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Article
Publication date: 1 March 2000

Gary J. Stockport

This article considers strategic transformation and how organisations can learn to become better at strategically transforming themselves over time. Two case studies are…

4865

Abstract

This article considers strategic transformation and how organisations can learn to become better at strategically transforming themselves over time. Two case studies are considered, Marks & Spencer and Intel, and these provide two contrasting examples of how organisations can either be reactive or proactive in managing strategic transformation. The article argues that in order for strategic transformation to become an art it must become part of the unconscious competence mindset of the organisation. A number of questions/statements are developed which help managers to fine‐tune their strategic transformation skills and these are interlinked and combine to form a strategic transformation framework. Thus, the article intends to be of practical use to managers.

Details

European Journal of Innovation Management, vol. 3 no. 1
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 19 June 2017

Mark R. Mallon

Strategic transformations are likely necessary for all organizations at some point in their existence, but the role of external stakeholders in committing resources to…

Abstract

Purpose

Strategic transformations are likely necessary for all organizations at some point in their existence, but the role of external stakeholders in committing resources to support transformations has been largely overlooked. This paper aims to begin to fill this gap by developing a theoretical model detailing which factors increase the likelihood that financial stakeholders will commit resources to strategic transformation.

Design/methodology/approach

Neo-institutional and stakeholder theories are applied to the strategic transformation phenomenon to develop six propositions regarding financial stakeholders’ resource commitment to strategic transformation.

Findings

Moral legitimacy, pragmatic legitimacy and unfamiliarity with the firm directly affect the likelihood that financial stakeholders will commit resources to strategic transformation. Cognitive legitimacy or familiarity amplifies the positive effect of pragmatic legitimacy on resource commitment, and pragmatic legitimacy lessens the negative effect of unfamiliarity with the firm on resource commitment.

Originality value

This paper lays out a clear conceptual model of the antecedents of financial stakeholders’ resource commitment to strategic transformation, aiding practitioners in securing critical stakeholder support and filling an important gap in strategic transformation/stakeholder literature.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 15 no. 2
Type: Research Article
ISSN: 1536-5433

Keywords

Article
Publication date: 16 August 2022

Ke Wang, Zhichao Zhang, Jie Xiong, Hongwei Li, Haibo Liu and Huimin Ma

Recent studies have indicated that digital transformation can benefit an organization’s strategic renewal. However, there is little knowledge on how business executives…

Abstract

Purpose

Recent studies have indicated that digital transformation can benefit an organization’s strategic renewal. However, there is little knowledge on how business executives engage in digital transformation for this purpose, especially in the service sectors of emerging markets. Therefore, this study aims to examine how business managers accomplish strategic renewal through digital transformation in emerging markets.

Design/methodology/approach

The authors conducted a longitudinal single case study of a leading business firm in China’s real estate industry, China Overseas Land & Investment Ltd. (COLI). Results of the analysis of semistructured interviews and rich secondary data allowed us to better understand how business managers react to changing customer demands by building and implementing divergent digital tools to fulfill strategic renewal.

Findings

The results showed that business executives of COLI developed the Whole Life Cycle Management System, to achieve strategic renewal. The system benefits resource allocation and potential adjustments to strategic goals. This study also helps update the organizational structure of the marketing and consumer services departments, helping better satisfy consumers’ demands and waste fewer resources. Thus, COLI accomplished structural, contextual and leadership-based ambidexterity.

Originality/value

This study provides a fresh understanding of the link between digitalization and strategic renewal by providing a fine-grained analysis of leading service providers in emerging markets. To the best of the authors’ knowledge, this study is among the first to investigate the role of digital transformation in strategic renewal from an ambidexterity perspective.

Details

Journal of Business Strategy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0275-6668

Keywords

Open Access
Article
Publication date: 19 May 2020

Chiara Acciarini, Federica Brunetta and Paolo Boccardelli

In a work environment marked by unprecedented complexity, volatility and ambiguity, managers must accomplish their objectives while navigating many challenges. This paper…

6582

Abstract

Purpose

In a work environment marked by unprecedented complexity, volatility and ambiguity, managers must accomplish their objectives while navigating many challenges. This paper aims to investigate potential interrelations among environmental transformations, cognitive biases and strategic decisions. In particular, the purpose of the study is to crystallize the state of art on the impact of cognitive biases on strategic decisions, in the context of environmental transformations.

Design/methodology/approach

The authors have conducted a systematic literature review to identify existing relevant work on this topic and to detect potential avenues for future research.

Findings

The findings highlight how decision-making is influenced and enabled by internal (e.g. perception) and external factors (e.g. digitalization). Specifically, the strategic role of cognitive biases appears to be crucial when investigating the related impact on strategic decisions in times of environmental transformation.

Practical implications

Implications are drawn for scholars and practitioners interested in evaluating the role of specific decision-making determinants for the formation and implementation of strategic decisions. In this sense, we stress that decision-makers need to manage their cognitive biases and select the right information out of a wide data set in order to adapt to environmental transformations.

Originality/value

By systematizing the literature review, potential interrelations among environmental transformations, cognitive biases and strategic decisions are identified. Furthermore, the primary phases that drive the decision-making process are proposed (analysis, decision, onboarding and control).

Details

Management Decision, vol. 59 no. 3
Type: Research Article
ISSN: 0025-1747

Keywords

Abstract

Details

Mastering Digital Transformation
Type: Book
ISBN: 978-1-78560-465-2

Article
Publication date: 29 April 2021

Morteza Ghobakhloo and Mohammad Iranmanesh

The digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises'…

4122

Abstract

Purpose

The digital transformation under Industry 4.0 is complex and resource-intensive, making a strategic digitalization guideline vital to small and medium-sized enterprises' success in the Industry 4.0 transition. The present study aims to provide manufacturing small and medium-sized enterprises (SMEs) with a guideline for digital transformation success under Industry 4.0.

