Paper Number
ECIS2026-1254
Paper Type
CRP
Abstract
The convergence of digitalization and sustainability creates complex socio-technical challenges that require alignment across diverse actors. This study investigates how actors shape corporate digital sustainability initiatives using Actor-Network Theory. It provides a theoretical understanding of actors and practical guidance to stabilize the network. Drawing on a case study in a German insurance company, we link our data to the four moments of translation. During problematization, the sustainability management set up a digital sustainability working group to define a strategic framework. During interessement, both departments collaborated in recruiting key actors. During enrolment, IT/IS management’s limited engagement created dependencies that constrained the group’s autonomy. During mobilization, sustainability management secured senior support and advanced knowledge sharing, whereas IT/IS management destabilized the actor-network by imposing resource and structural limitations. Results can assist organizations in visualizing and evaluating the network’s effectiveness in addressing digital sustainability, potentially enhancing the stability and success of these initiatives.
Recommended Citation
Stanlein, David; Püchel, Lea; Juntunen, Enni Alina; and Brandt, Tobias, "Actor-Networks In Corporate Digital Sustainability Initiatives" (2026). ECIS 2026 Proceedings. 5.
https://aisel.aisnet.org/ecis2026/is_resil/isresilience/5
Actor-Networks In Corporate Digital Sustainability Initiatives
The convergence of digitalization and sustainability creates complex socio-technical challenges that require alignment across diverse actors. This study investigates how actors shape corporate digital sustainability initiatives using Actor-Network Theory. It provides a theoretical understanding of actors and practical guidance to stabilize the network. Drawing on a case study in a German insurance company, we link our data to the four moments of translation. During problematization, the sustainability management set up a digital sustainability working group to define a strategic framework. During interessement, both departments collaborated in recruiting key actors. During enrolment, IT/IS management’s limited engagement created dependencies that constrained the group’s autonomy. During mobilization, sustainability management secured senior support and advanced knowledge sharing, whereas IT/IS management destabilized the actor-network by imposing resource and structural limitations. Results can assist organizations in visualizing and evaluating the network’s effectiveness in addressing digital sustainability, potentially enhancing the stability and success of these initiatives.