Despite increasing scholarly attention on digital transformation, there are only limited micro‐level insights into how incumbent firms organize and manage their digital transformation efforts on a daily basis. Through a longitudinal, exploratory qualitative case study of a large firm, this article investigates how organizational members respond to an ambidextrous organizing model designed to accelerate digital innovations. The firm relied on a hybrid model of separation and integration to organize and manage its digital transformation efforts. This study unfolds the implications and consequences of such a model at the micro‐level. By applying a paradox lens, it shows how the coping actions of organizational members affected the digital transformation. The article illustrates how the hybrid organizing model led to the emergence of three paradoxes at the organizational level (paradoxes of organizing, attention, and knowledge sharing) that organizational members had to cope with. It shows how organizational members, through their coping with these paradoxes, indirectly affected the organizing model by altering its original design; and how the management, influenced by these learnings, subsequently adapted the model to enable a better sustainability over time. Overall, the findings show and explain why organizing for digital transformation is a particularly complex and paradoxical endeavor. They also provide important insights to managers and organizational developers, helping them to become aware of possible tensions in their organizing efforts as well as of coping strategies and practices to tackle these tensions. Finally, the article suggests different paths for further research in digital transformation and digital innovation from a micro‐level perspective.

中文翻译：

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进行数字化转型的高尔基结：应对组织结构混乱中出现的悖论*

尽管学术界越来越关注数字化转型，但是对于现有公司如何组织和管理其数字化转型工作的微观见解仍然有限。通过对一家大公司进行的纵向探索性定性案例研究，本文研究了组织成员如何响应旨在加速数字创新的灵活组织模型。该公司依靠分离和集成的混合模型来组织和管理其数字化转型工作。这项研究从微观层面揭示了这种模型的含义和后果。通过应用一个悖论镜头，它可以显示组织成员的应对行为如何影响数字化转型。本文说明了混合组织模型如何导致组织成员必须应对的三个组织悖论（组织，关注和知识共享的悖论）的出现。它显示了组织成员如何通过应对这些悖论，通过更改其原始设计来间接影响组织模型；以及管理层如何在这些经验的影响下，随后对该模型进行了调整，以实现长期的更好可持续性。总体而言，研究结果表明并解释了为什么组织数字化转型是一项特别复杂且矛盾的工作。他们还为管理人员和组织开发人员提供了重要的见解，帮助他们意识到组织工作中可能出现的紧张局势以及应对这些紧张局势的应对策略和实践。最后，本文从微观角度提出了进一步研究数字转换和数字创新的途径。