Morton, J orcid.org/0000-0002-4458-6256, Stacey, P 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. ISSN 0008-1256
Abstract
Whilst much literature on strategic agility has focused on strategic flexibility and adaption at organizational-levels, we argue that there is a need to provide specific guidance at lower, more discrete levels of analysis. In response, we focus this article on the context of a particular professional group; executive IT-leaders , who have received attention in recent years for their evolving strategic role at the forefront of firms. We identify and illustrate a number of practices these actors demonstrate in building and maintaining strategic agility, and conclude by conceptualizing these practices in an agenda and framework for managers.
Metadata
Item Type: | Article |
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Authors/Creators: |
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Keywords: | Strategy; Leadership styles; IT management; Practices; Agility; Strategic agility; Executive IT-leaders; strategic management; agility; information technology; leadership |
Dates: |
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Institution: | The University of Leeds |
Academic Units: | The University of Leeds > Faculty of Business (Leeds) > Management Division (LUBS) (Leeds) > Management Division Strategy and Organisation (LUBS) |
Depositing User: | Symplectic Publications |
Date Deposited: | 09 May 2018 15:10 |
Last Modified: | 04 Feb 2020 14:23 |
Status: | Published |
Publisher: | SAGE Publications |
Identification Number: | 10.1177/0008125618790245 |
Open Archives Initiative ID (OAI ID): | oai:eprints.whiterose.ac.uk:130549 |