ABSTRACT
IT is a moving target. IS strategy research has therefore assumed many forms over the years. In this chapter, we argue that digitalization has expanded the scope of IS strategy research to the point where classic perspectives on strategic management are stretched to the limit. These perspectives underpin the idea that organizational transformation is about control and planned implementations of strategically aligned IT resources. Because IT implementations associated with strategy change have historically carried high costs and risk this idea is cogent. However, it ignores how IT implementation is only the first step to digitalization, and that contemporary IT resources are within reach for organizational actors on every level. At a time when many organizations struggle to put IT into good use, knowledge is thus scant of how organizations mobilize IT over time to keep up with new digital capabilities and devices. In this chapter, we discuss how a strategy-as-practice approach could help IS strategy scholars address this gap.
