Navigating the Tensions of Digital Transformation in High Reliability Organizations

Why do some organizations enable digital transformation and adjust to market conditions more successfully than others that face delays and fail to overcome resistance or rejection? The objective of my dissertation is to provide in-depth insights into the digital transformation implementation challenges in high reliability organizations. To explore how those complex and risk-averse business settings were primarily concerned with maintaining high reliability in avoiding catastrophes, navigating the tensions and various obstacles around digital transformation. The central tenet of this dissertation is that, in addition to organizational, technological and business model dimensions, which have been the focus of prior research, employees across various organizational layers play an important role in the success or failure of digital transformation efforts. They need to adapt to changing working environments, contribute to developing new digital resilient working routines and enact appropriate cognitive processes. The findings report the multilevel interactions, tensions and paradoxes across different organization hierarchical levels. In addition, the research illuminates the specific self-protective behaviors through which employees derail the transformation process, particularly when the risk culture of an organization or the interest of individuals and groups within the organization are at odds with the vision of digital transformation.