Leading digital transformation: A narrative perspective (Record no. 527720)
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| fixed length control field | 02801nam a22001577a 4500 |
| 008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION | |
| fixed length control field | 240918b ||||| |||| 00| 0 eng d |
| 100 ## - MAIN ENTRY--PERSONAL NAME | |
| Personal name | Nielsen, J.A., Elmholdt, K.T. and Noesgaard, M.S. |
| 245 ## - TITLE STATEMENT | |
| Title | Leading digital transformation: A narrative perspective |
| 260 ## - PUBLICATION, DISTRIBUTION, ETC. (IMPRINT) | |
| Place of publication, distribution, etc | Public Administration Review |
| 300 ## - PHYSICAL DESCRIPTION | |
| Extent | 84(4), Jul-Aug, 2024: p.589-603 |
| 520 ## - SUMMARY, ETC. | |
| Summary, etc | This article examines the evolving role of change communication in digital transformation, addressing a gap in existing literature that largely situates communication at the early stages of change. Based on a four-year study of a digital transformation initiative in a local government health care department, the research adopts a narrative perspective to analyze how public managers continuously shape frontline workers’ expectations. The study identifies three narrative types—aspirational, setback, and persistence—that serve as communicative resources for managing hopes, delays, and emerging concerns throughout the transformation process. By detailing how managers produce, navigate, and adapt narratives, the article contributes to scholarship on leading digital transformation in the public sector, offering insights into the dynamic nature of communication as a tool for sustaining engagement and resilience.. Change communication is a critical dimension for leading digital transformation. Existing literature predominantly theorizes change communication as part of the earliest stages of the transformation, but how it evolves over time to remain relevant in this context is understudied. We address this shortcoming through a four-year study of a digital transformation initiative in a local government's health care department. Drawing on a narrative perspective, we offer a processual account and describe the ongoing communicative work of public managers as they attempt to shape frontline workers' expectations of digital transformation. We theorize three narrative types—aspirational, setback, and persistence—that work as communicative resources in dealing with hopes, delays, and emerging concerns. Our article contributes to the literature on leading digital transformation in the public sector by providing a narrative perspective that details how managers produce narratives, navigate existing ones, and tailor them to emerging concerns.- Reproduced https://onlinelibrary.wiley.com/doi/10.1111/puar.13721 |
| 650 ## - SUBJECT ADDED ENTRY--TOPICAL TERM | |
| Topical term or geographic name as entry element | Change Communication, Digital Transformation, Public Sector, Health Care Department, Narrative Perspective, Aspirational Narratives, Setback Narratives, Persistence Narratives, Frontline Workers, Processual Account, Managerial Communication, Organizational Change |
| 9 (RLIN) | 58221 |
| 773 ## - HOST ITEM ENTRY | |
| Main entry heading | Public Administration Review |
| 906 ## - LOCAL DATA ELEMENT F, LDF (RLIN) | |
| Subject DIP | ORGANISATIONAL CHANGE |
| 942 ## - ADDED ENTRY ELEMENTS (KOHA) | |
| Item type | Articles |
| Withdrawn status | Lost status | Source of classification or shelving scheme | Damaged status | Not for loan | Permanent location | Current location | Date acquired | Serial Enumeration / chronology | Barcode | Date last seen | Koha item type |
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| Indian Institute of Public Administration | Indian Institute of Public Administration | 2024-09-18 | 84(4), Jul-Aug, 2024: p.589-603 | AR133154 | 2024-09-18 | Articles |