Orchestrating the Digital Transformation Process through a ‘Strategy-as-Practice’ Lens: A Revelatory Case Study

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dc.contributor.authorPelletier, Claudia
dc.contributor.authorRaymond, Louis
dc.date.accessioned2020-01-04T08:03:49Z
dc.date.available2020-01-04T08:03:49Z
dc.date.issued2020-01-07
dc.description.abstractImplementing a digital transformation (DT) strategy constitutes an important challenge for most firms. Small and medium-sized enterprises (SMEs) in particular must be helped in enacting and managing their DT process. To do so, we aim to answer two research questions: What are the dimensions that define a DT strategy in a SME context? And how do these dimensions contribute to the enactment of a DT process in this context? Using an information systems (IS) strategy-as-practice theoretical lens, combined with an information technology (IT) asset orchestration perspective, we opt for an interpretive case study of an industrial service SME whose characteristics are conducive to a renewed vision of IS strategy in a DT context. From this study emerges a process model that allows us to describe and better understand, in a concrete manner, how a DT occurs and how it is managed through a coherent DT strategy.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2020.528
dc.identifier.isbn978-0-9981331-3-3
dc.identifier.urihttp://hdl.handle.net/10125/64270
dc.language.isoeng
dc.relation.ispartofProceedings of the 53rd Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectMaking Digital Transformation Real
dc.subjectdigital transformation process
dc.subjectsmes
dc.titleOrchestrating the Digital Transformation Process through a ‘Strategy-as-Practice’ Lens: A Revelatory Case Study
dc.typeConference Paper
dc.type.dcmiText

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