Paper Number
ECIS2026-2274
Paper Type
CRP
Abstract
This paper empirically investigates digital sovereignty by examining early AI adoption in a Nordic public transportation organization. We show how digital sovereignty goals evolve across individual and organizational levels as AI is introduced into work settings. Building on our findings, we develop the concept of bidirectional dynamics in digital sovereignties, applying a paradoxical view to interpret institutional control objectives and individual autonomy aspirations as persistent organizational tensions in AI adoption. The study extends digital sovereignty literature by showing how (i) digital sovereignty is an ongoing negotiation between organizational governance and individual autonomy, (ii) early digital transformation presents tensions but also synergies between digital sovereignty levels in AI adoption, and (iii) AI adoption can work as a capability-building process enhancing worker autonomy and organizational resilience. The paper demonstrates the bidirectional dynamics of digital sovereignty, highlights its risks and opportunities, and offers practical insights for organizational resilience and policy.
Recommended Citation
Washik, Maryam; Masiero, Silvia; and Hylving, Lena, "Tensions and Synergies Between Digital Sovereignties In AI Adoption" (2026). ECIS 2026 Proceedings. 12.
https://aisel.aisnet.org/ecis2026/govtrans/govtrans/12
Tensions and Synergies Between Digital Sovereignties In AI Adoption
This paper empirically investigates digital sovereignty by examining early AI adoption in a Nordic public transportation organization. We show how digital sovereignty goals evolve across individual and organizational levels as AI is introduced into work settings. Building on our findings, we develop the concept of bidirectional dynamics in digital sovereignties, applying a paradoxical view to interpret institutional control objectives and individual autonomy aspirations as persistent organizational tensions in AI adoption. The study extends digital sovereignty literature by showing how (i) digital sovereignty is an ongoing negotiation between organizational governance and individual autonomy, (ii) early digital transformation presents tensions but also synergies between digital sovereignty levels in AI adoption, and (iii) AI adoption can work as a capability-building process enhancing worker autonomy and organizational resilience. The paper demonstrates the bidirectional dynamics of digital sovereignty, highlights its risks and opportunities, and offers practical insights for organizational resilience and policy.
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