The aim of our article is to explore the interactive dynamics ensuing a digital implementation initiative whilst critiquing the nature and process of digital transformation. We analysed the data emerging out of 59 semi-structured interviews and 90 hours of non-participant observation in order to contextualise our investigation within the healthcare setting which in our case was a large hospital undergoing one of the biggest single-site implementation of digital health technology in Europe at its time. Our empirics is aided by ethnographic techniques and Gioia’s methodology has resulted in a grounded model which has implications for both scholars and practitioners. Through discussion with the end-users within the organisation, the findings highlight three processual landmarks which have been theorised using Erving Goffman’s conceptualisation of ‘framing’. In our study these have been referred to as intrinsic, frictional …

Title

Innovation Organization & Management

Publisher

Taylor & Francis

Publisher Country

United Kingdom

Indexing

Thomson Reuters

Impact Factor

1.8

Publication Type

Both (Printed and Online)

Volume

26

Year

2024

Pages

506-531