Incumbent organizations
Incumbent organizations are established companies belonging to traditional industries that were financially successful in the pre-digital economy, but to which the digital economy poses an existential threat [1].
References:
- Digital transformation strategy making in pre-digital organizations: The case of a financial services provider.
Chanias, S., Myers, M.D. & Hess, T. (2019). The Journal of Strategic Information Systems, 28(1).
News & Insights related to Incumbent organizations
Responding to disruptive digital innovation
Digital innovations challenge the existence of traditional organizations and cause severe systemic effects in industries and markets. Building capabilities to respond to such digital disruptions is therefore a central concern for many organizations.
Organizational agility
IT and innovation
Digital transformation
Digital leadership
Article reviews related to Incumbent organizations
Aligning with new digital strategy: A dynamic capabilities approach
Adrian Yeow. Christina Soh. Rina Hansen. (2018), Journal of Strategic Information Systems , 27 (1) , 43-58.
This article examines the IT alignment process in an organization that augments its pure business-to-business model with an Internet-based business-to-consumer digital strategy. It seeks to answer the question of how the aligning process unfolds through organizational actions in a digital strategy context.
Information systems strategy Digital transformation Business – IT alignment
Building dynamic capabilities for digital transformation: An ongoing process of strategic renewal
Karl S.R. Warner. Maximilian Wäger. (2019), Long Range Planning , 52 (3) , 326-349.
This article explores how incumbent firms in traditional industries build dynamic capabilities for digital transformation. The study emphasizes the senior leader’s point of view on the practice of strategic activities for digital transformation.
Digital transformation Digital leadership IT competence
Digital transformation strategy making in pre-digital organizations: The case of a financial services provider
Simon Chanias. Michael D. Myers. Thomas Hess. (2019), Journal of Strategic Information Systems , 28 (1) , 17-33.
This article reports on a study of the processes of dynamic and emergent strategy making related to formulating and implementing a digital transformation strategy in a pre-digital financial services organization
Information systems strategy Digital transformation Digital leadership
Embracing digital innovation in incumbent firms: How Volvo Cars managed competing concerns
Fredrik Svahn. Lars Mathiassen. Rikard Lindgren. (2017), Management Information Systems Quarterly , 41 (1) , 239-253.
This article discusses how incumbent organizations must manage four interrelated competing concerns as they embrace digital innovation.
IT and innovation Digital transformation
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