Building and maintaining strategic agility: An agenda and framework for executive IT leaders
journal contributionposted on 2018-05-14, 10:32 authored by Josh Morton, Patrick StaceyPatrick Stacey, Matthias Mohn
While much literature on strategic agility has focused on strategic flexibility and adaption at organizational levels, there is a need to provide specific guidance at lower, more discrete levels of analysis. This article focuses on the context of a particular professional group, executive information technology (IT) leaders, who have received attention in recent years for their evolving strategic role at the forefront of firms. It identifies and illustrates a number of practices these actors demonstrate in building and maintaining strategic agility, and it concludes by conceptualizing these practices in an agenda and framework for managers.
- Business and Economics
Published inCalifornia Management Review
Pages94 - 113
CitationMORTON, J., STACEY, P.K. and MOHN, M., 2018. Building and maintaining strategic agility: An agenda and framework for executive IT leaders. California Management Review, 61 (1), pp.94-113.
PublisherSAGE Publications © The Regents of the University of California
- AM (Accepted Manuscript)
Publisher statementThis work is made available according to the conditions of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International (CC BY-NC-ND 4.0) licence. Full details of this licence are available at: https://creativecommons.org/licenses/by-nc-nd/4.0/
NotesThis paper was published in the journal California Management Review and the definitive published version is available at https://doi.org/10.1177/0008125618790245.