Design/methodology/approach

The study first performed a content-centric literature review to identify digital transformation success determinants. The study further implemented interpretive structural modeling to extract the order at which the success determinants should be present to facilitate the SMEs’ digital transformation success optimally. The interpretive model and interpretive logic knowledge base matrix were also used for developing the digital transformation guideline.

Findings

Eleven success determinants are vital to SMEs’ digital transformation efforts. For example, results revealed that external support for digitalization is the first step in ensuring digital transformation success among SMEs, while operations technology readiness is the most inaccessible success determinant.

Research limitations/implications

The study highlights the degree of importance of the 11 success determinants identified, which magnifies each determinant's strategic priority based on its driving power and dependence power. Theorizing the dependent variable of “digital transformation success” and quantitatively measuring the extent to which each success determinant contributes to explaining “digital transformation success” offers an exciting opportunity for future research.

Practical implications

Digital transformation success phenomenon within the Industry 4.0 context is significantly different from the digitalization success concept within the traditional literature. The digital transformation under Industry 4.0 is immensely resource-intensive and complex. Smaller manufacturers must have specific capabilities such as change management and digitalization strategic planning capability to reach a certain degree of information, digital, operations and cyber maturity.

Originality/value

The digital transformation success guide developed in the study describes each success determinants' functionality in relation to other determinants and explains how they might contribute to the digital transformation success within the manufacturing sector. This guide enables smaller manufacturers to better understand the concept of manufacturing digital transformation under Industry 4.0 and devise robust strategies to steer their digital transformation process effectively.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 8
Type: Research Article
ISSN: 1741-038X

Keywords

Open Access
Article
Publication date: 11 August 2022

Mina Nasiri, Minna Saunila and Juhani Ukko

This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on…

1036

Abstract

Purpose

This study aims to investigate three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and their influences on the financial success of companies.

Design/methodology/approach

Building on the strategic management and digital transformation literature, five hypotheses are developed to find the relationships between these antecedents and financial success.

Findings

Digital orientation and digital intensity alone do not contribute to the financial success of companies. Specifically, digital intensity serves as a negative moderator between digital orientation and financial success, meaning that it reduces the performance effects of digital orientation. Digital maturity acts as a mediator between digital orientation and the financial success of companies and between digital intensity and the financial success of companies.

Originality/value

This research contributes to the literature on strategic management and digital transformation by providing a further understanding of three relevant antecedents of digital transformation (digital orientation, digital intensity and digital maturity) and how they should be positioned alongside digital transformation settings to achieve financial success.

Details

International Journal of Operations & Production Management, vol. 42 no. 13
Type: Research Article
ISSN: 0144-3577

Keywords

Content available
Article
Publication date: 1 December 2000

Gary J. Stockport

1458

Abstract

Details

Measuring Business Excellence, vol. 4 no. 4
Type: Research Article
ISSN: 1368-3047

Open Access
Article
Publication date: 14 May 2021

Carla Gonçalves Machado, Mats Winroth, Peter Almström, Anna Ericson Öberg, Martin Kurdve and Sultan AlMashalah

This research aims to identify and organise the conditions of organisational readiness for digital transformation.

4201

Abstract

Purpose

This research aims to identify and organise the conditions of organisational readiness for digital transformation.

Design/methodology/approach

This qualitative study comprises three case studies within manufacturing companies from different sizes and industries located in Sweden. Plant visits and in-depth interviews bring to light companies' experiences with initial steps towards digital transformation. A set of conditions for digital organisational readiness was translated into a questionnaire and tested with one of the studied companies.

Findings

This paper organises and tests digital organisational readiness conditions to support companies' initial steps on digital transformation. The results are put in perspective of established change management theory and previous studies about digital transformation. The findings will conclude in a questionnaire to support dialogue and digital organisational readiness assessments.

Research limitations/implications

Additional conditions for the initial phase of digital transformation could possibly be found if more cases had been included in the study.

Practical implications

The article identifies a set of conditions translated into a questionnaire that should be used as a dialogue tool to create strategic alignment and support companies in their initial discussions. If this process can be faster and more efficient, the company can achieve a competitive advantage against competitors.

Originality/value

This research's relevance relies on the fact that companies are advancing in adopting digital technologies without being ready from an organisational perspective. This gap creates barriers for companies' digital maturing processes, stopping them from having full access to digital technologies' benefits.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 9
Type: Research Article
ISSN: 1741-038X

Keywords

Article
Publication date: 13 September 2022

Edilson Santos, Maurício Queiroz, Felipe Mendes Borini, Daniel Carvalho and Joel Souza Dutra

The purpose of the study is to identify which factors facilitate and hinder change management in the business strategy execution journey and contribute to its transformation.

Abstract

Purpose

The purpose of the study is to identify which factors facilitate and hinder change management in the business strategy execution journey and contribute to its transformation.

Design/methodology/approach

Companies that have implemented organizational transformation projects, as an adaptive response to their survival, were studied. The authors chose to work with three companies that went through strong changes in the period between 2014 and 2019. A total of 12 professionals were interviewed, encompassing top management and team members.

Findings

Cases were described, and the learning from them culminated in the recommendation of six managerial propositions, which should guide change agents in the planning and execution of their business transformation journeys.

Research limitations/implications

The findings were observed in the three case studies that implemented change management strategies. Failure case studies were not considered, which could present other managerial propositions.

Originality/value

The results of the article highlight the importance of coalition issue before the urgency in the organizational change model and also the importance of institutionalization along the change journey. As a managerial contribution is the model called “framework of the journey of execution and transformation of corporate strategy”, which serves as guidance for executives and agents of change in organizations.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0953-4814

Keywords

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