Change agents' crossing of organizational boundaries for digital transformation

In this study we address the practices of change agents in the digital transformation (DT) process, and, more specifically, how change agents cross organizational boundaries to support this process. We apply an organizational change lens, focused on change agents, and enrich this with a more open perspective to get a better understanding of the DT process. Applying a multiple case study design, we find that DT can be unpacked into two change processes: DT of the product and of the production process. Change agents in our cases emphasized either a product or process response. In addition, these two change processes are very different in nature, which influences both the role of the change agents and how and why they cross organizational boundaries. The crossing of organizational boundaries, at least in medium-sized firms, does not reflect the typical external collaboration that would be expected in the context of DT. By applying a broader scope to crossing organizational boundaries – by including ‘accessing external resources’ next to ‘external collaboration’ –, we are able to show that medium-sized firms do cross organizational boundaries, albeit in a different way than expected: with a stronger focus on accessing external resources.