Paper Number
ECIS2026-2124
Paper Type
CRP
Abstract
This study examines how digital climate action solutions scale in the public sector, focusing on factors that enable or hinder this process. Drawing on Diffusion of Innovation, Institutional, and Sociotechnical Systems theories, the research employed a qualitative design using deductive thematic analysis of interview data from representatives of eleven Swedish municipalities participating in the Viable Cities initiative, a national program for sustainable urban development. Our findings show that despite extensive piloting, most municipalities struggle to embed digital tools due to symbolic adoption, conceptual ambiguity, and resistance at the middle-management level. Successful scaling requires leadership continuity, integration into existing procedures, and strategic use of procurement mechanisms. Peer networks facilitate knowledge diffusion, although limited organizational capacity constrains implementation. The findings refine Diffusion of Innovation theory by highlighting non-linear scaling processes and extend Institutional and Sociotechnical perspectives by emphasizing leadership, coordination, and structural embedding. Future research should examine long-term regional impacts.
Recommended Citation
Berbyuk Lindström, Nataliya; Anazia, Emeka; af Hällström, Anna; and Liu, Richard, "Scaling Digital Tools For Climate Action In Public Sector: Enablers And Constraints" (2026). ECIS 2026 Proceedings. 16.
https://aisel.aisnet.org/ecis2026/gen_track/gen_track/16
Scaling Digital Tools For Climate Action In Public Sector: Enablers And Constraints
This study examines how digital climate action solutions scale in the public sector, focusing on factors that enable or hinder this process. Drawing on Diffusion of Innovation, Institutional, and Sociotechnical Systems theories, the research employed a qualitative design using deductive thematic analysis of interview data from representatives of eleven Swedish municipalities participating in the Viable Cities initiative, a national program for sustainable urban development. Our findings show that despite extensive piloting, most municipalities struggle to embed digital tools due to symbolic adoption, conceptual ambiguity, and resistance at the middle-management level. Successful scaling requires leadership continuity, integration into existing procedures, and strategic use of procurement mechanisms. Peer networks facilitate knowledge diffusion, although limited organizational capacity constrains implementation. The findings refine Diffusion of Innovation theory by highlighting non-linear scaling processes and extend Institutional and Sociotechnical perspectives by emphasizing leadership, coordination, and structural embedding. Future research should examine long-term regional impacts.