Uncovering the impact of digital technologies on strategising: Evidence from a systematic literature review

Zhou, Qijun; Yu, Honglan; Adams, Kweku; Attah‐Boakye, Rexford; Johansson, Jeaneth

Abstract

Adopting digital technologies in different organizations has become a trend over the last decade, yet our understanding regarding impact of digital technologies on strategising needs to be more cohersive. This paper reviews existing research on how digital transformation intersects with strategic management to adress this gap. Specifically, the aim is to explore how the digital context changes strategising. Based on a systematic review of empirical evidence from 163 journal papers, we showcased the manifestation of strategising in the digital age in terms of strategic practitioners, practices and praxis. By consolidating these findings, a typology of strategic actions in the digital age is developed and discussed, highlighting the interplay among changes in strategy‐as‐practice parameters. This framework clarifies in strategic scenarios of digital transformation and identifies various strategic directions and actions. Overall, we argue that although digital transformation has created additional strategic options, it has yet to change the underlying assumptions of strategising in firms.

• Journal Article Type: Article
• Acceptance Date: Oct 29, 2024
• Online Publication Date: Nov 19, 2024
• Deposit Date: Nov 22, 2024
• Publicly Available Date: Nov 26, 2024
• Journal: International Journal of Management Reviews
• Print ISSN: 1460-8545
• Electronic ISSN: 1468-2370
• Publisher: Wiley
• Peer Reviewed: Peer Reviewed
• DOI: https://doi.org/10.1111/ijmr.12387
• Public URL: https://uwe-repository.worktribe.com/output/13459172
• Additional Information: Received: 2022-11-30; Accepted: 2024-10-29; Published: 2024-11-19