenton, 2006). Strategizing has also been given a more specific prefix, ‘micro‐strategizing’ (Johnson et al., 2003; Morton et al., 2020). This subsidiary theme of the micro implies an intense focus on particular moments of strategizing activity, captured in detail: for example, brief interactions at board meetings, committee meetings or strategy retreats (Clarke et al., 2012; Hendry et al., 2010; Hoon, 2007).…”

Section: Mapping the Structure Of The Sap Fieldmentioning

confidence: 99%

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Making connections: Harnessing the diversity of strategy‐as‐practice research

Kohtamäki

Whittington

Vaara

et al. 2021

Int J Management Reviews

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Strategy-as-practice (SAP) has become one of the most vibrant areas of contemporary strategy research in the past two decades. As the field has grown significantly, we have witnessed an emergence of distinct streams of research within the SAP research community. Thus, it is time to take stock of this body of work to better understand the structure of the field and provide a refreshed agenda for future research. Our review is based on bibliometric analysis and a systematic review of 340 articles. As a result, we identify the following six clusters of research: praxis, sensemaking, discourse, sociomateriality, institutional and process. Co-citation analysis shows significant disconnects between some of these clusters. Building on our review, we identify various 'crossing strategies' for connecting across four disconnects: (i) micro and macro; (ii) sociomaterial and discourse; (iii) critical and more mainstream; and (iv) practice and process perspectives. By harnessing diversity, these crossing strategies suggest rich agendas for future SAP research, ranging from digitalization to gender inequality.

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Section: Central Themesmentioning

confidence: 99%

Section: Mapping the Structure Of The Sap Fieldmentioning

confidence: 99%

Making connections: Harnessing the diversity of strategy‐as‐practice research

Kohtamäki

Whittington

Vaara

et al. 2021

Int J Management Reviews

View full text Add to dashboard Cite

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“…Second, there are opportunities to study business strategies and their operationalization-that is, how fintech firms strategize to pursue a financial inclusion mission. A strategy-as-practice perspective (Morton et al, 2020;Vaara & Whittington, 2012) would be particularly useful in this regard. What decisions do fintech firms make concerning the portfolio of pro-poor financial services and the geographical scope of their service delivery?…”

Section: Business Strategies For Fintech-led Financial Inclusionmentioning

confidence: 99%

Making the world a better place with fintech research

Lagna

Ravishankar

2021

Information Systems Journal

110

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Financial technology (fintech) is seen as possessing significant potential to provide the poor access to financial services and help them escape the clutches of poverty. Surprisingly, Information Systems (IS) research has engaged little with fintech's promise of fostering financial inclusion for the poor. In the spirit of 'making a better world with ICTs', conducting 'responsible IS research for a better world' and 'understanding and tackling societal grand challenges through management research', we advance a framework for guiding IS research on fintech-led financial inclusion. Drawing on the IS literature and Information and Communication Technologies for Development (ICT4D) scholarship, we extrapolate five areas of research that can better illuminate fintech's contributions to financial inclusion: (a) business strategies for fintech-led financial inclusion; (b) digital artifacts of fintech-led financial inclusion; (c) business environment of fintech-led financial inclusion; (d) microfoundations of fintech for financial inclusion; (e) developmental impacts of fintech. We conclude with a discussion of how the five areas offer opportunities for impactful research on fintech and the promise of building a financially inclusive society.

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“…Such IT-enabled performance data visualizations, focused on the one-page visual strategy map goals, have been associated with organizational performance (Nitzl et al, 2018;Tavakoli et al, 2015a, b;Walldius, 2018;Wu et al, 2015). Strategy implementation will be stimulated whenever such IT enabled performance data visualizations are easily accessible, visually attractive, and in line with the content of the one-page visual strategy map (Bateman et al, 2016;Morton et al 2019Morton et al , 2020.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

Leading open strategizing practices for effective strategy implementation

Doeleman

Dun

Wilderom

2021

JSMA

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PurposeImplementing a new organizational strategy effectively nowadays is said to require open strategizing practices. The purpose of this paper is to examine the adoption of three intertwined open strategizing practices in conjunction with a transformational leadership style towards effective strategy implementation.Design/methodology/approachThe study was conducted within 37 geographically dispersed locations of a Dutch governmental organization. The top managers and senior managers were surveyed at two points in time (n T1 = 548; n T2 = 414) and group interviewed at T2. Exploratory factor and linear regression analyses were performed. The qualitative data pertaining to the specific way in which leaders can impact the relationship between open strategizing practices and strategy implementation was analyzed using the Gioia methodology.FindingsAs hypothesized, transformational leadership moderates the positive relationship between open strategizing practices and effective strategy implementation. This moderating effect was corroborated through the interview data in which the managers stressed the need for “intrinsically motivated” and “empowering” leaders to effectively support the adoption of their own locally-developed location strategy, as part of the overall strategy.Research limitations/implicationsDespite the timely focus on the three intertwined open strategizing practices, the findings are only based on the perceptions of the various top and senior managers employed by one Western public sector organization.Practical implicationsTop and senior managers who need to improve their organization's strategy implementation can apply the here tested three open strategizing practices. They should also be aware of the key role of transformational leadership.Originality/valueThe authors contribute to the “open” strategy-as-practice domain by showing how top and senior managers' transformational leadership style supports the beneficial effects of adopting the three practices.

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The digital work of strategists: Using open strategy for organizational transformation

Cited by 43 publications

References 52 publications

Making connections: Harnessing the diversity of strategy‐as‐practice research

Making connections: Harnessing the diversity of strategy‐as‐practice research

Making the world a better place with fintech research

Leading open strategizing practices for effective strategy implementation

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