Towards a New Understanding of the e-Business Strategic Process: The Rise of a Dynamic Interaction-Based Approach

Ivang, Reimer

doi:10.1007/978-3-642-39747-9_3

Cited by 1 publication

(6 citation statements)

References 47 publications

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“…They are a series of dynamic interaction-based processes from which businesses generate knowledge to formulate and execute digital business strategies not simultaneously being implemented by competitors, which facilitates innovation and competitiveness through renewal (i.e. through continuous learning and innovation) (Ivang, 2014;Njoku, 2016;Njoku et al, 2019;Lenart-Gansiniec, 2019).…”

Section: Theoretical Framing 31 Organizational Learningmentioning

confidence: 99%

“…It is at this stage that leadership and organizational learning promote each other to create a synergy effect through innovative interaction among people. Often as a combination of planned and evolving actions to ensure innovativeness and strategic thinking in developing emergent strategies (Ivang, 2014). Involving organizational leaders' and participants' close cooperation, discussion and interaction to understand the implications of digital business strategy decisions through double-loop learning (Pitelis and Wagner, 2019;Ivang, 2014).…”

Section: Leadershipmentioning

confidence: 99%

“…Often as a combination of planned and evolving actions to ensure innovativeness and strategic thinking in developing emergent strategies (Ivang, 2014). Involving organizational leaders' and participants' close cooperation, discussion and interaction to understand the implications of digital business strategy decisions through double-loop learning (Pitelis and Wagner, 2019;Ivang, 2014). Meaning that boundaries are not clear and stable structures which serve as basis for predictions do not exist; thus it covers both strategy formulation and execution (Ivang, 2014).…”

Section: Leadershipmentioning

confidence: 99%

“…Strategies are needed to realize the benefits of the new business model. Ivang (2014) indicates that it will require dynamic interaction-based processes in which several organizational components co-create digital business strategic framework, as strategy should emerge through group-learning processes of action and reflection.…”

Section: Introductionmentioning

confidence: 99%

“…It is an organizational group learning and change process which like any organizational change process requires leadership to initiate the change and to have effective change implementation (Jarzabkowski, 2003;Bastardoz and van Vugt, 2019;Carrington et al, 2019).Thus, digital business strategies, the outcome of digital business strategizing, should emerge as a fruit of organizational group learning and change processes, dependent on an enabling and effective leadership. This has implications for innovation and competitiveness in Industry 4.0, as there is a great deal of learning in intraorganizational digital business strategizing before businesses develop strategies to innovate and derive competitive differentiation and leadership using the new business model (Ruel et al, 2011;Ivang, 2014;Schneider, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Digital business strategizing: the role of leadership and organizational learning

Ruel¹,

Rowlands

Njoku

2020

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Purpose This paper aims to develop a theoretical framework to understand the role of leadership and organizational learning in intra-organizational digital business strategizing, to contribute to our understanding of how digital business strategies emerge. Design/methodology/approach Based on a theoretical analysis of relevant literature to connect leadership and organizational learning to intra-organizational digital business strategizing, a co-creation model was developed. Findings The model demonstrates that digital business strategy emerge through the mediating role of leadership and organizational learning processes, facilitated by the moderating effect of contextual factors, which includes; strategic alignment, information technology competence, institutional trust and organizational change readiness. Research limitations/implications Two major limitations of this paper that warrant further research are as follows: the paper’s focus on intra-organizational digital business strategizing which excludes collaborative inter-organizational digital business strategizing among network organizations in Industry 4.0; and the need for empirical examination of the model to evaluate and validate it. Practical implications This paper offers a framework that will ensure that digital business strategizing maintains a fit between organizational strategy, structure, knowledge, culture, systems and processes that must align together to achieve the desired strategy. Originality/value To the best of the authors’ knowledge, this is the first study to explore the extendibility of leadership and organizational learning to digital business strategizing and to propose how digital business strategies emerge.

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Section: Theoretical Framing 31 Organizational Learningmentioning

confidence: 99%