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<p>Digital transformation has become a strategic imperative for organizations across industries, necessitating the formulation of coherent digital business strategies. This study investigates the dimensions and types of digital business strategy, aiming to provide a comprehensive understanding of the critical areas for strategic decision-making in digital transformation initiatives. Through a meticulous meta-synthesis of existing literature, 23 key dimensions of digital business strategy (DBS) are identified, spanning “Value Proposition Reinvention,” “Employee Experience Journey redesigned,” “Data-Driven Decision-Making Capabilities,” “Ecosystem Role Selection,” and various other facets. Subsequently, the research classifies these dimensions into three distinct types of DBS: Organizational ReDesign, Ecosystem ReConfiguration, and Business Model ReInvention. Employing a fuzzy logic approach and expert evaluations, the study quantifies the relevance of each dimension to each strategy type, revealing nuanced alignments and differential impacts. The findings not only elucidate the significance of various dimensions but also discern their varying degrees of importance across different strategic focuses. This research offers valuable insights for strategic decision-making in digital transformation initiatives, enabling decision-makers to prioritize areas of intervention, allocate resources judiciously, and tailor strategies according to organizational goals and contextual imperatives. Furthermore, the study paves the way for future research exploring the temporal dynamics of DBS dimensions and comparative analyses across industries or organizational contexts.</p>

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Unraveling the Tapestry of Digital Business Strategy: Dimensions, Types, and Their Strategic Interplay

  • 期刊论文

  • 发表日期：

    2025年2月6日

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  • Seyed Mahdi HosseiniNasab,
  • Mostafa Bazyar,
  • Mehrdad Maghsoudi

摘要

Digital transformation has become a strategic imperative for organizations across industries, necessitating the formulation of coherent digital business strategies. This study investigates the dimensions and types of digital business strategy, aiming to provide a comprehensive understanding of the critical areas for strategic decision-making in digital transformation initiatives. Through a meticulous meta-synthesis of existing literature, 23 key dimensions of digital business strategy (DBS) are identified, spanning “Value Proposition Reinvention,” “Employee Experience Journey redesigned,” “Data-Driven Decision-Making Capabilities,” “Ecosystem Role Selection,” and various other facets. Subsequently, the research classifies these dimensions into three distinct types of DBS: Organizational ReDesign, Ecosystem ReConfiguration, and Business Model ReInvention. Employing a fuzzy logic approach and expert evaluations, the study quantifies the relevance of each dimension to each strategy type, revealing nuanced alignments and differential impacts. The findings not only elucidate the significance of various dimensions but also discern their varying degrees of importance across different strategic focuses. This research offers valuable insights for strategic decision-making in digital transformation initiatives, enabling decision-makers to prioritize areas of intervention, allocate resources judiciously, and tailor strategies according to organizational goals and contextual imperatives. Furthermore, the study paves the way for future research exploring the temporal dynamics of DBS dimensions and comparative analyses across industries or organizational contexts.