Premium
Digitalization and the inception of concentric strategic alliances: A case study in the retailing sector
Author(s) -
GaleraZarco Carlos,
OpazoBasáez Marco,
Marić Josip,
GarcíaFeijoo Maria
Publication year - 2020
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2319
Subject(s) - alliance , business , strategic alliance , software deployment , marketing , process (computing) , industrial organization , key (lock) , strategic management , value (mathematics) , engineering , political science , computer science , computer security , software engineering , machine learning , law , operating system
Firms in multiple sectors are incorporating information technology (IT) partners to gain digital capabilities, improve their operations, and offer new value propositions. The deployment of digitalization in well‐established firms from traditional sectors enables the creation of specific strategic alliances (concentric) with IT providers. However, establishing these particular strategic alliances with an IT provider raises tensions and reconsiderations both at the internal level and within the alliance as a consequence of the profound organizational challenges that both digitalization and a strategic alliance imply. This study analyzes how digitalization influences the emergence of these new strategic alliances, highlighting the process and key factors that have contributed to its success at our unit of study in the retailing sector.