Publication

Uncovering the Impact of Digital Technologies on Strategising: Evidence from a Systematic Literature Review

Zhou, Q.
; 
Yu, H.
; ; 
Attah-Boakye, Rexford
; 
Johansson, J.
Publication Date
2025
End of Embargo
Supervisor
Keywords
Digital transformation, Strategising, Strategy-as-practice, Practice, Practitioner, Praxis
Rights
(c) 2025 The Authors. This is an Open Access article distributed under the Creative Commons CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
cb
Peer-Reviewed
Yes
Open Access status
openAccess
Accepted for publication
2024-10-29
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Department
Awarded
Embargo end date
Collections
Management and Law Publications
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zhou_et_al_2025.pdf
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Abstract
Adopting digital technologies in different organisations has become a trend over the last decade, yet our understanding of the impact of digital technologies on strategising is fragmented and unclear. To address this gap, this paper reviews existing research on the intersection between digital transformation and strategic management. Specifically, the aim is to explore how the digital context changes strategising. Based on a systematic review of empirical evidence from 163 journal articles, we showcased the manifestation of strategising in the digital age in terms of strategic practitioners, practices and praxis. Consolidating these findings, a typology of strategies in the digital age is developed and discussed, showing the interplay among changes in Strategy-as-Practice parameters. This framework contributes to providing clarity 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.
URI
http://hdl.handle.net/10454/20100
Version
Published version
Citation
Zhou Q, Yu H, Adams K et al (2024) Uncovering the Impact of Digital Technologies on Strategising: Evidence from a Systematic Literature Review. International Journal of Management Reviews. Accepted for publication.
Link to publisher’s version
Link to published version
Link to Version of Record
https://doi.org/10.1111/ijmr.12387
Type
Article
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