Abstract
Through qualitative case research involving two cases of digital lean implementation projects, we identify and explicate how grit, vision, and pragmatism (as enablers) and technology maturity, implementability, and idiosyncrasy (as barriers) interact with and affect strategic digitalization initiatives. Seemingly-paradoxical strategic approaches to digitalization emerge from the associations between the enablers and barriers with micro-foundations in continuous learning and purposeful implementation—in other words, a lean mindset. Lean thinking changes how firms work with production processes and practices, approach management culture, envision the larger operational landscape, and manage strategy. In today’s business environment, firms need to consider how to make digital technologies fit their own strategic and operational priorities. The contribution of this study is its presentation of strategic digitalization as a lean approach to competitive differentiation.
