Literature review: Understanding information systems strategy in the digital age

Teubner, Rolf Alexander; Stockhinger, Jan

doi:10.1016/j.jsis.2020.101642

Cited by 66 publications

(56 citation statements)

References 111 publications

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“…Given the extended time required for institutionalization in these instances, such studies of practice creation and diffusion could follow the historical methodological approaches outlined by Vaara and Lamberg (2016), for example. However, one pressing contemporary issue of practice‐driven institutionaization is how managers and consultants are transforming strategy practices in the face of digitalization, with the consequent mobilizing of social media, importing of big data and harnessing of artificial intelligence (Heavey et al., 2020; Teubner & Stockhinger, 2020; Von Krogh et al., 2021). Today's context is likely to be a period of prolific innovation in strategy practices.…”

Section: Connecting Streamsmentioning

confidence: 99%

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: Connecting Streamsmentioning

confidence: 99%

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

Kohtamäki

Whittington

Vaara

et al. 2021

Int J Management Reviews

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“…These changes enable organizations to gain a competitive advantage [35,36] and possibly sustainability [37,38] based on digitalization [9,39] and technology implementation [40,41] called digitization [42]. Digitization involves the use of (Information and Communication Technologies) ICT solutions to increase the efficiency of the existing processes [43,44] through automation [45,46]. However, in the European context [42], digitization as the core of the Industry 4.0 concept [47,48] is much more than just automation development [44,49].…”

Section: Literature Review 21 Definitional Issuesmentioning

confidence: 99%

“…The value is gained in the organization through value appropriation through control from digital industry architecture [79]. In turn, the evolution of digital competencies characteristic of RBV can be described as a path from ICT classified as a resource that yields a competitive advantage in the energy sector [45].…”

Section: Digital Strategiesmentioning

confidence: 99%

“…These are technologies known as SMAC, which is an acronym for social, mobile, analytics, and cloud [61]. "Though SMAC technologies are the driver, digitalization is not a mere technical phenomenon, but also an economic and societal one" [45]. The appearance of start-ups related to the energy sector transformation is the best example of the dissemination of digitization strategies in the area of innovation and renewable technologies in the energy sector [89].…”

Section: Digital Strategiesmentioning

confidence: 99%

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Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

et al. 2021

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Digital transformation is a concept based on the use of digitalization and digitization. Digitalization leads to change of business models and provides a competitive advantage also in the energy sector. The process of change towards a digital business requires a specific strategy type, aimed to solve problems with uncertainty caused by Industry 4.0 implementation. This paper aims to propose a theoretical model combining different digitalization strategies and business models. Their theoretical foundations were discussed in the literature review part and related empirical research questions were attempted to be answered by the reference method analysis. The quantitative method of analysis was based on the secondary data from Eurostat for all EU member states and backed the theoretical part in terms of ICT variables. The novelty of this research is based on Hellwig’s reference method used in management sciences and the presented managerial implications. The discussed challenges of the energy sector are related to the digital strategy implementation, relationships between digital transformation and business models, and solutions for such issues as strategy communication and new roles for managers, who should become digital leaders in the energy sector organizations. The main consequence of the proposed model in this study, for the energy sector companies’ managers, is that uncertainty in modern energy sector organizations is more related to employees and their technical skills than implemented ICT itself.

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“…The wave of "digital era" featuring digital information is coming, and the Internet, big data, AI, IoT, and smart cities are profoundly changing the societal development direction and evolution paths, as well as human production modes, social interactions, and lifestyles [6,7]. In the digital age of "everything is digital", the once vertical urbane hierarchical structure is dissolving due to the driving force of high-speed mobile Internet, cloud computing and Internet of Things.…”

mentioning

confidence: 99%

Development trend of urban design in “digital age”: Pan-dimensionality and individual-ubiquity

Wang

2021

Front. Struct. Civ. Eng.

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The wave of “digital age” featuring digital information is coming. Digital technology is profoundly changing the societal development direction and evolution paths. It also has significant bearing on production modes, social interactions and lifestyles. With regard to urban design, a system of knowledge about the creation and adaptation of material space forms that integrate humanities, art, technology and materials, digital technology has provided it with a brand-new and revolutionary scientific impetus for its evolution. The result of this evolution is “digital urban design paradigm based on human-computer interaction”, i.e., the urban development is moving toward “pan-dimensionality” and “individual ubiquity”. The future of urban design will construct a new approach to urban research and engineering, which is more complex, capable of accommodating and compatible with multiple goals of “instrumental rationality” and “value rationality”. Such a new approach shall be led by the probabilistic theory of “gray scale thinking”, reflecting quaternary synergetic view of “scientific rationality, ecological rationality, cultural rationality and technical rationality” to realize the cognitive progress of “engineering for the benefit of mankind”.

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Literature review: Understanding information systems strategy in the digital age

Cited by 66 publications

References 111 publications

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

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

Digitalization Business Strategies in Energy Sector: Solving Problems with Uncertainty under Industry 4.0 Conditions

Development trend of urban design in “digital age”: Pan-dimensionality and individual-ubiquity

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