Digital transformation or digital standstill? Status quo bias in Swedish public sector strategies

Purpose This study aims to investigate the impact of bureaucratic culture on the formulation and content of digital transformation strategies in Swedish local governments. Design/methodology/approach This research uses a qualitative content analysis method to examine strategy documents from local governments in Sweden. The analysis is focused on identifying concepts related to the definition of digital transformation strategy, organizational culture and agility. Relevant themes and insights were extracted using concept-driven coding. Findings The research uncovered a significant influence of bureaucratic culture on the content of strategy documents, which manifests through a strong status quo bias. This bias leads to a cautious approach toward digital innovation, limiting strategies to incremental improvements and maintenance of existing processes. Research limitations/implications The findings highlight the need for a nuanced understanding of how organizational culture affects digital transformation. The study suggests avenues for further research, particularly in exploring mechanisms to balance bureaucratic stability with digital agility. Practical implications The research proposes recommendations for policymakers and public sector managers, advocating for an approach incorporating cultural awareness to foster a more conducive environment for digital transformation within bureaucratic settings. Originality/value This study contributes to the field by revealing the nuanced role of bureaucratic culture in shaping digital transformation strategies within the public sector. It offers a unique insight into the Swedish context.