Managers as Creators of Inertia: A Study on Digital Transformation Narratives and Inertia in the Swedish Public Sector

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dc.contributor.authorTinjan, Malin
dc.date.accessioned2024-12-26T21:06:02Z
dc.date.available2024-12-26T21:06:02Z
dc.date.issued2025-01-07
dc.description.abstractOvercoming inertia is a top priority for managers in digital transformation; however, this study investigates how public sector managers create inertia in digital transformation through alibi narratives. Through a case study of managers in the Swedish public sector, the study analyzes how managers legitimize and reinforce stagnation rather than promoting change. Four meta-alibi narratives are identified, that facilitate managers´ understanding of the digital transformation process while simultaneously resulting in unintentional inertia. By exploring these alibi narratives, the study challenges the traditional view of managers solely as agents of change, revealing their complex role as both facilitators and impediments to digital transformation. This research provides valuable insights into the micro-level dynamics of digital transformation while highlighting the need for nuanced strategies that address the resistance within public sector organizations.
dc.format.extent10
dc.identifier.doi10.24251/HICSS.2025.236
dc.identifier.isbn978-0-9981331-8-8
dc.identifier.other1eca345d-46a8-40f2-85c7-91e6f6fb8ad9
dc.identifier.urihttps://hdl.handle.net/10125/109076
dc.relation.ispartofProceedings of the 58th Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectDesign, Implementation, and Management of Digital Government Policies and Strategies
dc.subjectcase study, digital transformation, inertia, narratives, public sector
dc.titleManagers as Creators of Inertia: A Study on Digital Transformation Narratives and Inertia in the Swedish Public Sector
dc.typeConference Paper
dc.type.dcmiText
prism.startingpage1902

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