Robert D. Galliers is the University Distinguished Professor Emeritus, formerly Provost, at Bentley University, USA; Professor Emeritus, formerly Dean, at Warwick Business School and Honorary Visiting Professor at Loughborough University, UK. Previously, he was a Professor and Research Director at the London School of Economics and Head of the School of Information Systems at Curtin University, Australia.Dorothy E. Leidner is the Randall W. and Sandra Ferguson Professor of Information Systems at Baylor University, USA; a Senior Research Fellow at Lund University, Sweden, and a Visiting Professor at the University of Mannheim, Germany. Previously she was an Associate Professor at INSEAD, France and held Visiting Professorships at ITESM, Mexico and the University of Caen, France.Boyka Simeonova is an Assistant Professor at Loughborough University, the Director of the Knowledge and the Digital Economy Network, the Deputy Director of the Centre for Information Management, and a Fellow of the Higher Education Academy, UK.

"This fifth edition of Strategic Information Management updates and extends a unique selection of theories and valuable practice insights, established in the previous editions, and offers a roadmap for executives navigating in the digital landscape and coping with the digitization challenges associated with organizational transformation. The book has the right balance of theoretical frameworks and practical insights. Taken together, the book reflects recent thinking regarding many of the key issues facing executives in getting the most out of their investments in information technology and digitalization initiatives, highlighting the complex strategy, organizational and governance issues involved." — IOANNA CONSTANTIOU, Copenhagen Business School, Denmark"I'm pleased the editors of Strategic Information Management have produced this 5th edition, which represents a major overhaul, including online supporting materials not available with prior editions. Particularly valuable is the amplification of theory in this edition – not theory for theory's sake, but rather practice-guiding theory; the implication being that we are all researchers and that complex matters demand research and unique approaches and solutions. I strongly encourage students and practitioners to assume an evidence-based practice perspective when reading and reflecting on these writings which, combined, provide a much-needed stimulus for critical thinking on these complex matters in what are challenging times." — GUY GABLE, Queensland University of Technology, Australia"The fifth edition of Strategic Information Management has great value in providing directions for practitioners and scholars towards an understanding of the strategic importance and managerial challenges of digital transformation in today’s organizations. With inputs from international scholars, the book offers really useful management frameworks and principles to help in understanding how organizations and industries are transformed by disruptive digital technologies." — CAROL HSU, Tongji University, China"This fifth edition of Strategic Information Management updates and strengthens what has long served as a vehicle through which current and future executives obtain a foundational understanding as well as pragmatic insights regarding a host of strategic and managerial issues associated with the digital transformation of organizations. As with the earlier editions, the authors refuse to fall into the too-often-taken route of providing readers with a handbook offering ‘one-size-fits-all’ practices and procedures – solutions which ultimately fail to align with the situations faced by readers. Instead, the editors successfully provide readers with exposures to critical themes and frameworks and to illustrations of how some of our brightest executives are applying these in addressing digitalization initiatives and challenges – providing readers with the capability to formulate workable solutions to many, if not most, of the situations they face in their digital transformation efforts." — ROBERT W. ZMUD, University of Oklahoma, USA

• Part 1: Foundations to IS Strategy and Strategizing 1. Historical Approaches: Experiences in Information Systems Planning 2. Further Reflections: Reflections on Information Systems Strategizing 3. A Critique: On Confronting Some of the Common Myths of IS Strategy 4. Conceptual Developments: Further Developments in Information Systems Strategizing: Unpacking the Concept 5. Aligning Practices: Aligning in Practice: From Current Cases to a New Agenda Part 2: Digital Transformation and Organizational Transformation 6. Navigating digital transformation: How Big Old Companies Navigate Digital Transformation 7. Formulating a digital strategy: Options for Formulating a Digital Transformation Strategy 8. Building Digital Capabilities: How Lego Built the Foundations and Entreprise Capabilities for Digital Leadership 9. Chief Digital Officers: How Chief Digital Officers Promote the Digital Transformation of their Companies 10. Power Dynamics: Strategic Information Systems and Organizational Power Dynamics Part 3: Organizing and Governing the IS Function 11. Principles and models: Principles and Models for Organizing the IT Function 12. Managing in economic decline: How CIOs Manage IT during Economic Decline: Surviving and Thriving Amid Uncertainty 13. CIO profiles: CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact 14. Alternative roles for Chief Digital Officers: Three Types of Chief Digital Officers and the Reasons Organizations Adopt the Role 15. The IS organization: Rethinking the concept: Rethinking the Concept of the IS Organization Part 4: Some Current and Emerging Challenges 16. Opening strategy through social media: Social Media and the Emergence of Reflexiveness as a New Capability for Open Strategy 17. Organizational socialization and social media: An Affordance Perspective of Social Media and Organizational Socialization 18. Decision support systems failures: When Decision Support Systems Fail: Insights for Strategic Information Systems from Formula 1 19. Opportunities and challenges of datification: Strategic Opportunities (and Challenges) of Algorithmic Decision-Making: A Call for Action on the Long-Term Societal Effects of 'Datification' 20. Ethical issues: Ethical Issues in the Big Data Industry

