The project team investigates how digital innovations can be leveraged in organisational change processes to better address well-known challenges and to increase the low success rates of change projects. The multidisciplinary research consortium combines three complementary perspectives from information systems, sociology and management to examine the opportunities and risks of DIOC holistically.
This research project investigates the use of digital innovations (DI) to navigate organisational change. Change itself and its successful realisation are crucial for organisations to survive. However, many change projects do not achieve the desired results. Digital innovations promise improvements to better cope with existing challenges in change processes such as fostering communication, empowerment, and participation. Organisations are therefore increasingly experimenting with such digital innovations for organisational change (DIOC) – for example, in the form of personalised digital nudges, digital-enhanced forms of participation or data-driven real-time monitoring – to realise a more dynamic and flexible change process. Despite the high practical relevance of this topic, there are no systematic insights nor evidence-based recommendations from research on how to leverage DIOC successfully. Although research has focused on the implementation of DI in general, little is known about the reverse – DI as “tools” to enhance change processes – and the integration of those two areas. Indeed, DIOC aims at optimising an organisation’s change capability and thereby ultimately support an organisation’s future viability. This research project aims at providing evidence-based insights on DIOWs at the intersection of information systems, sociology, and management to develop relevant implications for future research and organisational practice.