E-Change: Charting a path towards sustainable e-strategies



  • This paper proposes that the E-revolution constitutes a special case of disruptive innovation for organizations, demanding new responses by leaders, managers and change agents in successfully charting a course of change.

  • The greatest challenges in embedding E-technologies are not necessarily strategic or technical. They relate to people, structure and culture—that is, to the critical issues of implementation and business innovation.

  • A typology of different kinds of E-change strategies is developed, showing how different organizational forms and change processes will be necessary in different strategic contexts.

  • The approach used successfully by one organization may be completely inappropriate for another. A change-mapping schema is then introduced to illustrate how these E-strategies and associated change processes may alter over time.

Copyright © 2001 John Wiley & Sons, Ltd.