Location
Hilton Waikoloa Village, Hawaii
Event Website
https://hicss.hawaii.edu/
Start Date
7-1-2025 12:00 AM
End Date
10-1-2025 12:00 AM
Description
Overcoming inertia is a top priority for managers in digital transformation; however, this study investigates how public sector managers create inertia in digital transformation through alibi narratives. Through a case study of managers in the Swedish public sector, the study analyzes how managers legitimize and reinforce stagnation rather than promoting change. Four meta-alibi narratives are identified, that facilitate managers´ understanding of the digital transformation process while simultaneously resulting in unintentional inertia. By exploring these alibi narratives, the study challenges the traditional view of managers solely as agents of change, revealing their complex role as both facilitators and impediments to digital transformation. This research provides valuable insights into the micro-level dynamics of digital transformation while highlighting the need for nuanced strategies that address the resistance within public sector organizations.
Recommended Citation
Tinjan, Malin, "Managers as Creators of Inertia: A Study on Digital Transformation Narratives and Inertia in the Swedish Public Sector" (2025). Hawaii International Conference on System Sciences 2025 (HICSS-58). 3.
https://aisel.aisnet.org/hicss-58/dg/policies/3
Managers as Creators of Inertia: A Study on Digital Transformation Narratives and Inertia in the Swedish Public Sector
Hilton Waikoloa Village, Hawaii
Overcoming inertia is a top priority for managers in digital transformation; however, this study investigates how public sector managers create inertia in digital transformation through alibi narratives. Through a case study of managers in the Swedish public sector, the study analyzes how managers legitimize and reinforce stagnation rather than promoting change. Four meta-alibi narratives are identified, that facilitate managers´ understanding of the digital transformation process while simultaneously resulting in unintentional inertia. By exploring these alibi narratives, the study challenges the traditional view of managers solely as agents of change, revealing their complex role as both facilitators and impediments to digital transformation. This research provides valuable insights into the micro-level dynamics of digital transformation while highlighting the need for nuanced strategies that address the resistance within public sector organizations.
https://aisel.aisnet.org/hicss-58/dg/policies/3