digital transformation; strategy-as-practice; strategy process; project management; sociology of translation; factory of the future; project lifecycle management
Abstract :
[en] The abundance of technological innovations has dramatically increased the prominence of digital transformation processes in many organizations and sectors. At the present time, digital transformation is first and foremost depicted in the literature as a “strategy” carefully elaborated and deployed by diligent executives. This stands in sharp contrast with the literature on organizational change, and most especially the strategy-as-practice research stream, which has increasingly underlined the capability of middle managers to weigh upon strategizing processes. An empirical inquiry conducted in a major aeronautics company reveals that digital transformation can be largely driven by middle managers in charge of specific information systems projects, who operate in the absence of a well-defined, overarching strategy. Drawing on the sociology of translation, the paper identifies four tactics used by middle managers to ensure that their projects make it to the strategic agenda of the firm. Ultimately, the findings suggest that digital transformation processes cannot be solely understood as strategic endeavors, and can result from the addition of disjointed technological projects driven by middle managers instead.
Research Center/Unit :
LENTIC - Laboratoire d'Études sur les Nouvelles Formes de Travail, l'Innovation et le Changement - ULiège
Disciplines :
Human resources management Strategy & innovation
Author, co-author :
Jemine, Grégory ; Université de Liège - ULiège > HEC Liège : UER > UER Management : Transitional Labour Market and Labour Relations
Pichault, François ; Université de Liège - ULiège > HEC Recherche > HEC Recherche: Changing workplace and strategic HRM
Language :
English
Title :
Behind the Scenes of Strategy: Middle-Management Tactics for Shaping Digital Transformation