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Purpose The study aims to understand digital transformation as a socially constructed process with multiple stakeholders, influenced by internal and external forces. This perspective stresses the importance of context, human interaction and narratives in the digital transformation within public sector. Design/methodology/approach The author uses a case study at a Swedish university undergoing digital transformation. Through first and secondary data, the author thematically analyzes the interaction between change agents, organizational realities and the digital transformation process. Findings The study finds that conflicts in pace and scope in the digital transformation drive self-defense mechanisms and the formation of a feedback loop of pending action. Contrary to previous studies, technological and external forces do not make digital transformation inevitable. Research limitations/implications Limitations stem from the empirical selection of a Swedish university, affecting the international and intersectoral transferability of the study. The impact of digital transformation differs from previous IT changes, which has implications for the design of the digital transformation process. Practical implications Stakeholders should, instead of considering structural and cultural barriers as facts, pay attention to the narratives within the organization as potential excuses to avoid action. Originality/value This research contributes to original insights into digital transformation. It uncovers how change agents, despite longing for change, can inadvertently foster inaction in digital transformation. This finding enriches the literature by highlighting the complex dynamics between the desire for change and the social constructs that contribute to stagnation, offering an understanding of barriers to digital transformation.
Malin Tinjan (Thu,) studied this question.