Hybrid Organizational Forms In Public Sector's Digital Transformation: A Technology Enactment Approach

Faro, B; Abedin, B; Cetindamar Kozanoglu, D

Hybrid Organizational Forms In Public Sector's Digital Transformation: A Technology Enactment Approach

Faro, B Abedin, B Cetindamar Kozanoglu, D

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Publisher:: Emerald
Publication Type:: Journal Article
Citation:: Journal of Enterprise Information Management, 2022, pp. 1-42
Issue Date:: 2022-01-01

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Field	Value	Language
dc.contributor.author	Faro, B
dc.contributor.author	Abedin, B
dc.contributor.author	Cetindamar Kozanoglu, D https://orcid.org/0000-0002-0457-3258
dc.date.accessioned	2021-10-04T22:38:41Z
dc.date.available	2021-10-04T22:38:41Z
dc.date.issued	2022-01-01
dc.identifier.citation	Journal of Enterprise Information Management, 2022, pp. 1-42
dc.identifier.issn	1741-0398
dc.identifier.uri	http://hdl.handle.net/10453/150830
dc.description.abstract	The purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation. The study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management. Drawing on Fountain’s (2001) Technology Enactment Framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending TEF, we claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in our model (4R) allow for networks and bureaucracy to co-exist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey. The main theoretical contribution of this research is to extend TEF to illustrate that the need for co-existence of nimbleness with stability in a digital transformation, results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations’ digital transformation with extended TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era. The results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending our understanding of enterprise information management. Depending on the department or business needs a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation. text The model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they co-exist at different levels in hybrid forms depending on the needs of the organization.
dc.language	en
dc.publisher	Emerald
dc.relation.ispartof	Journal of Enterprise Information Management
dc.relation.isbasedon	10.1108/JEIM-03-2021-0126
dc.rights	info:eu-repo/semantics/openAccess
dc.rights	Emerald ‘This article is 2022 (c) Emerald Group Publishing and permission has been granted for this version to appear here (https://www.emerald.com/insight/publication/issn/1741-0398). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Group Publishing Limited.'
dc.subject	0806 Information Systems, 0807 Library and Information Studies, 1503 Business and Management
dc.subject.classification	Business & Management
dc.title	Hybrid Organizational Forms In Public Sector's Digital Transformation: A Technology Enactment Approach
dc.type	Journal Article
utslib.for	0806 Information Systems
utslib.for	0807 Library and Information Studies
utslib.for	1503 Business and Management
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology
pubs.organisational-group	/University of Technology Sydney/Faculty of Engineering and Information Technology/School of Information, Systems and Modelling
utslib.copyright.status	open_access	*
pubs.consider-herdc	false
dc.date.updated	2021-10-04T22:38:40Z
pubs.publication-status	Accepted

Abstract:

The purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation. The study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management. Drawing on Fountain’s (2001) Technology Enactment Framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending TEF, we claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in our model (4R) allow for networks and bureaucracy to co-exist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey. The main theoretical contribution of this research is to extend TEF to illustrate that the need for co-existence of nimbleness with stability in a digital transformation, results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations’ digital transformation with extended TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era. The results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending our understanding of enterprise information management. Depending on the department or business needs a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation. text The model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they co-exist at different levels in hybrid forms depending on the needs of the organization.

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http://hdl.handle.net/10453/150830