A Process for Managing Digital Transformation: An Organizational Inertia Perspective

Digital transformation is often described as organizational change that simultaneously triggered and enabled by digital technologies. As with other types of transformation, overcoming inertia lies at the heart transformation. However, our understanding specific processes employed incumbent firms to overcome in currently limited. In this paper, we draw on case study AsiaBank, a large traditional bank Asia, explore microfoundations how tackle different they embark journey. We identify four key processes—i.e., embracing consumerization technologies, diffusing appropriating business practices, enabling distributed organizing, revamping IT architecture—that combine reduce negative psychology, sociocognitive, sociotechnical, political, economic Our findings expand extant view role agency contribute literature intersection innovation