IDEAS home Printed from https://ideas.repec.org/p/hal/journl/halshs-03049878.html

Nature, dynamics and coping strategies in the face of paradoxes in a digital transformation: a records management case study

Author

Listed:
  • Solene Juteau

    (LEMNA - Laboratoire d'économie et de management de Nantes Atlantique - IEMN-IAE Nantes - Institut d'Économie et de Management de Nantes - Institut d'Administration des Entreprises - Nantes - UN - Université de Nantes)

Abstract

As a change in a setting displaying scarcity of resources, plurality of choices and technological change, Digital Transformation implies paradoxes of change. Following this, we wonder how paradoxes and Digital Transformation interact and unfold. We investigate the case of a records management company engaging with digitizing and digitalizing of their offers. We implement 23 hours of semi-directive interviews, two site visits and written sources analyses that we code thematically. We find that paradoxes of Digital Transformation can be managed leveraging specificities of digital technologies. Organizing and performing paradoxes are addressed through temporal and geographical splitting strategies, relying on external and internal skills, before developing the resources to hire. National-level reflection complements the strategy. Performing is demonstrated via expertise-oriented online and offline communication supports. The paradox of belonging, fuelled by splitting strategies is the most difficult to manage, addressed through reframing discourses, posters representing the human stories behind the file and expertise-raising actions. On the basis of these dynamics, we suggest an exploratory model.

Suggested Citation

  • Solene Juteau, 2019. "Nature, dynamics and coping strategies in the face of paradoxes in a digital transformation: a records management case study," Post-Print halshs-03049878, HAL.
    • Handle: RePEc:hal:journl:halshs-03049878
    Note: View the original document on HAL open archive server: https://shs.hal.science/halshs-03049878v1
    as

    Download full text from publisher

    File URL: https://shs.hal.science/halshs-03049878v1/document
    Download Restriction: no
    ---><---

    References listed on IDEAS

    as
    1. David Tilson & Kalle Lyytinen & Carsten Sørensen, 2010. "Research Commentary ---Digital Infrastructures: The Missing IS Research Agenda," Information Systems Research, INFORMS, vol. 21(4), pages 748-759, December.
    2. Haridimos Tsoukas & Robert Chia, 2002. "On Organizational Becoming: Rethinking Organizational Change," Organization Science, INFORMS, vol. 13(5), pages 567-582, October.
    3. Constantine Andriopoulos & Marianne W. Lewis, 2009. "Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation," Organization Science, INFORMS, vol. 20(4), pages 696-717, August.
    4. Mats Alvesson & Hugh Willmott, 2002. "Identity Regulation as Organizational Control: Producing the Appropriate Individual," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 619-644, July.
    Full references (including those not matched with items on IDEAS)

