Digital transformation promises various benefits for established companies such as increased revenue and competitiveness. However, a high number of digital transformation projects fail because companies are unable to adapt to changes induced through digital technologies. Socio-technical (ST) inertia plays a decisive role in the success or failure of these projects. Extant research proposes that dynamic capabilities can be used to effectively reduce ST inertia in DT projects. To further explore this proposition, I conducted a case survey on a set of DT case studies and apply fuzzy-set Qualitative Comparative Analysis on the results. This approach allows me to identify patterns of interactions between dynamic capabilities of a firm and its transformation project design that lead to the reduction of ST inertia. Preliminary results show that reconfiguration and, to some degree, sensing capabilities have a positive influence on the reduction of ST inertia. Seizing capabilities neither have a positive nor a negative impact. Furthermore, my findings show that ST inertia is also reduced through highly participative, centralized approaches.



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