This study examines how different digital strategies influence agility in managing customer demand. We test the effects of digital strategies on three types of digitally-enabled demand management agility–adaptive, resilient, and entrepreneurial. Using a configurational perspective, we conceptualize digital strategies as the synergistic use of IT-driven and business-driven initiatives in selective or collective value chain domains. Configurations are used to outline three digital strategies: supply chain-oriented, marketing-oriented, and value chain-wide. Using data from a survey of 200 firms, we use configurational analysis to test the hypotheses. The results indicate that specialized–supply chain or marketing-oriented–digital strategies may be sufficient to create adaptive and resilient agility. However, a value chain-wide digital strategy is necessary to facilitate entrepreneurial agility. Results also indicate that a specialized digital strategy may suffice in less turbulent environments, but a value chain-wide digital strategy is required to manage demand management disruptions in highly turbulent environments.

本研究探讨了不同的数字策略如何影响管理客户需求的敏捷性。我们测试了数字战略对三种类型的数字化需求管理敏捷性——适应性、弹性和创业性的影响。使用配置视角，我们将数字战略概念化为在选择性或集体价值链领域协同使用 IT 驱动和业务驱动的举措。配置用于概述三种数字化战略：面向供应链、面向营销和全价值链。我们利用对 200 家公司的调查数据，使用配置分析来检验假设。结果表明，专门的供应链或面向营销的数字战略可能足以创造适应性和弹性的敏捷性。然而，为了促进企业敏捷性，需要制定全价值链的数字战略。结果还表明，在不太动荡的环境中，专门的数字战略可能就足够了，但需要采用全价值链的数字战略来管理高度动荡的环境中的需求管理中断。