New publication "Navigating Digital Transformation? The Guiding Role and Socialization Processes of Change Agents in Public Sector Organizations" has been published in the journal Public Administration.

What is it about?

This study examines how change agents from the line of the organization (so-called digital pilots) act in public sector organizations when digital transformation processes are initiated and implemented. In particular, it examines the socialization processes of these actors - how they find orientation, how roles and responsibilities are developed - and how they intervene in a leading role to shape change.

Key findings:

• Change agents not only need technical and organizational knowledge, but also a strong understanding of how change is socially embedded: i.e. how people in the organization perceive the role of the change agent, how trust is built, and how informal networks are used.
• Establishing clear communication channels and support structures is crucial to ensure that change processes are not driven solely by pressure or top-down directives, but by participation and legitimization.
• Socialization phases - the time in which change agents get to know their role, gain experience and network - have a strong impact on their ability to lead change effectively. The better these phases are organized, the more successful the transformation will be.

Implications for administrative practice:

• Public administrations should involve change agents more from the outset - not just as executors, but as shapers of digital change.
• Programs for training and mentoring change agents are worthwhile, especially with a focus on how relationships and trust are built within the organization.
• There should be clear structures that define the role, tasks and expectations of change agents, but also provide room for adaptation, as digital transformation is rarely linear and requires flexibility.