The roles of history in accomplishing digital transformation: a dynamic capabilities perspective

Abstract

ABSTRACT Strategy research on the uses of history in organisations have mushroomed in the recent years. While one of the main uses of history is to accommodate strategic change, little is known about the historical dynamics underpinning this process. In this study, we used the dynamic capabilities theoretical perspective to argue that the managerial ability to strategically use history is a factor related to successful strategic change. A case study of the digital transformation of a multinational ICT company was carried out to explore the strategic use of history. The company's history portrays a series of critical events which served as a basis to theorise the narrative of these past events in accomplishing digital transformation. We provided in-depth discussion of the organisation behaviours that preceded this strategic change. We contribute to literature by discussing the role of specific history-oriented practices in accomplishing digital transformation and their relationship with two emerging history-based managerial abilities.