Journal Article

Digital strategy aligning in SMEs: A dynamic capabilities perspective


Digital strategy alignment is a dominant concern for today’s managers and information systems researchers. Yet research in this area remains fragmented, particularly on the digital strategy alignment of small and medium-sized enterprises (SMEs), which is concerning owing to their value to European economies. Employing dynamic capabilities as an analytical lens, we investigate how 43 British, Irish, Italian, and Spanish SMEs, across five industry sectors, enact digital aligning. We identify a model of digital alignment comprising five phases, which we term “passive acceptance,” “connection,” “immersion,” “fusion,” and “transformation,” as well as the specific combinations of sensing, seizing, and reorganizing capabilities associated with each phase. Our model provides a holistic, practice-based perspective and highlights the role of micro-behaviors and leadership in SMEs implementing digital strategy.

The fulltext files of this resource are currently embargoed.
Embargo end: 2023-07-31


Canhoto, Ana Isabel
Quinton, Sarah
Pera, Rebecca
Molinillo, Sebastián
Simkin, Lyndon

Oxford Brookes departments

Department of Marketing


Year of publication: 2021
Date of RADAR deposit: 2021-11-11

Creative Commons License This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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