Managerial Practices and Employee Experiences During Digital Transformation: A Qualitative Case Study of Organizational Change at Unilever Uganda

This qualitative case study examines how digital transformation reconfigures managerial practices and employee experiences at Unilever Uganda. Grounded in Socio-Technical Systems (STS) and Dynamic Capabilities theories, the study investigates the operational and human dimensions of automated human resource ecosystems, AI-driven talent marketplaces, and digitized sales distribution networks. Utilizing an exploratory qualitative case study design, data were collected through semi-structured interviews with 10 purposively sampled stakeholders, including Unilever executives, human resource managers, and Kampala-based distributors, complemented by document analysis of regional performance reports. The findings reveal that while digital integrations such as the “Eazzystock” supply chain financing initiative and global talent networks dramatically streamline workflows, improve resource allocation, and lower transaction costs, they also generate friction regarding algorithmic opacity, localized digital divides, and routine labor displacement. The study suggests that the success of enterprise digitalization may depend upon the alignment of technical capabilities with regional socio-economic realities and human-centric values. It recommends that multi-stakeholder coalitions, corporate managers, and policymakers establish inclusive upskilling pathways, robust social protections, and participatory digital frameworks to foster a balanced and sustainable future of work.