Felix Brünker, Julian Marx, Milad Mirbabaie, Stefan Stieglitz
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引用次数: 0
Abstract
Digital transformation fundamentally changes the way individuals conduct work in organisations. In accordance with this statement, prevalent literature understands digital workplace transformation as a second-order effect of implementing new information technology to increase organisational effectiveness or reach other strategic goals. This paper, in contrast, provides empirical evidence from two remote-first organisations that undergo a proactive rather than reactive digital workplace transformation. The analysis of these cases suggests that new ways of working can be the consequence of an identity change that is a precondition for introducing new information technology rather than its outcome. The resulting process model contributes a competing argument to the existing debate in digital transformation literature. Instead of issuing digital workplace transformation as a deliverable of technological progress and strategic goals, this paper supports a notion of digital workplace transformation that serves a desired identity based on work preferences.
期刊介绍:
The aim of the Journal of Information Technology (JIT) is to provide academically robust papers, research, critical reviews and opinions on the organisational, social and management issues associated with significant information-based technologies. It is designed to be read by academics, scholars, advanced students, reflective practitioners, and those seeking an update on current experience and future prospects in relation to contemporary information and communications technology themes.
JIT focuses on new research addressing technology and the management of IT, including strategy, change, infrastructure, human resources, sourcing, system development and implementation, communications, technology developments, technology futures, national policies and standards. It also publishes articles that advance our understanding and application of research approaches and methods.