Robert D. Galliers is the University Distinguished Professor Emeritus, formerly Provost, at Bentley University, USA; Professor Emeritus, formerly Dean, at Warwick Business School and Honorary Visiting Professor at Loughborough University, UK. Previously, he was a Professor and Research Director at the London School of Economics and Head of the School of Information Systems at Curtin University, Australia.Dorothy E. Leidner is the Randall W. and Sandra Ferguson Professor of Information Systems at Baylor University, USA; a Senior Research Fellow at Lund University, Sweden, and a Visiting Professor at the University of Mannheim, Germany. Previously she was an Associate Professor at INSEAD, France and held Visiting Professorships at ITESM, Mexico and the University of Caen, France.Boyka Simeonova is an Assistant Professor at Loughborough University, the Director of the Knowledge and the Digital Economy Network, the Deputy Director of the Centre for Information Management, and a Fellow of the Higher Education Academy, UK.

"This fifth edition of Strategic Information Management updates and extends a unique selection of theories and valuable practice insights, established in the previous editions, and offers a roadmap for executives navigating in the digital landscape and coping with the digitization challenges associated with organizational transformation. The book has the right balance of theoretical frameworks and practical insights. Taken together, the book reflects recent thinking regarding many of the key issues facing executives in getting the most out of their investments in information technology and digitalization initiatives, highlighting the complex strategy, organizational and governance issues involved." — IOANNA CONSTANTIOU, Copenhagen Business School, Denmark"I'm pleased the editors of Strategic Information Management have produced this 5th edition, which represents a major overhaul, including online supporting materials not available with prior editions. Particularly valuable is the amplification of theory in this edition – not theory for theory's sake, but rather practice-guiding theory; the implication being that we are all researchers and that complex matters demand research and unique approaches and solutions. I strongly encourage students and practitioners to assume an evidence-based practice perspective when reading and reflecting on these writings which, combined, provide a much-needed stimulus for critical thinking on these complex matters in what are challenging times." — GUY GABLE, Queensland University of Technology, Australia"The fifth edition of Strategic Information Management has great value in providing directions for practitioners and scholars towards an understanding of the strategic importance and managerial challenges of digital transformation in today’s organizations. With inputs from international scholars, the book offers really useful management frameworks and principles to help in understanding how organizations and industries are transformed by disruptive digital technologies." — CAROL HSU, Tongji University, China"This fifth edition of Strategic Information Management updates and strengthens what has long served as a vehicle through which current and future executives obtain a foundational understanding as well as pragmatic insights regarding a host of strategic and managerial issues associated with the digital transformation of organizations. As with the earlier editions, the authors refuse to fall into the too-often-taken route of providing readers with a handbook offering ‘one-size-fits-all’ practices and procedures – solutions which ultimately fail to align with the situations faced by readers. Instead, the editors successfully provide readers with exposures to critical themes and frameworks and to illustrations of how some of our brightest executives are applying these in addressing digitalization initiatives and challenges – providing readers with the capability to formulate workable solutions to many, if not most, of the situations they face in their digital transformation efforts." — ROBERT W. ZMUD, University of Oklahoma, USA

• Part 1: Foundations to IS Strategy and Strategizing 1. Historical Approaches: Experiences in Information Systems Planning 2. Further Reflections: Reflections on Information Systems Strategizing 3. A Critique: On Confronting Some of the Common Myths of IS Strategy 4. Conceptual Developments: Further Developments in Information Systems Strategizing: Unpacking the Concept 5. Aligning Practices: Aligning in Practice: From Current Cases to a New Agenda Part 2: Digital Transformation and Organizational Transformation 6. Navigating digital transformation: How Big Old Companies Navigate Digital Transformation 7. Formulating a digital strategy: Options for Formulating a Digital Transformation Strategy 8. Building Digital Capabilities: How Lego Built the Foundations and Entreprise Capabilities for Digital Leadership 9. Chief Digital Officers: How Chief Digital Officers Promote the Digital Transformation of their Companies 10. Power Dynamics: Strategic Information Systems and Organizational Power Dynamics Part 3: Organizing and Governing the IS Function 11. Principles and models: Principles and Models for Organizing the IT Function 12. Managing in economic decline: How CIOs Manage IT during Economic Decline: Surviving and Thriving Amid Uncertainty 13. CIO profiles: CIO Leadership Profiles: Implications of Matching CIO Authority and Leadership Capability on IT Impact 14. Alternative roles for Chief Digital Officers: Three Types of Chief Digital Officers and the Reasons Organizations Adopt the Role 15. The IS organization: Rethinking the concept: Rethinking the Concept of the IS Organization Part 4: Some Current and Emerging Challenges 16. Opening strategy through social media: Social Media and the Emergence of Reflexiveness as a New Capability for Open Strategy 17. Organizational socialization and social media: An Affordance Perspective of Social Media and Organizational Socialization 18. Decision support systems failures: When Decision Support Systems Fail: Insights for Strategic Information Systems from Formula 1 19. Opportunities and challenges of datification: Strategic Opportunities (and Challenges) of Algorithmic Decision-Making: A Call for Action on the Long-Term Societal Effects of 'Datification' 20. Ethical issues: Ethical Issues in the Big Data Industry