Strategies for Digital Retail Transformation: a case study of a shoe store large chain
DOI:
https://doi.org/10.5585/2024.25705Keywords:
deliberate and emergent strategies, digital capabilities, digital transformation, OKR (Objectives and Key Results)Abstract
Aim of the study: This article evaluated the process of developing strategies for the digital transformation of a footwear retail organization during the COVID-19 pandemic. The new strategies may have contributed to the development of new digital capabilities.
Methodology: Qualitative research using the case study method was used. Data was collected through interviews and documents, and content analysis was applied, defining mixed categories.
Originality/Relevance: The article proposes an interpretative framework for understanding the processes and practices of formulating and adopting Digital Transformation strategies.
Main results: The research shows that coping with the COVID-19 pandemic has contributed to a change in the organization's positioning, adopting new strategies (emergent and deliberate), new capabilities, and the development of digital transformation.
Theoretical/methodological contributions: the article addresses potential gaps in the specific domain of strategy-as-practice research through an empirical case in a crisis and accelerated digital transformation context.
Social contributions to management: The researched organization promoted strategic changes with economic results by adopting new methodologies, such as using OKRs in its existing strategic process. This understanding can help retail businesses accelerate their digital transformation to face contingencies.
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Copyright (c) 2024 Diocelio Dornela Goulart, Rodrigo Baroni de Carvalho, João Paulo de Souza Castro, Liliane de Oliveira Guimarães, Bianka Alves Pinheiro de Assis Pereira
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