ABSTRACT Digital Transformation (DT) has become a strategic imperative for organisations to stay competitive. Yet, it often faces resistance. Regulation is often argued to be one source of resistance. However, regulation can also drive transformation: its role is multifaceted and especially its management in the context of DT is underexplored. Drawing on an empirical case study of an organisation undergoing large‐scale DT in a highly regulated industry, we conceptualise Regulatory Resilience as a socio‐technical organisational capability that enables organisations to dynamically respond to regulation‐induced resistance while leveraging regulatory forces for DT. Our findings reveal five distinct mechanisms through which Regulatory Resilience operates to mitigate the effects of both stable and volatile regulation and transform regulatory pressure into a capability‐building process. This study contributes to Information Systems research by challenging the view of regulation as a static, exogenous hurdle, repositioning it instead as a constitutive force that organisations actively manage through sociotechnical means. By identifying the specific mechanisms through which organisations reconcile regulatory pressures with innovation, we advance theory on the interrelated dynamics of resistance and resilience showing that Regulatory Resilience not only enables DT but is itself strengthened by DT's technological and organisational conditions, requiring organisations to deliberately cultivate it to sustain transformation.
ABSTRACT The digital transformation of public transport is prone to resistance. Among the discontents of such transformation, older people and those living with cognitive impairments are repeatedly identified. Stereotypes assuming their innate resistance to technological change are widespread, but research shows that older people with dementia can have rich digital lives. This paper reports findings from an ethnography of public transport digital transformation with older passengers living with dementia in Greater Manchester, UK. Combining interviews, photography, poetry, route maps and contextual statistics, four cases illustrate the emergence of resistance to digital displays, cashless exchange, e‐ticketing and live routing. They reveal subtle, nuanced and contextually contingent resistances that emerge from digital transformation disrupting passenger ecobiographies—the rootedness of their lives in longstanding ecosystems. Findings show that everyday resistance can be small, transient and relational, and should be taken seriously as an indicator of potential injustices. Future initiatives should meaningfully include older and disabled users throughout to increase alertness to ecobiographical disruption and emerging resistance.
ABSTRACT Car manufacturers excel in leveraging new digital technologies through vehicle design but face challenges in using the data these technologies provide for innovation. In this practitioner paper, we analyse and report on the process AUDI, a German original equipment manufacturer (OEM) of premium automobiles, went through in developing and managing data‐driven business models. A detailed description of the three phases of the carmaker's journey from creating to scaling to capturing identifies the automotive industry's urgent need to standardise data, prioritise customer integration and overcome difficulties in determining the price of data. For other (European) car manufacturers developing and managing data‐driven business models, we also derive five lessons learned from our case regarding AUDI's efforts to address issues when leveraging car‐related data and present an industry outlook with remaining challenges.
More than 2.5 billion people worldwide still lack internet access, while many others lack the devices, skills or support needed to benefit from digital services. This digital inequity has significant implications for health, education and employment. Closing the digital divide requires more than broadband infrastructure and isolated digital inclusion programmes. It also requires local governments to coordinate resources, actors and services over time. We examine how Clayton County, Georgia, United States, established an Office of Digital Equity (ODE), led by a dedicated Digital Equity Administrator (DEA), as a local government division. The ODE was the first county-run Office of Digital Equity in Georgia and has received external recognition for its work. Drawing on a collaborative autoethnographic case grounded in longitudinal practitioner experience, narrative accounts, organisational artefacts and public records, we examine how local government capacity for digital equity is built in practice. We derive five recommendations for municipal leaders: secure political legitimacy while preserving operational autonomy; develop the DEA role; build partnerships to address resource constraints; tailor outreach and provide consistent training and events; and use data-driven insights to guide decisions. These recommendations show that institutionalising digital equity through a dedicated local government division differs from operating standalone initiatives or coalitions because it requires sustained authority, coordination and accountability. We position digital equity as an ongoing local governance challenge and show how dedicated organisational structures can help local governments move from addressing the digital divide to sustaining digital equity.
Global crises and persistent uncertainty have exposed the vulnerability of supply chains. Procurement departments, traditionally focused on cost optimization, are increasingly required to act as strategic orchestrators of supply chains. This paper examines a data-driven transformation within a European automotive procurement department, revealing how contextual frictions and organizational realities shape transformation outcomes. Based on a qualitative case study, our findings show that poor internal data quality, limited access to external supply chain data, multiple operational challenges from recurring disruptions, shortages or supplier insolvencies and insufficient institutionalization of data-driven activities critically impede the value realization of data-driven transformations. Building on these findings, we propose six actionable recommendations that address the identified barriers and position procurement as both a catalyst for effective data management and a strategic enabler of data-driven supply chains. Key best practices include structured data negotiation with suppliers, embedded qualification programs and sustained leadership engagement to foster a data-driven mindset. The study contributes to information systems research by advancing a domain-specific understanding of data-driven transformation and highlighting procurement as a strategic enabler of intelligent, data-based decision-making under conditions of crisis and uncertainty. Our findings provide actionable guidance for procurement practitioners and their data-driven activities.