    Most related items

    These are the items that most often cite the same works as this one and are cited by the same works as this one.
    1. Mukta Kulkarni, 2024. "Narrating a Prototypical Disabled Employee," Journal of Business Ethics, Springer, vol. 189(4), pages 781-796, February.
    2. Sun, Xinbo & Zhang, Qingqiang, 2021. "Building digital incentives for digital customer orientation in platform ecosystems," Journal of Business Research, Elsevier, vol. 137(C), pages 555-566.
    3. Patriotta, Gerardo & Spedale, Simona, 2011. "Micro-interaction dynamics in group decision making: Face games, interaction order and boundary work," Scandinavian Journal of Management, Elsevier, vol. 27(4), pages 362-374.
    4. Tilson, David & Sørensen, Carsten & Lyytinen, Kalle J., 2021. "Digitally induced industry paradoxes: disruptive innovations of taxiwork and music streaming beyond organizational boundaries," LSE Research Online Documents on Economics 106676, London School of Economics and Political Science, LSE Library.
    5. Garcia-Lorenzo, Lucia, 2020. "Organizational remembering as a trigger for cultural change: Exploring the episodic memories of a financial scandal," Scandinavian Journal of Management, Elsevier, vol. 36(1).
    6. Jan Jöhnk & Philipp Ollig & Patrick Rövekamp & Severin Oesterle, 2022. "Managing the complexity of digital transformation—How multiple concurrent initiatives foster hybrid ambidexterity," Electronic Markets, Springer;IIM University of St. Gallen, vol. 32(2), pages 547-569, June.
    7. Philip Stiles & Jonathan Trevor & Elaine Farndale & Shad S. Morris & Jaap Paauwe & Guenter Stahl & Patrick Wright, 2015. "Changing Routine: Reframing Performance Management within a Multinational," Journal of Management Studies, Wiley Blackwell, vol. 52(1), pages 63-88, January.
    8. Emanuel Stoeckli & Christian Dremel & Falk Uebernickel & Walter Brenner, 2020. "How affordances of chatbots cross the chasm between social and traditional enterprise systems," Electronic Markets, Springer;IIM University of St. Gallen, vol. 30(2), pages 369-403, June.
    9. Konstantina Spanaki & Dimitris Zissis & Thanos Papadopoulos & Feng Li, 2024. "The Transformation of Digital Strategy and Value Creation in Omnichannel Organisations: The Case of the Gambling Industry," Post-Print hal-04806200, HAL.
    10. Georg Schreyögg & Jörg Sydow, 2010. "CROSSROADS---Organizing for Fluidity? Dilemmas of New Organizational Forms," Organization Science, INFORMS, vol. 21(6), pages 1251-1262, December.
    11. Ivanka Visnjic & Marin Jovanovic & Sebastian Raisch, 2022. "Managing the Transition to a Dual Business Model: Tradeoff, Paradox, and Routinized Practices," Organization Science, INFORMS, vol. 33(5), pages 1964-1989, September.
    12. Raelin, Joseph A., 2011. "The End of Managerial Control?," EconStor Open Access Articles and Book Chapters, ZBW - Leibniz Information Centre for Economics, vol. 36(2), pages 135-160.
    13. Arman Avadikyan & Gilles Lambert & Christophe Lerch, 2016. "A Multi-Level Perspective on Ambidexterity: The Case of a Synchrotron Research Facility," Working Papers of BETA 2016-44, Bureau d'Economie Théorique et Appliquée, UDS, Strasbourg.
    14. Tomasz Helbin & Amy Van Looy, 2021. "Is Business Process Management (BPM) Ready for Ambidexterity? Conceptualization, Implementation Guidelines and Research Agenda," Sustainability, MDPI, vol. 13(4), pages 1-25, February.
    15. Eveline Bruijn & Gail Whiteman, 2010. "That Which Doesn’t Break Us: Identity Work by Local Indigenous ‘Stakeholders’," Journal of Business Ethics, Springer, vol. 96(3), pages 479-495, October.
    16. Carlos Martin-Rios, 2016. "Innovative management control systems in knowledge work: a middle manager perspective," Journal of Management Control: Zeitschrift für Planung und Unternehmenssteuerung, Springer, vol. 27(2), pages 181-204, May.
    17. Burt, George & Mackay, David J. & van der Heijden, Kees & Verheijdt, Charlotte, 2017. "Openness disposition: Readiness characteristics that influence participant benefits from scenario planning as strategic conversation," Technological Forecasting and Social Change, Elsevier, vol. 124(C), pages 16-25.
    18. Shahzad Khurram & Sandra Charreire Petit, 2017. "Investigating the Dynamics of Stakeholder Salience: What Happens When the Institutional Change Process Unfolds?," Journal of Business Ethics, Springer, vol. 143(3), pages 485-515, July.
    19. Gary T. Burke & Carola Wolf, 2021. "The Process Affordances of Strategy Toolmaking when Addressing Wicked Problems," Journal of Management Studies, Wiley Blackwell, vol. 58(2), pages 359-388, March.
    20. Srivardhini K. Jha & E. Richard Gold & Laurette Dubé, 2021. "Modular Interorganizational Network Governance: A Conceptual Framework for Addressing Complex Social Problems," Sustainability, MDPI, vol. 13(18), pages 1-21, September.

    More about this item

    Keywords

    ;
    ;
    ;
    ;

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:hal:journl:halshs-03049878. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    If CitEc recognized a bibliographic reference but did not link an item in RePEc to it, you can help with this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: CCSD (email available below). General contact details of provider: https://hal.archives-ouvertes.fr/ .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.