Purpose

The purpose of this paper is to examine how public sector organizations become nimbler while retaining their resilience during digital transformation.

Design/methodology/approach

The study adopts a hermeneutic approach in conducting deep expert interviews with 22 senior executives and managers of multiple organizations. The method blends theory and expert views to study digital transformation in the context of enterprise information management.

Findings

Drawing on technology enactment framework (TEF), this research poses that organizational form is critical in the enactment of technologies in digital transformation. By extending the TEF, the authors claim that organizations are not in pure bureaucratic or network organizational form during digital transformation; instead, they need a hybrid combination in order to support competing strategic needs for nimbleness and resilience simultaneously. The four hybrid organizational forms presented in this model (4R) allow for networks and bureaucracy to coexist, though at different levels depending on the level of resiliency and nimbleness required at each point in the continuous digital transformation journey.

Research limitations/implications

The main theoretical contribution of this research is to extend the TEF to illustrate that the need for coexistence of nimbleness with stability in a digital transformation results in a hybrid of networks and bureaucratic organization forms. This research aims to guide public sector organizations' digital transformation with extended the TEF as a tool for building the required organizational forms to influence the technology enactment to best meet their strategic needs in the digital era.

Practical implications

The results from expert interviews point to the fact that the hybrid organizational forms create a multi-modal organization, extending the understanding of enterprise information management. Depending on the department or business needs, a hybrid organizational form mode would be dominant. This dominance creates a paradox in organizations to handle both resilience and nimbleness. Therefore, the 4R model is provided as a guide to public sector managers and consultants to guide strutting their organization for digital transformation.

Originality/value

The model (4R), the extended TEF, shows that organizations still work towards networks and bureaucracy; however, they are not two distinct concepts anymore; they coexist at different levels in hybrid forms depending on the needs of the organization.

中文翻译：

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公共部门数字化转型中的混合组织形式：一种技术实施方法

目的

本文的目的是研究公共部门组织如何变得更加灵活，同时在数字化转型过程中保持弹性。

设计/方法/途径

该研究采用诠释学的方法，对来自多个组织的 22 位高级管理人员和经理进行了深入的专家访谈。该方法融合了理论和专家观点，以研究企业信息管理背景下的数字化转型。

发现

本研究利用技术实施框架 (TEF)，提出组织形式对于数字化转型技术的实施至关重要。通过扩展 TEF，作者声称组织在数字化转型期间不是纯粹的官僚或网络组织形式；相反，他们需要混合组合，以同时支持对灵活性和弹性的竞争性战略需求。该模型 (4R) 中呈现的四种混合组织形式允许网络和官僚机构共存，尽管在不同的层次上取决于在持续的数字化转型过程中每个点所需的弹性和敏捷性水平。

研究局限性/影响

这项研究的主要理论贡献是扩展了 TEF，以说明在数字化转型中需要灵活与稳定共存，这会导致网络和官僚组织形式的混合。本研究旨在通过扩展 TEF 作为构建所需组织形式的工具来指导公共部门组织的数字化转型，以影响技术制定，从而最好地满足他们在数字时代的战略需求。

实际影响

专家访谈的结果表明，混合组织形式创建了多模式组织，扩展了对企业信息管理的理解。根据部门或业务需要，混合组织形式模式将占主导地位。这种主导地位在组织中造成了处理弹性和敏捷性的悖论。因此，4R 模型作为公共部门经理和顾问的指南提供，以指导他们的组织进行数字化转型。

原创性/价值

模型 (4R)，扩展的 TEF，表明组织仍然致力于网络和官僚主义；但是，它们不再是两个不同的概念；它们根据组织的需要以混合形式在不同级别共存。