Paper Number
ICIS2025-1526
Paper Type
Complete
Abstract
This paper describes a 15-year longitudinal study of a serious-game product development company that emerged through many digital transformations: from building classical board games for training, to providing a game-playing platform, to using GenAI to build games within the platform. The analysis reveals a confluence of change involving continuous environmental turbulence, IT system innovation, and agile organizational capabilities. In our case, survival involves a malleable organizational design: one that is easily influenced and readily changed. From this case, we find a continuous organizational improvement process that is a practice of struggling with tightly coupled encounters between organizational redesign in the face of environmental turbulence and IT innovations. This finding suggests that digital transformation is continuous rather than unique: a state of being rather than a transition between phases.
Recommended Citation
Pries-Heje, Jan; Baskerville, Richard; and Hansen, Magnus Rotvit Perlt, "Continuous Digital Transformation: A Confluence Between a Malleable Organization and Constantly Emerging Digitalization" (2025). ICIS 2025 Proceedings. 8.
https://aisel.aisnet.org/icis2025/digitstrategy/digitstrategy/8
Continuous Digital Transformation: A Confluence Between a Malleable Organization and Constantly Emerging Digitalization
This paper describes a 15-year longitudinal study of a serious-game product development company that emerged through many digital transformations: from building classical board games for training, to providing a game-playing platform, to using GenAI to build games within the platform. The analysis reveals a confluence of change involving continuous environmental turbulence, IT system innovation, and agile organizational capabilities. In our case, survival involves a malleable organizational design: one that is easily influenced and readily changed. From this case, we find a continuous organizational improvement process that is a practice of struggling with tightly coupled encounters between organizational redesign in the face of environmental turbulence and IT innovations. This finding suggests that digital transformation is continuous rather than unique: a state of being rather than a transition between phases.
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