Academic Journal

Digital Transformation as Collective Social Action.

Bibliographic Details
Title: Digital Transformation as Collective Social Action.
Authors: Tana, Silviana1 silviana.tana@anu.edu.au, Breidbach, Christoph F.2 c.breidbach@business.uq.edu.au, Burton-Jones, Andrew2 abj@business.uq.edu.au
Source: Journal of the Association for Information Systems. 2023, Vol. 24 Issue 6, p1618-1644. 27p.
Abstract: Digital technologies are reshaping both organizations and our lives as members of society. The resulting changes are often referred to as “digital transformation” (DT)—a concept that has proven difficult to define and explain theoretically. This is especially true because the nature and scope of DT is evolving beyond clearly defined organizational boundaries. Today, information technology (IT) is becoming increasingly accessible and relevant for many more members of society, creating the potential for previously unseen transformations beyond organizations. Accordingly, new theoretical lenses are needed to explain how a broader set of social actors instigate and are affected by transformative change induced by IT. We conceptualize DT as collective social action, a novel lens that aims to expand the focus of DT research beyond organizations as its unit of analysis, with a complementary perspective centered on social actors, their actions, and their impact. We delineate a typology of digital transformation as collective social action that considers the locus of transformation (what?), types of social actor(s) (who?), and the underlying mechanisms (how?). Collectively, the four ideal types constitute a new theory to help apprehend, explain, and predict how DT as collective social action occurs within and outside formally defined organizational boundaries. [ABSTRACT FROM AUTHOR]
Subject Terms: *Digital transformation, *Information technology, *Community centers, Social action, Collective action, Digital technology
Copyright of Journal of the Association for Information Systems is the property of Association for Information Systems and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
ISSN: 15369323
DOI: 10.17705/1jais.00791
Database: Business Source Complete