Abstract:

The organizational change literature is dominated by the punctuated equilibrium model and the continuous morphing model. However, digital transformation is leading to new patterns of organizational change that are diverging from the two prevailing models. Based on empirical evidence from three longitudinal case studies, this paper identifies the drivers, mechanisms, and trajectories of digital transformation in these organizations; and develops a new spiral model of continuous radical change where continuous change accumulates into distinctive episodes. Each episode often does not have a definitive beginning or end, but the strategic orientations and operational priorities differ significantly between episodes. The new model is more consistent with the observed patterns of organizational change than the two prevailing models in the digital transformation journey in the case studies. It can be used to guide future research and practice in organizational change through digital transformation. The limitations of the study and new themes for future research are highlighted.

Please choose your submission type: Full Paper

Primary Track: eBusiness and Government

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Prof Feng Li

Biography